Abstract Table

ABSTRACT
Work-Life balance is a concept with several connotations and varied consequences within
and among different stakeholders. Concerns about work-life balance have become salient for
number of reasons. Over the past two decades the issue work-family and work-life balance
have received significant attention from employers and employees mainly in manufacturing
industry. A study on work-life balance in this sector seems to be needed in this recent time,
taking into consideration the high work and time which demands upon employees, thus
creating a necessary environment to balance work and personal interests. A study on work-
life balance of employees was conducted and the objective of the study is to find out the
causes of disproportionate work-life balance, the benefits for the individual and the
organizations in enabling a proper balance between work and life.
. The descriptive study helps to find the characteristics of the population. Convenient
sampling technique was adopted for choosing sample units from the staff. The primary data
was collected through a structured questionnaire.A sample of 150 workers helped to
investigate their satisfaction towards work life balance.
The results were presented with the assistance of various charts and diagrams drawn using
SPSS. Findings of the study were drawn from the analyzing of data’s, suggestions and
conclusions are created supported the findings. This study also recommends few suggestions
on strategies that can be implemented by the organizations for better work life balance.
Keywords: Personal life, job performance, flexible working hours.

TABLE OF CONTENTS
CHAPTER
CONTENT PAGE.NO
NO
1 1.1 INTRODUCTION
IMPORTANCE OF THE STUDY
SCOPE OF THE STUDY
STATEMENT OF THE PROBLEM
OBJECTIVES OF THE STUDY
RESEARCH METHODOLOGY
2 REVIEW OF LITERATURE
3 COMPANY PROFILE
4 DATA ANALYSIS AND

INTERPRETATION
5 FINDINGS
SUGGESTION
CONCLUSION
BIBILIOGRAPHY
ANNEXURE
LIST OF TABLES
TABLE PAGE
NO TITLE NO
4.1.1 Classification based on Age of the Respondents.
4.1.2 Classification based on the Gender of the Respondents.
4.1.3 Classification based on the Marital status
4.1.4 Classification Based on the Family type.
4.1.5 Classification of the Respondents on no of Dependents
4.1.6 Classification based on the Educational Qualification.

4.1.7 Classification based on the Income Level.
4.1.8 Classification based on the Experience.
4.1.9 Classification based on Working Hours.
4.1.10 Opinion that the Salary is Fair.
4.1.11 Opinion that work doesn’t affects personal well being.
4.1.12 Opinion that Employer makes prompt payment of salary

Opinion that organization has implemented good WLB
4.1.13
Policies in place.
4.1.14 Opinion that adequate rest period is offered.
4.1.15 Opinion that drinking water and lunch provisions are good.
4.1.16 Opinion that there is good and safety work environment
4.1.17 Opinion that I feel normal after working hour.
4.1.18 Opinion that there is a flexible work hour.
4.1.19 Opinion that I get enough time to spend with family.
4.1.20 Opinion that there exists effective & good work Culture.
4.1.21 Opinion that there exists Equitable treatment.
4.1.22 Opinion that there is a good job security.
4.1.23 Opinion that I feel a sense of belongingness.
4.1.24 Opinion that I enjoy working in a team

Opinion that there is a good relationship with peers &
4.1.25 Supervisors.
4.1.26 Opinion that my job satisfies my needs in general.

4.1.27 Opinion that my social and individual needs are taken care
of.
4.1.28 Opinion that my job matches the social life I lead
4.1.29 Opinion about the prevailing WLB practices.
4.1.30 Overall satisfaction level –WLB
4.2.1 Chi square I – AGE & OVERALL SATISFACTION.

Chi Square II- EXPERIENCE & ENABLES
4.2.2 CREATIVITY.
4.2.3 Chi Square III- INCOME & NEEDS SATISFACTION.
4.3.1 Correlation I – INCOME & OVERALL SATISFACTION.
4.3.2 Correlation II – GENDER & SOCIAL NEEDS CARED.
4.4.1 MULTIPLE REGRESSION
4.5.1 FACTOR ANALYSIS
LIST OF CHART
4.1.1 Classification based on Age of the Respondents.
4.1.2 Classification based on the Gender of the Respondents.
4.1.3 Classification based on the Marital status
4.1.4 Classification Based on the Family type.

Classification of the Respondents on no of Dependents
4.1.5
4.1.6 Classification based on the Educational Qualification.
4.1.7 Classification based on the Income Level.
4.1.8 Classification based on the Experience.
4.1.9 Classification based on Working Hours.
4.1.10 Opinion that the Salary is Fair.

Opinion that work doesn’t affects personal well being.
4.1.11
4.1.12 Opinion that Employer makes prompt payment of salary

Opinion that organization has implemented good WLB
4.1.13 Policies in place.
Opinion that adequate rest period is offered.
4.1.14
4.1.15 Opinion that drinking water and lunch provisions are good.
4.116 Opinion that there is good and safety work environment
4.1.17 Opinion that I feel normal after working hour.
4.1.18 Opinion that there is a flexible work hour.
4.1.19 Opinion that I get enough time to spend with family.
4.1.20 Opinion that there exists effective & good work Culture.
4.121 Opinion that there exists Equitable treatment.
4.1.22 Opinion that there is a good job security.
4.1.23 Opinion that I feel a sense of belongingness.
4.1.24 Opinion that I enjoy working in a team

Opinion that there is a good relationship with peers &
4.1.25 Supervisors.
4.1.26 Opinion that my job satisfies my needs in general.

Opinion that my social and individual needs are taken care
4.127 of.
4.1.28 Opinion that my job matches the social life I lead
4.1.29 Opinion about the prevailing WLB practices.
4.1.30 Overall satisfaction level –WLB

CHAPTER I
INTRODUCTION
CHAPTER I
INTRODUCTION
Work life balance is the interaction between the work and the other activities that includes
family, community, leisure and personal development. It is about the right or the balanced
combination of the individual’s participation in the work and other aspects of their life and
this combination doesn’t remain the same it can be changed over the time.
Work life balance is where the tensions between the work life and personal life is minimised
by having a proper policies, systems, supportive management and provisions at work place
and a good relations in personal life. Performance and the job satisfaction of the employees
are said to be affected by the work life balance. Work life balance of the employees helps in
reducing the stress level at work and increases the job satisfaction.
Companies have realised the importance of the work life balance with respect to the
productivity and the creativity of the employees. Employers offer a different programs such
as flexible hours, shifts, team outing, day care centres, health care centres, etc. to motivate the
employees to work efficiently. Employees feel motivated and become loyal and committed
towards the organisation as it puts an extra effort to provide a healthy balance between work
and life.
Organisations face many challenges in implementing the policies on Work life balance as
employees today are not just look out for a job but they also want the organisation to take of
their well being.
Therefore organisations are adopting for new policies where employees can give time to
enjoy and spend time with their family. The present research paper aims to study the work
life balance of managerial level employees of Rane TRW , Trichy.
Work-life balance is a combination of interactions among different areas of one’s life, the
advantages and disadvantages associated with that balance/imbalance can affect multiple
levels of society. The issue of work-life balance has permeated the business community for
decades (Carruthers, 2005; Spinks, 2004; Parsons, 2002), and companies have responded
with work-life programs to address the issues raised by their employees (Roberts, 2005).
According to a study by the Families and Work Institute (1991), the strongest predictor of
corporate family friendliness is change, such as downsizing, because the company sees
worklife balance initiatives as a way to retain workers.Another explanation, however, might
be that during times of organizational change, corporate culture becomes more malleable.
According to the study of Spherion (2003), there were 96 percent said that an employer is
more attractive when it helps employees meet family obligations through options such as
flextime, job sharing, or telecommuting. Perhaps more important, the survey found that
workers who take advantage of the work-life balance options their employers offer are 20
percent more likely to stay with their employer for the next five years. Work-life balance is a
concern not just for women, but also for men who are tired of missing out on the rest of life.
The challenge of work/life balance in our society is unlikely to disappear. Identified and
discussed as follows are four work/life balance trends. Awareness of these trends will place
the human resource professional in a position to better educate management and work closely
with employees.
ROLE OF HR DEPARTMENT IN WORK LIFE BALANCE
Human Resource Development (HRD) Department can play a very crucial role in
implementing policies that aid in reducing work stress and work-life imbalance. Few
initiatives that HR can bring forth are listed below.
• Reduce unnecessary burden of fixed timings at work. If some of the work can be done even
at home during office hours, enables the professionals to do so.
• Job share – where you dovetail your work role with a partner of colleague • Short-term or
interim roles – working full time but a month here and a month there depending on the
individual contract
• Reduce bureaucracy – unnecessary time spent on procedural issues like approvals should
be reduced.
• Allow women employees to work from home especially during pregnancy and immediately
after child birth.
• Providing child care facilities can help retain employees.
• Facilitating fun and relaxation – parties and fun at workplace can provide some relief to the
professionals. Also leave options for travelling with family and compulsory offs after fixed
time of continuous work should be implemented.
In the present scenario of life, where the life style, competitions and other external and
internal demands on an individual becomes important to fit into any social set up, a healthy
and positive mind is very necessary. Psychology at work today is an important department, to
keep employees motivated and satisfied to work and perform well. This is not only for the
organisational benefits but also for personal growth and development such as self-confidence,
crisis management and problem solving etc. Employees spend half of their day at work and
then return to their personal life in the evening. Balancing between their personal and
professional commitments plays a vital role in their life in maintaining a good and positive
physiological, psychological, social and emotional health.
Work-Life-Balance is how one prioritises career and lifestyle. In Psychology, Work-Life-
Balance looks at both positive and negative aspects of balancing between professional and
personal life. There have been many studies that throw light on work-life conflict. The
current study throws a light on various aspects of Work-Life-Balance and the coping
strategies utilised by the employees to maintain the balance.
All of us play Multiple Roles in our lives and trying to manage and fulfil responsibilities
expected in each of these roles without letting down any of the roles might be difficult and
might lead to some issues.
Employees spend almost half their day at work and get back to their family lives in the
evening. Managing and switching their priorities and roles from one domain (work) to
another (life/family). Meeting all the demands of both the domains becomes really crucial
and strenuous for them as their energy levels are not constant. Not being able to give equal
time for all the domains might lead to some kind of dissatisfaction and guilt about the roles
they play. If these conflict experiences continue it will play a negative impact on general life
satisfaction, physical, psychological and social health and well- being. It can also affect
performance at work. Conflicts and problems faced in one domain can affect one’s
involvement in the other domain.
Some studies explain the concepts of Enrichment and Facilitation to explain the positive
impact played by the conflicts on the employees. When an individual has good experience in
one domain of life, it facilitates the employees to have a better experience in the other
domains as well, which brings a sense of overall satisfaction in professional and personal in
the employees. It is also studied that learning multitasking helps managing both work and
personal activities more efficiently and smoothly.
It is really difficult to give a standardised definition for “worklife-balance”, however,

Kalliath & Brough, (2008) have defined work-life-balance as “Work-life balance is the
individual perception that work and non-work activities are compatible and promote growth
in accordance with an individual’s current life priorities”
There are several Theories explaining the concept of work-life- balance in which some
theories that are prominent in Worklife-Balance that will for a base to the current study are
Segmentation, compensation, spillover and border theory.
Segmentation Theory
Initially it was believed that work and life were two separate segments and did not affect
each other. Blood and Wolfe (1960), who contributed to this perspective of work-life-
balance, applied the concept on blue collared workers. They explained that for workers who
are unsatisfied or give an unsatisfactory performance or un-involving jobs, and separation
and segmentation of work and home is a natural process. This leads to disconnection of one
domain when in another which automatically brings in the balance between work and life.
This theory holds good for the current study as one of the ways that an employee can feel
satisfied with maintaining the balance between their personal and professional life is to
disconnect from one domain while in another.
Compensation theory
This theory proposes that employees try to compensate for the lack of satisfaction in one
domain (work or home) by trying to find more satisfaction in the other domain. According to
the theory there are two types of compensations. First would be when a person may decrease
involvement in the domain where they are dissatisfied and increase involvement in a domain
that they feel more satisfied in (Lambert, 1990). Second would be when the
individuals/employees respond to the dissatisfaction experienced in one domain by earning
and working towards extra rewards in the other domain where they already experience more
satisfaction compared to the other domain.
Spill-over Theory
Spillover theory talks about one of the most important relationship between the personal and
professional between the personal and professional commitments of the employees. Current
studies and research suggest that every individual comes with their own set of skills,
emotions, attitudes and behaviour that make each person different in maintaining the balance
between work and life. The spillover can be both negative and positive. Negative spillover
refers to the fact that if the employee is undergoing stress in one domain, they may feel a
sense of dissatisfaction even in the other domain. Positive spillover refers to when an
employee is happy and successful in one domain they feel a sense of satisfaction and
contented in the other domain as well. The current study mainly being the psychology of
work-life- balance, takes a lot of support from this theory considering that stressful events
and issues in one domain has an effect in how employees perceive their satisfaction in the
other domain.
Work-family border theory
This is a new theory of work life balance that throws a light on how the roles of the
individual lies within one of the domains. These roles are separated and divided by the
boundaries which could be psychical, psychological and emotional. When roles,
responsibilities and commitments from one of the domains crosses these borders there is an
overlap in the personal and professional roles played by the individual which leads to
conflicts in maintaining the balance. The flexibility in the boundaries affects the level of
conflicts and transactions between the domains. When the roles overlap a lot of conflict is
more likely and when they are divided and segmented it is less likely to any major issues and
conflicts being observed in the employee’s maintaining of the work-life-balance.
Key elements of Work Life Balance
Promote human dignity and growth.
Work along collaboratively.
Participative verify work changes.
Assume compare of individuals and structure goal.
Humanized work quality of labor life.
One choice is to re-design jobs to possess the attributes desired by individuals, and re-design
organizations to possess the surroundings desired by the individuals. This approach seeks to
boost QWL. There’s a desire to offer staff a lot of a challenge, a lot of an entire task, a lot of
chance to use their ideas. Shut attention to QWL provides a lot of humanized work
surroundings. It makes an attempt to serve the higher-order desires of staff additionally as
their lot of basic desires. It seeks to use the upper skills of staff associated to produce a
surroundings that encourages them to boost their skills. the concept is that human resources
ought to be developed and not merely used. Further, the work mustn't have too negative
conditions. It mustn't place staff below undue stress. It mustn't harm or degrade their
manhood. It mustn't be threatening or unduly dangerous. Finally, it ought to contribute to, or
a minimum of leave intact, workers’ skills to perform in alternative life roles, like national,
significant other and parent. That is, work ought to contribute to general social advancement.
Job Enlargement vs. Job Enrichment

The modern interest in quality of labor life was stirred up through efforts to alter the scope of
people’s jobs in making an attempt to inspire them. Job scope has 2 dimensions – breadth and
depth. Job breadth is that the variety of various tasks a personal is directly answerable for. It
ranges from terribly slender (one task performed repetitively) to wide (several tasks). Staff
with slender job breadth was generally given a wider kind of duties so as to scale back their
monotony; this method is named job enlargement. So as to perform these extra duties, staff
pay less time on every duty. Another approach to ever-changing job breadth is job rotation,
which involves periodic assignment of associate worker to fully completely different sets of
job activities. Job rotation is an efficient thanks to develop multiple skills in staff, that edges
the organization whereas making bigger job interest and career choices for the worker.
APPLICATIONS
Viewed in terms of Herzberg’s psychological feature factors, job enrichment happens once
the work itself is more difficult, once accomplishment is inspired, once there's chance for
growth and once responsibility, feedback and recognition square measure provided.
However, staff square measure the ultimate judges of what enriches their jobs. All that
management will do is gather data concerning what tend to counterpoint jobs, strive those
changes within the job system and so verify whether or not staff feel that enrichment has
occurred. In attempting to make psychological feature factors, management additionally
offers attention to maintenance factors. It makes an attempt to stay maintenance factors
constant or higher because the psychological feature factors square measure exaggerated. If
maintenance factors square measure allowed saying no throughout associate enrichment
program, then staff could also be less conscious of the enrichment program as a result of their
distracted by inadequate maintenance. The requirement for a systems approach in job
enrichment is glad by the apply of gain sharing. Since job enrichment should occur from
every employee’s personal viewpoint, not all staff can select enriched jobs if they need
associate choice. A contingency relationship exists in terms of various job desires, and a few
staff like the simplicity and security of a lot of routine jobs.
The Human Resource Department’s Role The role of human resource department in QWL
efforts varies wide. In some organizations, prime management appoints associate govt to
confirm that QWL and productivity efforts occur throughout the organization. In most cases,
these executives have little employees and should have faith in the human resource
department for facilitate with worker coaching, communications, angle survey feedback, and
similar help. In alternative organizations, the department is answerable for initiating and
leading the firm’s QWL and productivity efforts. Maybe the foremost crucial role of the
department is winning the support of key managers. Management support – notably prime
management support seems to be associate nearly universal requirement for prosperous QWL
programs.
By verifying worker satisfaction and bottom-line edges, which vary from lower absence and
turnover to higher productivity and fewer accidents, the department will facilitate convert
questioning managers. Generally documentation of QWL may result from studies of
performance before and when a QWL effort. While not documentation of those results, prime
management won't have continued its sturdy support. The department additionally has each
an instantaneous and indirect influence on worker motivation and satisfaction. The policies
and practices of the department additionally influence motivation and satisfaction indirectly.
Rigorous enforced safety and health programs, as an example, will offer staff and
supervisors a bigger sense of safety from accidents and industrial health hazards.
Likewise, compensation policies might inspire and satisfy staff through incentive plans, or
they will damage motivation and satisfaction through depleted raises or outright pay freezes.
The motivation and satisfaction of staff act as feedback on the organisation’s QWL and on
the department’s day-after-day activities. Motivation Motivation may be a complicated
subject. It involves the distinctive feelings, thoughts and past experiences of every people as
we have a tendency to share a range of relationships at intervals and out of doors
organisations. To expect one psychological feature approach add each state of affairs is
perhaps unrealistic .
In fact, even theorists and researches take completely different points of read concerning
motivation. however, motivation are often outlined as a person’s drive to require associate
action as a result of that person needs to try to to therefore. individuals act as a result of they
feel that they need to. However, if they're motivated they create the positive option to act for
a purpose – as a result of, as an example, it's going to satisfy a number of their desires. Job
Satisfaction Job satisfaction is that the vantage or unfavorableness with that staff read their
work. like motivation, it's plagued by the surroundings. Job satisfaction is compact by job
style. Jobs that square measure made in positive activity parts – like autonomy, variety, task
identity, task significance and feedback contribute to employee’s satisfaction. Likewise,
orientation is vital as a result of the employee’s acceptance by the work cluster contributes to
satisfaction. If higher performance results in higher rewards and if these rewards square
measure seen as truthful and just, then ends up in improved satisfaction. On the opposite
hand, inadequate rewards will result in discontentedness. In either case, satisfaction becomes
feedback that affects one’s self-image and motivation to perform. the whole performance-
satisfaction relationship may be a continuous system, creating it tough to assess the impact of
satisfaction on motivation or on performance, and vice-versa. Objectives of Quality of labor
Life: to extend in individual productivity, answerableness and commitment.
For higher cooperation and communication.
For rising the morale of staff.
To scale back structure stress.
To improve the security operating conditions.
To offer adequate Human Resource Development Programs.
To improve worker satisfaction.
To strengthen work learning.
Importance of Quality of labor Life:
Improved Quality of labor Life wasn't thought of as vital think about Bharat till recently as
there have been vital close factors like resource deficiency, environmental threats and a few
services of monetary issues. Quality of labor Life program has become vital in work place for
the subsequent reasons:
1. Increase demands at work
2. Loss of long run worker guarantees
3. The requirement for increased work place skills
4. Bigger competition for talent
5. Exaggerated girls in hands
Sensible quality of labor Life results in an environment of excellent impersonal relations and
extremely motivated staff UN agency try for his or her development. although financial edges
still occupy the primary place within the price of parts like physical operating conditions, job
restructuring and job re-designing, career development, promotional opportunities etc. square
measure gaining importance chop-chop. As such, staff expects the management to boost of
these facilities that thereby improve Quality of labor life. If given sensible Quality of labor
Life, staff concentrates a lot of on each individual additionally as cluster development that
successively results in overall development.
According to Walton (1975) planned eight abstract classes.
They are as follows:
Adequate and truthful compensation
Safe and healthy operating conditions
Immediate chance to use and develop human capacities
Opportunity for continued growth and security
Social integration within the work organization
Constitutionalization within the work organization
Work and also the total generation
The social connexion of labor life prosperous organization is popping through the
introduction of
Quality of labor Life strategy to the people that add them to keep up competitive advantage.
The benefits to each management and staff include:
1. Improved organization performance through the event of individuals.
2. Exaggerated co-operation and team work at intervals and across all the amount of the
organization as well as movement towards management or organization partnership.
3. Exaggerated surroundings in doing a decent job .
4. Improved quality performance.
5. exaggerated commitment to the values and goals of the organization.

6. The anchoring of the event of a top quality organization
In today’s world each prosperous worker needs to undergo the perplexity of labor life
balance in personal and career. a serious portion of employees’ productive time is spent at the
work.
Chapter II
Industry profile
CHAPTER II
INDUSTRY PROFILE
India became the fifth largest auto market in 2019 with sales reaching to 3.81 million units. It
was the seventh largest manufacturer of commercial vehicles in 2019.
The two wheelers segment dominates the market in terms of volume owing to a growing
middle class and a young population. Moreover, the growing interest of the companies in
exploring the rural markets further aided the growth of the sector.
India is also a prominent auto exporter and has strong export growth expectations for the near
future. In addition, several initiatives by the Government of India and major automobile
players in the Indian market is expected to make India a leader in the two-wheeler and four-
wheeler market in the world by 2020.
MARKET SIZE
Domestic automobiles production increased at 2.36 per cent CAGR between FY16-20 with
26.36 million vehicles being manufactured in the country in FY20. Overall, domestic
automobiles sales increased at 1.29 per cent CAGR between FY16-FY20 with 21.55 million
vehicles being sold in FY20.
Two wheelers and passenger vehicles dominate the domestic Indian auto market. Passenger
car sales are dominated by small and mid-sized cars. Two wheelers and passenger cars
accounted for 80.8 per cent and 12.9 per cent market share, respectively, accounting for a
combined sale of over 20.1 million vehicles in FY20.
Overall, automobile export reached 4.77 million vehicles in FY20, growing at a CAGR of
6.94 per cent during FY16-FY20. Two wheelers made up 73.9 per cent of the vehicles
exported, followed by passenger vehicles at 14.2 per cent, three wheelers at 10.5 per cent and
commercial vehicles at 1.3 per cent.
EV sales, excluding E-rickshaws, in India witnessed a growth of 20 per cent and reached 1.56
lakh units in FY20 driven by two wheelers.
Premium motorbike sales in India recorded seven-fold jump in domestic sales, reaching
13,982 units during April-September 2019. The sale of luxury cars stood between 15,000 to
17,000 in the first six months of 2019.
INVESTMENTS
In order to keep up with the growing demand, several auto makers have started investing
heavily in various segments of the industry during the last few months. The industry has
attracted Foreign Direct Investment (FDI) worth US$ 24.21 billion between April 2000 and
March 2020, according to the data released by Department for Promotion of Industry and
Internal Trade (DPIIT).
Some of the recent/planned investments and developments in the automobile sector in
India are as follows:
In April 2020, TVS Motor Company bought UK’s iconic sporting motorcycle brand, Norton,
for a sum of about Rs 153 crore (US$ 21.89 million), making its entry into the top end (above
850cc) segment of the superbike market.
As of May 2019, Jaguar Land Rover (JLR) launched its locally assembled Range Rover
Velar, making JLR cars more affordable by quite some margin.
In March 2020, Lithium Urban Technologies partnered with renewable energy solutions
provider, Fourth Partner Energy, to build charging infrastructure across the country.
In January 2020, Tata AutoComp Systems, the auto-components arm of Tata Group entered a
joint venture with Beijing-based Prestolite Electric to enter the electric vehicle (EV)
components market.
In December 2019, Force Motors planned to invest Rs 600 crore (US$ 85.85 million) in order
to develop two new models over the next two years.
In December 2019, Morris Garages (MG), a British automobile brand, announced plans to
invest an additional Rs 3,000 crore (US$ 429.25 million) in India.
Audi India planned to launch nine all-new models including Sedans and SUVs along with
futuristic E-tron EV by end of 2019.
MG Motor India planned to launch MG ZS EV electric SUV in early 2020 and have plans to
launch affordable EV in the next 3-4 years.
BYD-Olectra, Tata Motors and Ashok Leyland will supply 5,500 electric buses for different
state departments.
GOVERNMENT INITIATIVES
The Government of India encourages foreign investment in the automobile sector and has
allowed 100 per cent foreign direct investment (FDI) under the automatic route.
Some of the recent initiatives taken by the Government of India are –
Under Union Budget 2019-20, the Government announced to provide additional income tax
deduction of Rs 1.5 lakh (US$ 2,146) on the interest paid on the loans taken to purchase EVs.
The Government aims to develop India as a global manufacturing centre and a Research and
Development (R&D) hub.
Under NATRiP, the Government of India is planning to set up R&D centres at a total cost of
US$ 388.5 million to enable the industry to be on par with global standards
The Ministry of Heavy Industries, Government of India has shortlisted 11 cities in the
country for introduction of EVs in their public transport systems under the FAME (Faster
Adoption and Manufacturing of (Hybrid) and Electric Vehicles in India) scheme. The
Government will also set up incubation centre for start-ups working in the EVs space.
In February 2019, the Government of India approved FAME-II scheme with a fund
requirement of Rs 10,000 crore (US$ 1.39 billion) for FY20-22.
ACHIEVEMENTS
Following are the achievements of the Government in the last four years:
In H12019, automobile manufacturers invested US$ 501 million in India’s auto-tech start-ups
according to Venture intelligence.
Investment flow into EV start-ups in 2019 (till end of November) increased nearly 170 per
cent to reach US$ 397 million.
On 29th July 2019, Inter-ministerial panel sanctioned 5,645 electric buses for 65 cities.
NATRiP’s proposal for “Grant-In-Aid for test facility infrastructure for EV performance
Certification from NATRIP Implementation Society” under the FAME Scheme was approved
by Project Implementation and Sanctioning Committee (PISC) on 3rd January 2019.
Under NATRiP, following testing and research centres have been established in the country
since 2015
International Centre for Automotive Technology (ICAT), Manesar
National Institute for Automotive Inspection, Maintenance & Training (NIAIMT), Silchar
National Automotive Testing Tracks (NATRAX), Indore
Automotive Research Association of India (ARAI), Pune
Global Automotive Research Centre (GARC), Chennai

SAMARTH Udyog – Industry 4.0 centres: ‘Demo cum experience’ centres are being set up
in the country for promoting smart and advanced manufacturing helping SMEs to implement
Industry 4.0 (automation and data exchange in manufacturing technology).
ROAD AHEAD
The automobile industry is supported by various factors such as availability of skilled labour
at low cost, robust R&D centres, and low-cost steel production. The industry also provides
great opportunities for investment and direct and indirect employment to skilled and unskilled
labour.
Indian automotive industry (including component manufacturing) is expected to reach Rs

16.16-18.18 trillion (US$ 251.4-282.8 billion) by 2026.
Why is auto sector important ?
While the Indian automotive industry accounts for over 7 per cent of the country’s GDP, it
accounts for 22 per cent of the manufacturing GDP. According to the industry body Society
of Indian Automobile Manufacturers, the industry supports more than 3.7 crore employment
and with GST collections of around Rs 1,50,000 crore, it accounts for nearly 15 per cent of
total GST collection of the country in a year. The auto sector is also one of the biggest
recipient of foreign direct investment and between April 2000 and March 2020, the sector has
received FDI amounting to $ 24.2 billion.
In spite of all the above limitations, every attempts and have been made to present this report
in the best possible manner.
The automobile industry is one of the most important drivers of economic growth of India
and one with high participation in global value chains. The growth of this sector has been on
the back of strong government support which has helped it carve a unique path among the
manufacturing sectors of India. The automobiles produced in the country uniquely cater to
the demands of low- and middle-income groups of population which makes this sector stand
out among the other automobile-producing countries.
India became the world’s fourth largest automobile market, and the demand for Indian
vehicles continues to grow in the domestic and international markets. To meet the future
needs of customers (including the electrical vehicles) and stay ahead of competition,
manufacturers are now catching up on upgradation, digitization, and automation. The chapter
also analyzes India’s national policy in light of these developments.
India’s auto sector is expected to recover and grow robustly given its inherent strengths.
Large domestic consumer base with rising middle class, lower overall cost of production
owing to low labor cost and availability of infrastructure are core strengths that support the
industry. External markets in developing nations like Africa, Latin America and ASEAN
region also continue to hold good potential given the rising consumer base. The government’s
initiatives further support optimism around the industry’s long-term growth. In fact, the
automobile sector is one of key focus sectors identified under the Make in India campaign of
the government. Moreover, Government of India along with the Indian Automobile Industry
had come out with an Automobile Mission Plan 2026 which envisages the Indian automotive
industry among the top three of the world in terms of engineering, manufacturing and export
of vehicles and auto components by 2026. In addition, going forward a higher GDP growth,
stable prices, greater availability of credit and financing options and a large young population
will continue to support the growth of this sector. Moreover, greater focus on overall
infrastructure/logistics development will bear fruits for the industry. Taking cognizance of the
current situation, the government recently announced measures to give some thrust to the
sector. These were all welcome decisions. The decisions such as - deferring revision of
onetime registration fees till June 2020, higher depreciation on all vehicles till March 2020,
clarification on the operational period of BS IV vehicles as well as greater overall clarity on
electric and internal combustion engine compliant vehicles and allowance to government
departments to purchase new vehicles by replacing old ones - are likely to aid the auto
sector’s recovery. Also, the government’s announcement of withdrawing the deadline of
converting to e-vehicles will come as a much-needed respite for the industry.
COMPANY PROFILE
RANE INDIA
Rane (Madras) Ltd is a part of the Rane Group of Companies involved in the manufacture
and distribution of steering and suspension systems. The main components manufactured by
the company include Manual Steering Gear Products (SGP) and Suspension & Steering
Linkage Products (SSLP). The other products include tie rod assemblies, drag link
assemblies, center link assemblies and gear shift ball joints. Automobile companies that use
its products include ashok Leyland,tata motors, mahindar among many others. Tata motors
remains its major customer and is the primary parts manufacturer for Tata's Nano.The
company has also set up a dedicated plant for Tata Nano in Sanand, Gujarat.The company
was forced to change its manufacturing facility from West Bengal to Gujarat after Tata
moved out.
Vision and Mission
Vision:
To maintain market leadership and achieve sales of Rs. 4,300 Crores by 2015 – 16.
Mission :
 Provide superior products and services to our customers

 Evolve as an institution that serves the best interests of all stakeholders
 Pursue excellence through Total Quality Management
 Company manufactures engine valves, valve guides and tappets for various IC engine
applications
 Caters to all segments such as PC, LCV, UV, SCV, M&HCV, Tractor, 2W/3Wetc.
 Latest manufacturing practices to keep abreast of technological advancements
 Market leader in Indian OEM and replacement markets
 Customers spread across Europe, North America, and the Far East markets
History
Rane group of companies was originally founded by Shri T. R. Ganapathy Iyer in the year
1929 and the group was originally named as Rane Madras (Ltd). [7] It started off as a
distributor of automobiles and parts. After his death, the business was taken over by his son-
in-law Lakshmana Iyer Lakshminarayan, popularly known as LLN, among friends and
business circles. Under the leadership of LLN, the company was shaped into an auto-
component business house. LLN remained as the founder chairman of the group for over
three decades.
Early years
During the early periods. Rane Madras Ltd was engaged in trading only. Later in the year
1960, they completely dropped trading and started manufacturing and it all started with the
manufacture of Tie Rod ends at their plant in Velachery, Chennai. Later; as the automobile
industry flourished, the business spread to the manufacturing of other suspension and steering
systems. As a major turn of events, in 2005 the company was de-merged from the group and
the group holding company called Rane Holding Ltd (RHL) and several other subsidiary
companies were formed.It was during this period that Rane (Madras) Ltd emerged as a public
limited company. Later, Rane Holding Ltd made additional investment in the company, and
thus Rane (Madras) Ltd became a wholly owned subsidiary of the Rane Holdings Ltd. It
remained a major manufacturer and supplier of major OEMs in India and abroad.
Recent
Over the years Rane (Madras) Ltd has grown to be the largest in the group, both in terms of
size and turnover, with five manufacturing plants in Chennai and kancheepuram in Tamil
Nadu, Mysore in Karnataka, Thirubuvanai in Pondicherry and Pantnagar in Uttarakhand.
Each of the company's production plants addresses a specific industry segment. The
production facilities in Mysore cater to the tractor and commercial vehicle segment; the
Pondicherry plant to the passenger car segment; the plant in Chennai caters to the light
commercial vehicle, heavy commercial vehicle and utility vehicle segment; the
Kancheepuram plant to the export market and the manufacturing facility in Pantnagar
(Uttarakhand) supplies gears exclusively to Tata Motors Ltd. The company has also started
setting up its plant in Gujarat, following the emergence of Gujarat as the new auto hub. The
75 year old company recently celebrated its platinum jubilee.
Awards and recognition

 Rane (Madras) Ltd received the Japanese Deming Grand Prize in 2012.
 The company also won the Deming Application Prize in 2007.
 Rane (Madras) Limited is the only steering and suspension manufacturing company
globally to win the Deming Prize and Deming Grand Prize.
 L. Lakshman, Executive chairman of Rane Group, received the Jamshetji Tata Award
from The Indian Society of Quality (ISQ).
 Rane (Madras) Ltd in Mysore and Pondicherry won the Gold and Silver award
respectively in the Emerging Enterprises category during Frost & Sullivan's India
Manufacturing Excellence Awards (IMEA) function during 2004.
PROFILE OF THE COMPANY
Corporate structure
Promoters Rane Holdings Ltd. (RHL) – 45.8%
Subsidiaries
Rane Madras Ltd (RML) – 53.8%
Rane Engine Valve Ltd (REVL) – 53.6%
Rane Brake Lining Ltd. (RBL) – 42.5%
Rane Diecast Limited (RDL) ‐ 79%
Rane Holdings America Inc (RHAI) ‐ 100%
Joint Ventures
Rane TRW Steering Systems Limited (RTSSL) ‐ 50%
Rane NSK Steering Systems Limited (RNSSL) ‐ 49%
JMA Rane Marketing Limited (JMA) ‐ 49%
Associates
Kar Mobiles Limited (KML) ‐ 39.5%
SasMos HET Technologies Ltd (SASMOS) ‐ 26% Listed
PRODUCTS
Manual Steering Gears

CHAPTER III
REVIEW OF
LITERATURE
CHAPTER III
REVIEW OF LITERATURE
Nitesh Sharma et al., (2018) used seven dimensions to measure the status of Work Life
balance in small scale industries like Good working environment, Chance of growth, Fair
compensation, Job satisfaction, Employees motivation, Communication flow, Flexible or
suitable working time. Literature review reveals that the many of the researcher used some of
the independent variables to analyze Quality of Work Life of employees like demographic
variables such as designation, age, experience, gender, and educational qualification, size of
the firm, turnover, and salary. Form the literature review it is identified that many researchers
used different instrument to measure QWL, these instruments measures less than 65 percent
of variations in the measurement of QWL. It is necessary to develop a suitable scale to
measure the QWL and validate the same.
Employee performance is the result of a person's work in carrying out the tasks assigned to
him and how much the employee contributes to the organization (Rizal, Idrus, Djumahir, &
Mintarti, 2014), (Wolor, Supriyati, & Purwana, 2019a) & (Abdullah, Darwanis, & Zain,
2012). Employee performance is how a person is expected to function and behave by the
tasks assigned to him (Sutrisno, 2009), (Wolor, Supriyati, & Purwana, 2019b). Finally, with
the inclusion of millennial generation in the industrial world, it is important to know who the
millennial generation is. Characteristics and nature of the millennial generation that is very
intelligent with technology (Solaja & Ogunola, 2016), multitasking, wants freedom and
flexibility in working time and tends to be open to communicating with leaders (Putriastuti &
Stasi, 2019), (Moorthy, 2014).
Millennials have a negative aspect that is not loyal to the company. They are willing to leave
their jobs and look for better career opportunities for the millennial generation, which means
a lack of commitment to the organization (Moorthy, 2014). Conversely, the millennial
generation has positive aspects as well where they are very optimistic, have confidence and
do not hesitate to give the best performance (Wolor, Pratama, et al., 2020) and maximum to
get promotions and awards from the company (Moorthy, 2014). Millennials are thirsty for the
challenge of achieving what they want (Putriastuti & Stasi, 2019); (Anderson et al., 2016)
Godina Krishna Mohan and Kota Neela Mani Kanta (2015) examined the variables that
play a vital role in influencing the QWL in the manufacturing organizations in the state of
Andhra Pradesh. The variables selected for the study were: Working conditions, inter
personal relations, trust among employees, autonomy and freedom, participation in decision
making, career advancement, training, superior support, safety conditions, top management
support, conflict management, amenities, performance linked pay system, communication,
implementation of organizational policies, participative management, transparency system,
nature of job, rewards and recognition, value system.
Murthy (2014) looked into deep the ‘Impact of Interpersonal Relation and Perceived Stress
on Work-Life-Balance: A Qualitative Analysis’ and compared the employees with different
work-experience ranging from 1-3 years, 4-7 years and 8 years and above. A semi structured
interview was conducted on 15 employees in the age group of 25-50 which was analysed
through thematic analysis. The findings suggested that there is an influence of interpersonal
relations and perceived stress on work-life-balance, the level of perceived stress and
interpersonal relation is different in the different work experience groups. It was also found
that the influence of perceived stress on work-life- balance is different in the different work
experience group whereas the influence of interpersonal relations on Work-life-balance is not
different among the employees with different work-experience. The coping strategies
reported by the employees were also discussed in the study.
Nitesh Sharma and Devendra Singh Verma (2014) examined the QWL existence in Small
Scale Industries in Indore. Study identified seven Quality of Work Life variables to measure
the QWL of employees namely, good working environment, job satisfaction, chance of
growth, fair compensation, employees’ motivation, and communication flow, flexible or
suitable working time. Study revealed that QWL is not highly established as per the view of
employees.
Research carried out by Anwar et al.,(2013) revealed that, the most frequently used QWL
drivers are reward, benefits and compensation, followed by career development,
communication, and safety and security respectively in order of frequency. The other
important QWL drivers are top management involvement, cohesion of work and life, job
satisfaction and employee motivation which are not considered in many of the research.
Behnam Talebi et.al.,(2012) examined the relationship between the employees QWL and
effectiveness in service organization like Banking sector. In the study, seven QWL variables
are considered to determine the present status of QWL of employees. They are healthy and
secure work environment, salary and benefits, job security, autonomy at work, providing the
basis for skills education, and determining the job development direction.
Pugalendhi et al (2011) in a study of Quality of Work Life: Perception of college teachers

revealed a significant relationship between Quality of Work Life total and Quality of Life in
teaching environment total. They also found that quality of college teachers is low in its
working level and stated that Quality of Work Life is an essential concept of favourable
situation in a working environment.
Mamta and Baldev (2010) assessed the level of employee engagement among managers of a
public sector undertaking in India. Besides highlighting the level of engagement, the study
has identified the predictors of Organizational Commitment, which was used as an important
manifestation of employee engagement. The study has revealed that the level of employee
engagement is quite modest.
Guna et al. (2008) in a study entitled “Constructs of Quality of Work Life: A Perspective of
Information and Technology Professionals” concluded that IT industries in many developing
countries are experiencing tremendous challenges in meeting the employment market
demand. A good human resource practice would encourage IT professionals to be more
productive while enjoying their work. Therefore, Quality of Work Life is becoming an
important human resource issue in IT organizations. Effective strategic human resource
policies and procedures are essential to govern and provide excellent Quality of Work Life
among IT professionals.
Raduan et al. (2006) in a study to determine the level and relationship between qualities of
work life (Quality of Work Life) with career-related variables revealed that the three
exogenous variables are significant such as career satisfaction, career achievement and career
balance with 63% of the variance in Quality of Work Life. The respondents appeared to be
satisfied in respect to the level of Quality of Work Life (49.5%), career achievement (70.3%),
career satisfaction (63.8%), but less so for career balance (36.6%). These findings contribute
to an understanding of ways by top management in attempts to attain a career fit between the
needs of the employees and the needs of the organization.
Dargahi et al. (2007) conducted a study to provide the processes used to investigate and
implement a pathway for improving of Quality of Work Life as an approach model. The
results from the survey showed that the perceived strongest areas among 12 categories
developed by Quality of Work Life Strategic Planning Committee that employees agreed to
improve on their Quality of Work Life were Organizational Commitment, trust, support,
monetary compensation, non-monetary compensation, leadership, attendance management,
communication between managers and employees, Communication between managers and
managers, overall communication, respect and 90 recognition. This committee evaluated the
outcomes of Quality of Work Life managers and employees teams to improve the employees’
Quality of Work Life. The Quality of Work Life Strategic Planning Committee also
recommend a new approach model to suggest the ways which impressive on the employees'
improving Quality of Work Life.
Morin and Audebrand (2003) indicated that one major issue in the development of Quality
of Work Life practices is the primacy of financial growth to the detriment of values such as
health and social welfare. They also viewed that organizational performance is assessed with
two or three financial indicators such as return on investment, profit per share, and net
revenues. Although these indicators are essential to profitable organizations but they do not
give a complete picture of the firm’s performance. Moreover, they are the tangible results of
added value from the 89 personnel’s creativity and their effective use of the technologies in
their work environment. Common sense dictates that healthy employees can be dedicated to
their work and can exercise their skills and their imagination to achieve their work goals and
to constantly improve their work processes. The opposite is also sensible that unhealthy
employees cannot exert their strengths to add value to their work. Consequently, in the short
term, the overemphasis on financial indicators could pay off for the managers. But in the long
term, it could lead to the shrinkage of financial performance.
Sirgy et al. (2002) developed a new measure of Quality of Work Life based on need
satisfaction and spillover theories. The measure was designed to capture the extent to which
the work environment, job requirement, supervisory behaviour, and ancillary programmes in
an organization are perceived to meet the needs of employees. Seven major needs were
identified, each having several dimensions. There are: (a) Health and safety needs, (b)
Economic and family needs (c) Social needs, (d) esteem needs (c) selfactualization needs, (f)
knowledge needs, (g) Aesthetic needs. The measures convergent and discrimination validities
were tested and the data provided support to construct validity of Quality of Work Life
measuring. Further the measure nomological predictive validity was tested by hypothesis
deduced from spill over theory.
Chan, et a1. (2000) compared the experiences of work stress, work satisfaction and mental
health on 2,589 managers and workers from six different professions and para-professions,
namely; general practitioners, lawyers, engineers, teachers, nurses, 88 and life insurance
personals. Results showed that performance pressures and work family conflicts were
perceived to be the most stressful aspects of work. Two of the stressors contributed to the
overall work stress. Further, stress arising due to work, family conflicts, performance
pressure and poor job prospect was negatively associated with level of work satisfaction.
These findings were discussed in contexts of increasing professionalization, and de
professionalization and growing emphasis on productivity and efficiency in a quickly
developing economy.
Eden et al. (2000) described the importance of different factors in relation to quality of
working life among individuals (aged 25-29 years) granted early retirement due to disorders
of the musculoskeletal system. Explanatory variables concerning poor quality of life were
established among disability pensioners with musculoskeletal disorders and a control group.
In both groups, health status, leisure time activities, and social network were important for
quality of life. Among the retirees immigration, employment before retirement, and a
negative attitude to the disability pension were related to poor quality of life.
Donaldson, et al. (1999), studied a major incentive for work-site. Health promotion activities
promised increase of company's profitability. Although employee sleep patterns predicted
health care utilization and psychological well-being, for most of the employee-health
behaviours were not strong predictors of proximal organizational effectiveness factors.
However, Quality of Work Life factors significantly predicted Organizational Commitment,
absenteeism, and tardiness frequency. Findings suggested the value of improving the system
of work in which employee are embedded as part of comprehensive work-site health
promotion efforts.
Lan and May (1998), examined how perceived image of a company’s Quality of Work Life
will affect its market and financial performance growth. Profitability of two groups of
company was compared, based on sales growth, assets growth, return on equity, and return to
assets. Results indicated companies with increased Quality of Work Life can also enjoy
exceptional growth and profitability.
Robert (1997) presented a summary of determined tests of the assumption that success rates
are so low in Organizational Commitment that doubt or cynicism constitutes the appropriate
mind-sets. This opinion continues to appear in the literature, both scientific and popular,
despite the existence of several large data sets that could either reinforce the doubt or
cynicism, or require variously nuanced caveats about them. 16 major data sets are reviewed
in effect to sketch some confidence intervals concerning reasonable estimates of success rates
in varieties of planned change commonly labeled as Quality of Work Life, organizational
development and Organizational Commitment.
Venkatachalam et. al (1997), studied that production increased with change adapted by
increased Quality of Work Life. Perception of employees, several other factors like security,
autonomy, equity of pay and rewards help to increase Quality of 86 Work Life, satisfaction,
involvement, work environment and so on. Some finding showed significant positive
relationship between Quality of Work Life and Organizational Commitment
Nasreen and Ansari (1997) conducted a study on supervisors and middle level managers
and reported that socio-psycho personality variables failed to influence Quality of Work Life
perceptions. Barkat and Ansari (1997) found significant influence of job tenure and number
of promotions earned on perceived Quality of Work Life. The above two studies did not
include job involvement but are important to highlight relationship of biographical and
psycho-social personality variable in relation to Quality of Work Life. Job involvement is a
phenomenon which is outcome of perception of increase Quality of Work Life in which
aspects like identification with work, organization, as well as incumbent conductive
conditions. Most appropriate to work and working environment as above all variables
combined together determine level of job involvement.
Karrier and Khurana (1996) examined the relationships among Quality of Work Life and
six background variables viz., age, educational qualification, experience, native/migrant,
number of dependents and income level and three motivational variables viz., satisfaction,
job involvement and work involvement of 491 managers from the public, private and
cooperative sector industries. The findings of the study indicate that managers with higher
motivation have higher Quality of Work Life perception. Moreover, the results also advocate
that educational qualification of managers, size of the organization, job involvement and job
satisfaction are significant predictors of Quality of Work Life. Karrier and Khurana (1996),
found managers with increased job satisfaction and more job involvement had perception of
increased Quality of Work Life
Srivastava (1996) pointed out that organizational climate and higher order needs (self-
esteem, autonomy and self-actualization) are positively related to job involvement. This study
has not denoted variables which had been undertaken for study as term Quality of Work Life
but also organizational climate, higher order needs and all other bio-social needs which are
determinants of Quality of Work Life. Therefore, it is not always necessary to use the term
Quality of Work Life but the variables are attributed to the aspect referring to Quality of
Work Life.
Fields and Thacker (1992) investigated the influence of Quality of Work Life on company
and union commitment after the implementation of the joint union management Quality of
Work Life perceived the Quality of Work Life effort as 85 successful programme. Results
indicated that company commitment emerged only when participant but union commitment
increased irrespective of the perception of Quality of Work Life success
Ahmad (1991) investigated perceived Quality of Work Life in relation to organizational role
stress among 156 middle level managers of public and private undertakings. Results revealed
that all the four dimensions of perceived Quality of Work Life viz., perceived influence at
work, perceived amenities at work, perceived nature of job and perceived nature of
supervisory behaviour were significantly but negatively related to most of 10 dimensions of
organizational role stress. It was further observed that age and tenure were significantly
correlated with perceived influence at work and perceived amenities at work.
Havlovic (1991) studied the influence of Quality of Work Life initiatives on HR outcomes.
Data was collected by unionized Midwestern heavy manufacturing firm for period during
1976-1986. Results indicated that Quality of Work Life initiatives significance reduce
absenteeism, minor or accidents, grievances and quits.
CHAPTER IV
RESEARCH
METHODOLOGY
CHAPTER IV
RESEARCH METHODOLOGY
Research is outlined as human action supported intellectual application within the
investigation of matter. the first purpose for applied analysis is discovering, deciphering, and
therefore the development of ways and systems for the advancement of human information
on a good sort of scientific matters of our world and therefore the universe. analysis will use
the methodology, however needn't do therefore. research depends on the appliance of the
methodology, a harnessing of curiosity.
This analysis provides scientific info and therefore theories for the reason of the character and
the properties of the planet around US. It makes sensible applications attainable. research is
funded by public authorities, by charitable organizations and by personal teams, as well as
several firms. research are often divided into completely different classifications consistent
with their tutorial and application disciplines.
Research methodology may be a thanks to consistently solve the analysis downside. The
analysis methodology within the gift study deals with analysis style, information assortment
ways, sampling ways, survey, analysis and interpretations.
The analysis style refers to the strategy that you simply prefer to integrate the various parts of
the study during a coherent and logical manner, thereby, making certain you'll effectively
address the analysis problem; it constitutes the blueprint for the gathering, mensuration, and
analysis of data.
RESEARCH DESIGN
The study adopted is “Descriptive” in nature. Descriptive analysis style worries with
the analysis study that focuses on the portrayal of the characteristics of a bunch or people or a
state of affairs. the most objective of such studies is to accumulate data.
OBJECTIVES OF THE STUDY
To analyze the level of work life balance of employees in RANE TRW,TRICHY.
To Study socio - demographic factors of the respondents.
To study the effectiveness of policies related to work life balance.
To suggest measures for improving the quality of work life.
SCOPE OF THE STUDY

The project has been undertaken in RANE TRW,Trichy. It is identify the quality of work life
in the organizations branches situated in Trichy Region.
SAMPLE DESIGN
A sample style may be a definite set up determined before any knowledge are
literally collected for getting a sample from a given population. The man of science should
decide the manner of choosing a sampling. Convenient Sampling technique is employed by
the man of science.
Data--observations that yield elaborate, "thick description" (in-depth understanding);

interviews that capture direct quotations regarding people’s personal views and experiences;
case studies; careful document review.
Personal expertise and engagement--the scientist has direct contact with and gets about to
the individuals, situation, and development underneath study; the researcher’s personal
experiences and insights ar a crucial a part of the inquiry and significant to understanding the
development.
Empathic neutrality--an empathetic stance in operating with study responents seeks

vicarious understanding while not judgment (neutrality) by showing openness, sensitivity,
respect, awareness, and responsiveness; in observation it suggests that being totally gift
(mindfulness).
Dynamic systems--there is associate degree attention to process; assumes amendment as in

progress, whether or not the main focus is on a private, a corporation, a community, or a
whole culture; thus, aware of and alert to system and scenario dynamics
TOTAL POPULATION
Total population is 415.
SAMPLE SIZE
Sample size is 150.
SOURCE OF DATA
Both primary and secondary data were used by the researcher.
Primary data
Primary data were collected from respondents by using questionnaire.
Secondary data
Secondary data were collected from company profile, library, website etc
STATISTICAL TOOLS USED
The researcher used,
1. Percentage analysis.
2. Chi-square.
3. Correlation.
4. Regression Analysis.
5. Factor Analysis.
LIMITATIONS OF THE STUDY
This study confined solely within the branches settled in RANE TRW LIMITED,TRICHY,.
1) The workers were interviewed throughout the course of their operating time, so that they
were during a hurry to retort to the queries, which can have affected the standard of
knowledge.
2) Time constraint was another limiting issue. The time offered for the study was
considerably restricted.
3) The study covers solely a couple of aspects of Quality of labor Life since it's a large topic
to conduct an entire study at intervals the restricted parameters.
CHAPTER V
DATA ANALYSIS AND
INTERPRETATION
CHAPTER V
DATA ANALYSIS AND INTERPRETATION
Table No: 4.1.1 Classification based on Age of the Respondents.
S.NO AGE GROUP NUMBER OF PERCENTAGE OF
RESPONDENTS RESPONDENTS
1 20-30 Years 51 34.00
2 31-40 years 37 25.00
3 41-50 years 34 22.00
4 51 & above 28 19.00
Total 150 100.0

Source: Primary Data
CHART NO: 4.1.1 Classification based on Age of the Respondents.
INFERENCE:
The above table shows that 34% of respondents’ belong to the Age group of 20-30,
25% of the respondents’ age group is 31-40, and 22% of the respondents’ age group is 41-
50, and 19% of the respondent’s age group is above 51.we can say that majority of the
respondents were in the age group of 31-40 years.
GENDER WISE CLASSIFICATION
TABLE NO : 4.1.2 Classification based on the Gender of the Respondents.
S.NO GENDER NUMBER OF PERCENTAGE OF

1 Male 113 75.00
2 Female 37 25.00
Total 150 100
Source : Primary Data
CHART NO : 4.1.2 Classification based on the Gender of the Respondents.
INFERENCE
The above table shows the gender wise classification of the respondents, 75% of the
respondents are male, 25% of the respondents are female. Male respondents would have
major a impact on the outcome of the study.
MARITAL STATUS WISE CLASSIFICATION
TABLE NO : 4.1.3 Classification based on the Marital Status.
NUMBER OF PERCENTAGE OF
S.NO GENDER
1 Married 121 81.00
2 Unmarried 29 19.00
Total 150 100
CHART NO : 4.1.3 Classification based on the Marital Status.
INFERENCE
The above table shows the gender wise classification of the respondents, 19% of the
respondents are unmarried, 81 % of the respondents are married. Respondents who are
married have an impact on the outcome of the study.
FAMILY TYPE WISE CLASSIFICATION
TABLE NO : 4.1.4 Classification based on the type of Family
S.NO GENDER NUMBER OF PERCENTAGE OF

1 Joint 102 68.00
2 Nuclear 48 32.00
Total 150 100
CHART NO : 4.1.4 Classification based on the type of Family
INFERENCE
The above table shows the family type of the respondent, 68% of the respondent belongs to
joint family , 32 % of the respondent belongs to nuclear family. Respondent who belong to
joint family has had major influence on the outcome of the study.
NO OF DEPENDENTS
TABLE NO: 4.1.5 Classification Based on the No of Dependents.
S.NO DEPENDENTS NUMBER OF PERCENTAGE OF

1 2 63 42.00
2 3 38 25.00
3 4 28 19.00
4 5 12 8.00
5 6& Above 9 6.00
Total 150 100

CHART NO : 4.1.5 Classification Based on the No of Dependents.
INFERENCE:
The Table shows that 42% of the respondent have 2 dependents, 25% of the
respondents 3 dependents,19% of the respondent have 4 dependents 8% of the respondents
have 5 dependents and 6% of the respondent have 6 and more dependents.
EDUCATION WISE CLASSIFICATION
TABLE NO: 4.1.6 Classification based on the Education Level of the Respondents.
S.NO EDUCATION NUMBER OF PERCENTAGE OF

1 Below HSC 51 34.00
2 HSC 38 26.00
3 Under graduate 17 11.00
4 Post graduate 16 11.00

5 Professional 8 5.00
6 Technical 20 13.00
Total 150 100

CHART NO : 4.1.6 Classification based on the Education Level of the Respondents.
INFERENCE
From the above table it is inferred that 34% of respondent have completed below HSC,26%
of the respondents completedHSC,11% of the respondents completed UG,11 completed Post
Graduation, 5% of the respondents completed professional degree and 14% of the
respondents completed Engineering degree.
INCOME WISE CLASSIFICATION
TABLE NO : 4.1.7 Classification Based on the Income Level of the Respondents.
S.NO INCOME NUMBER OF PERCENTAGE OF

1 Below 10000 42 28.00
2 10001-15000 47 32.00
3 15001-25000 31 20.00
4 25000& Above 30 20.00

Total 150 100
CHART NO : 4.1.7 Classification Based on the Income Level of the Respondents.
INFERENCE:
The Table shows that 28% of the respondents belongs to income level of below 10000,
31% of the respondents earns 10001-15000, 20% of the respondents earn 15001-20000, 20 %
of the respondent’s income is above 25000.
EXPERIENCE WISE CLASSIFICATION
TABLE NO : 4.1.8 Classification based on Experience of the Respondents.
S.No Experience Number of Percentage of

Respondents Respondents
1 Below 5 years 46 31.00
2 5-10 Years 42 28.00
3 10-15 years 28 19.00
4 15 Years & Above 34 22.00
Total 150 100

CHART NO : 4.1.8 Classification based on Experience of the Respondents.
INFERENCE
From the table it is inferred that 31% of the respondents have the experience of
Below 5 years, 28% of the respondents experience is 5-10years, 19% of the respondents
experience is 10-15 years, and 22% of the respondents experience is above 15 years. Majority
of the respondent have experience in the range of below 5 years.
WORKING HOURS DAILY
TABLE NO : 4.1.8 Classification based on Working Hours.
S.No Working Hours Number of Percentage of

Respondents Respondents
1 8 Hours 67 45.00
2 8-9 hours 44 29.00
3 9-10 hours 23 15.00
4 10 & Above 16 11.00
Total 150 100

CHART NO : 4.1.8 Classification based on Working Hours.
INFERENCE
From the table it is inferred that 45% of the respondents work for 8 hours
daily,29% of the respondents work for 8-9 hours, 15% of the respondents work 9-10 hours a
day and 11% of the respondents work more than 10 hours a day.
COMPANY OFFERS FAIR SALARY.
TABLE NO : 4.1.10 Opinion of respondents that fair salary is given.
S.NO OPINION NUMBER OF PERCENTAGE OF

1 Strongly Agree 41 27.00
2 Agee 60 40.00
3 Undecided 8 5.00
4 Disagree 19 12.00
5 Strongly Disagree 24 16.00
Total 150 100

CHART NO: 4.1.10 Opinion of respondents that fair salary is given.

INFERENCE:
It is inferred that 27% of the respondent strongly agree that the organization
provides Fair salary, 40% of the respondent agree the statement , 5% of the respondent stays
undecided,12% of the respondent Disagree and 16% of the respondents stays strongly
Disagree with the statement that the organization offers fair salary.
I SPEND TIME ON WORK THAT DOESN’T AFFECT MY WELL BEING.
TABLE NO: 4.1.11 Opinion that i spend time on work that doesn’t affect my well being.

2 Agree 50 33.00
3 Undecided 13 9.00
4 Disagree 23 15.00
Total 150 100.0
CHART NO : 4.1.11 Opinion that i spend time on work that doesn’t affect my well
being.
INFERENCE: It is inferred that 24% of the respondent strongly agree physical well being is
not affected of working hours, 33% of the respondent Agree the statement , 9% of the
respondent stays undecided,15% of the respondent Disagree and 19% of the respondents
stays strongly Disagree with the statement.
EMPLOYER MAKES PROMPT PAYMENT OF SALARY.
TABLE NO : 4.1.12 Opinion that employer makes prompt payment of salary.

2 Agee 59 39.00
3 Undecided 8 6.00
4 Disagree 21 14.00
Total 150 100

CHART NO: 4.1.12 Opinion that employer makes prompt payment of salary.
INFERENCE:
It is inferred that 26% of the respondent strongly Agree that the employer
pays the salary on time and promptly, 39% of the respondent Agree the statement, 6% of the
THE ORGANISATION HAS GOOD POLICY ON WORK-LIFE BALANCE
TABLE NO : 4.1.13 Opinion that the organization has good policies on Work-Life
Balance.

2 Agree 60 40.00
3 Undecided 7 5.00
4 Disagree 22 15.00
Total 150 100.0
CHART NO: 4.1.13 Opinion that the organization has good policies on Work-Life
Balance.
INFERENCE:
It is inferred that 22% of the respondent strongly Agree that the organization
implements good work life balance policies , 40% of the respondent Agree the statement, 5%
of the respondent stays undecided,15% of the respondent Disagree and 18% of the
respondents stays strongly Disagree with the statement
GETTING ADEQUATE REST PERIOD
TABLE NO : 4.1.14 Opinion on that there is adequate rest period.

2 Agree 56 37.00
3 Undecided 8 5.00
4 Disagree 23 16.00
Total 150 100

CHART NO : 4.1.14 Opinion on that there is adequate rest period.

INFERENCE:
It is inferred that 23% of the respondent strongly Agree that the the
organization provides adequate rest time, 37% of the respondent , 5% of the respondent stays
Disagree with the statement.
PROPER DRINKING WATER AND LUNCH ROOM FACILITIES
TABLE NO : 4.1.15 Opinion that there is proper water and lunch facilities.

2 Agree 53 34..00
3 Undecided 8 5.00
4 Disagree 27 18.00
Total 150 100.0
CHART NO : 4.1.15 Opinion that there is proper water and lunch facilities.
INFERENCE:
provides drinking water and lunch room facilities, 34% of the respondent Agree the
statement, 5% of the respondent stays undecided,18% of the respondent Disagree and 20% of
the respondents stays strongly Disagree with the statement.
GOOD AND SAFETY WORK ENVIRONMENT
TABLE NO : 4.1.16 Opinion on that there is good and safety work environment.

2 Agree 48 32.00
3 Undecided 15 10.00
4 Disagree 30 20.00
Total 150 100

CHART NO : 4.116. Opinion on that there is good and safety work environment.
INFERENCE:
provides good and safety working environment, 32% of the respondent Agree the statement,
10% of the respondent stays undecided, 20% of the respondent Disagree and 19% of the
respondents stays strongly Disagree with the statement.
FEEL NORMAL HEALTH AFTER THE WORK TIME
TABLE NO : 4.1.17 Opinion that I feel normal health after Work.

2 Agree 48 32.00
3 Undecided 14 9.00
4 Disagree 28 19.00
Total 150 100.0
CHART NO : 4.1.17 Opinion that I feel normal health after Work.

INFERENCE:
It is inferred that 21% of the respondent strongly Agree that I feel normal after the work, 32%
of the respondent Agree the statement, 9% of the respondent stays undecided,19% of the
respondent Disagree and 19% of the respondents stays strongly Disagree with the statement.
ORGANIZATION ENSURES FLEXIBLE WORKING HOURS.
TABLE NO : 4.1.18 Opinion that organization ensures flexible working hours.

2 Agree 49 33.00
3 Undecided 7 5.00
4 Disagree 31 20.00
Total 150 100.0
CHART NO: 4.1.18 Opinion that organization ensures flexible working hours.
INFERENCE:
It is inferred that 24% of the respondent strongly Agree that I get opportunities
to participate in Work Planning,33% of the respondent Agree the statement, 5% of the
GETTING ENOUGH TIME TO SPEND WITH THE FAMILY.
TABLE NO : 4.1.19 Opinion on that I get enough time to spend with Family.

2 Agee 50 33.00
3 Undecided 8 5.00
4 Disagree 30 20.00
Total 150 100

CHART NO : 4.1.19 Opinion on that I get enough time to spend with Family.
INFERENCE:
It is inferred that 23% of the respondent strongly Agree that I can

spend time with family, 33% of the respondent Agree the statement, 5% of the respondent
stays undecided,20% of the respondent Disagree and 19% of the respondents stays strongly
EFFECTIVE AND GOOD WORK LIFE BALANCE CULTURE.
TABLE NO: 4.1.20 Opinion that Effective & Good work life balance culture.

2 Agree 55 38.00
3 Undecided 6 4.00
4 Disagree 30 20.00
Total 150 100.0
CHART NO : 4.1.20 Opinion that Effective & Good work life balance culture.
INFERENCE:
It is inferred that 27% of the respondent strongly Agree that there exist good work culture
that ensures work life balance,38% of the respondent Agree the statement, 4% of the
EQUITABLE TREATMENT IS GIVEN TO ALL WORKERS
TABLE NO : 4.1.21 Opinion that Equitable treatment is given to all workers

2 Agree 66 44.00
3 Undecided 8 6.00
4 Disagree 23 15.00
Total 150 100.0
CHART NO : 4.1.21 Opinion that Equitable treatment is given to all workers

INFERENCE:
It is inferred that 24% of the respondent strongly Agree that that the
company ensures equitable treatment to all, 39% of the respondent Agree the statement, 5%
of the respondent stays undecided,19% of the respondent Disagree and 23% of the
respondents stays strongly Disagree with the statement.
I BELIEVE THAT I HAVE JOB SECURITY IN THE ORGANIZATION
TABLE NO : 4.1.22 Opinion that I believe that I have job security in the organization

2 Agree 61 40.00
3 Undecided 7 5.00
4 Disagree 19 13.00
Total 150 100.0
CHART NO : 4.1.22 Opinion that I believe that I have job security in the organization
INFERENCE:
It is inferred that 31% of the respondent strongly Agree that I believe that I have job security
in the organization, 40% of the respondent Agree the statement, 5% of the respondent stays
I HAVE THE SENSE OF ONE COMMUNITY FEELING
TABLE NO : 4.1.23 Opinion on that I have the sense of one community feeling.

2 Agee 59 39.00
3 Undecided 6 4.00
4 Disagree 21 14.00
Total 150 100

CHART NO : 4.1.23 Opinion on that I have the sense of one community feeling.
INFERENCE:
It is inferred that 31% of the respondent strongly Agree that I believe that I have the sense of
one community feeling, 39% of the respondent Agree the statement, 4% of the respondent
stays undecided,14% of the respondent Disagree and 12% of the respondents stays strongly
I ENJOY WORKING AS A TEAM IN THE ORGANIZATION
TABLE NO : 4.1.24 Opinion that I enjoy working as a team in the organization.

2 Agree 55 37.00
3 Undecided 10 7.00
4 Disagree 23 15.00
Total 150 100.0
CHART NO : 4.1.24 Opinion that I enjoy working as a team in the organization.

INFERENCE:
It is inferred that 30% of the respondent strongly Agree that I enjoy working
as a team in the organization, 37% of the respondent Agree the statement, 7% of the
RELATION AMONG CO WORKERS & SUPERIORS IS GOOD.
TABLE NO : 4.1.25 Opinion on that Relation among co workers & superiors is good.

2 Agee 55 36.00
3 Undecided 12 8.00
4 Disagree 21 14.00
Total 150 100

CHART NO : 4.1.25 Opinion on that Relation among co workers & superiors is good.
INFERENCE:
It is inferred that 32% of the respondent strongly Agree that Relation among
co workers & superiors is good, 36% of the respondent Agree the statement, 8% of the
respondent stays undecided,14% of the respondent Disagree and 9% of the respondents stays
strongly Disagree with the statement.
YOUR JOB SATISFYING YOUR NEEDS IN GENERAL.
TABLE NO : 4.1.32 Opinion that my job is satisfying your needs in general.

2 Agree 59 39.00
3 Undecided 7 5.00
4 Disagree 18 12.00
Total 150 100.0
CHART NO : 4.1.32 Opinion that my job is satisfying your needs in general.

INFERENCE:
It is inferred that 31% of the respondent strongly Agree that my job is

satisfying your needs in general, 39% of the respondent Agree the statement, 5% of the
MY SOCIAL AND INDIVIDUAL REQUIREMENTS ARE TAKEN CARE OF
TABLE NO : 4.1.27 Opinion on that My Social individual requirements are taken care
of

2 Agee 54 36.00
3 Undecided 8 5.00
4 Disagree 20 13.00
Total 150 100

CHART NO : 4.1.27 Opinion on that My Social individual requirements are taken care
of
INFERENCE:
It is inferred that 33% of the respondent strongly Agree that My Social

individual requirements are taken care of,36% of the respondent Agree the 5% of the
MY WORK LIFE MATCHES THE SOCIAL LIFE YOU LEAD
TABLE NO : 4.1.28 Opinion that My work life matches the social life you lead

2 Agree 54 36.00
3 Undecided 10 7.00
4 Disagree 21 14.00
Total 150 100.0
CHART NO : 4.1.28 Opinion that My work life matches the social life you lead
INFERENCE:
It is inferred that 30% of the respondent strongly Agree that My work life
matches the social life you lead, 36% of the respondent Agree the statement, 7% of the
PREVAILING WORK LIFE BALANCE ENVIRONMENT OF THE

ORGANIZATION
TABLE NO : 4.1.29 Opinion on prevailing work life balance environment.
S.NO OPINION YES % NO %

1 I can devote sufficient time for household responsibilities 105 70 45 30
2 I can manage my personal & professional life well 112 75 38 25
3 I feel I am able to manage my family and other relationships

109 73 41 27
well
4 I often complete my work within stipulated time 123 82 27 18
Source : Primary Data.
CHART NO : 4.1.29 Opinion on prevailing work life balance environment.

INFERENCE:
It is inferred that 75% of the respondent feel that they are able to meet their
family requirements, personal commitments, family responsibilities and the organization
ensures ample time is given to its employees to look after other aspects of family. It is
inferred that the policies with respect to work timings are highly supportive in narute.
OVER ALL SATISFACTION ON WORK LIFE BALANCE
TABLE NO :4.1.30 Opinion on Over All Satisfaction about Work Life Balance.

1 Highly Satisfied 39 26.00
2 Satisfied 64 43.00
3 Neutral 09 6.00
4 Dissatisfied 27 15.00
5 Highly Dissatisfied 14 9.00
Total 100 100

CHARTNO : 4.1.30 Opinion on Over All Satisfaction about Work Life Balance
INFERENCE:
The table shows that 26% of the respondents are Highly satisfied with the
level of work life balance , 43% of the respondents feel satisfied , 6% preferred to stay
neutral , 15% of the respondents feel dissaatisfied and 9% of the respondents are highly
dissatisfied wih the statement.Majority of the respondent feel that there is good work life
balance environment.
4.2 CHI SQUARE TEST

The Chi-Square measures test the hypothesis that the row and coloumn variables
in a cross tabulation are interdependent.A low significance value typically below 0.05
indicates that there may be some elationship between two variables;they do not indicate the
strength or direction of relationship
4.2.1 TESTING THE ASSOCIATION BETWEEN THE AGE OF THE
RESPONDENTS AND THE OVERALL SATISFACTION LEVEL.
H0:there is no significance association between the age of the respondents and the
overall satisfaction level.
H1: there is significance association between the age of the respondents and the overall
satisfaction level.
TABLE NO 4.2.1
Age of the respondents
20-30 31-40 41-50
51 & Above Total
years years years
Overall
Highly Satisfied 9 15 6 9 39
Satisfactio
n Satisfied 26 14 18 6 64
Neutral 2 2 3 2 09
Dissatisfied 6 4 5 5 27
Highly Dissatisfied 8 2 2 6 14
Total 51 37 34 28 150
Chi-Square Tests
Value df Asymptotic
Significance
(2-sided)
Pearson Chi-Square 39.276a 9 .084
Likelihood Ratio 37.134 7 .000
Linear-by-Linear 24.671 1 .000
Association
N of Valid Cases 150
INFERENCE:
From the above table it is inferred that the calculated P Value (0.84) which is higher than
(0.05),hence, null hypothesis (H0) is accepted and the alternative hypothesis (H1) is rejected.
There is no significant association association between the age of the respondents and the
overall satisfaction level.
4.2.2 TESTING THE ASSOCIATION BETWEEN THE EXPERIENCE AND
ENABLES CREATIVE THINKING.
H0:there is no significance association between the Experience and sense of
belongingness.
H1: there is significance assocition between the Experience and sense of belongingness.
TABLE NO 4.2.2
Experience * sense of Belongingness
Strongly Strongly
Agree Neutral Disagree
Agree Disagree
Below 5 years 7 10 3 4 5
5-10 Years 9 12 4 6 4
Experience 10-15 years 13 15 2 4 3
15 Years &
Above 16 19 1 5 8
Total 45 56 10 19 20
Chi-Square Test

Linear-by-Linear 52.310 1 .000
Association
INFERENCE:
(0.05).Hence, therence is no significance between the Experience and sense of belongingness,
4.2.3 TESTING THE ASSOCIATION BETWEEN THE INCOME LEVEL AND

NEEDS SATISFACTION
H0:there is no significance association between the income level and needs satisfaction.
H1: there is significance assocition between the the income level and needs satisfaction.
TABLE.NO 4.2.3
Needs Satisfaction
Strongly Agree Neutral Disagree Strongly
Agree Disagree
10000-15000 10 16 3 6 5
150001-15000 6 14 2 5 3
Income
15001-25000 17 14 2 7 2
level 25000 & 16 11 1 3 7
Above
Total 49 52 8 21 17
Chi-Square Tests
Value df Asymptotic
Significance
(2-sided)
Linear-by-Linear .157 1 .692
Association
INFERENCE:
(0.05)Hence, there is No significance between the the income level and needs satisfaction.
4.3 CORRELATION ANALYSIS.
Testing the correlation between Income Level and Overall Satisfaction level
4.3.1Testing the correlation between Income Level and Overall Satisfaction level
Table 4.3.1
Overall Satisfaction
Highly Highly
Satisfied Neutral Dissatisfied
Satisfied Dissatisfied
Below 10000 14 13 3 6 5
10001-20000 8 11 2 4 3
Income
20001-40000 18 18 2 6 3
level
40000& 11 10 1 3 9
Above
Total 49 51 52 8 19
Symmetric Measures
Asymptotic Approximat
Approximat
Value Standard e
e Tb
Errora Significance
Interval by
Pearson's R -.001 .089 -.013 .781c
Interval
Ordinal by Spearman
-.012 .097 -.116 .900c
Ordinal Correlation

INFERENCE:
The above table says that there exist a strong relationship between income level and the
overall satisfaction level. So both the variables are highly correlated (0.781) to each other.
Testing the correlation between gender and Social needs taken care of.
4.3.2Testing the correlation between the Gender of the respondents and Overall
Satisfaction level.
Table 4.3.2
Social needs taken care of. Total

Highly Satisfie Highly
Neutral Dissatisfied
Satisfied d Dissatisfied
Male 29 39 2 18 15 103
Gender
Female 15 13 2 11 6 47
Total 44 52 4 29 21 150
Symmetric Measures
Asymptotic Approximat
Approximat
Value Standard e
e Tb
Errora Significance
Interval by
Pearson's R -.011 .086 -.138 .716
Interval
Ordinal by Spearman
-.009 .089 -.112 .913c
Ordinal Correlation
INFERENCE:
The above table says that there exist a strong relationship between Gender of the respondents
and Overall satisfaction level. So both the variables are highly correlated (0.716) to each
other.
4.4.1 MULTIPLE REGRESSION
Multiple Regression ANalysis is that the simplest type of multivariate analysis

involves finding the simplest line relationship to elucidate however the variation in an
outcome (or dependent) variable, Y, depends on the variation in an exceedingly predictor (or
freelance or explanatory) variable, X. once the connection has been calculable we are going
to be ready to use the equation Y=b0+b1X so as to predict the worth of the end result variable
for various values of the informative variable.
TABLE 4.4.1 Model Summary
Adjusted R Std. Error of the

Model R R Square Square Estimate
6 0.723 .566 0.535 .790
INFERENCE
This table displays R, R squared, adjusted R squared, and the standard error.
R, the multiple regression constant, is that the correlation between the discovered and
expected values of the variable quantity. The values of R for models made by the regression
procedure vary from zero to one.Larger values of R indicate stronger relationships. Here, R
value is .723 that indicates it have a powerful relationship of 72% between the variables of
staff opinion concerning the standard of labor life.
R square is that the proportion of variation within the variable quantity explained
by the regression model. The values of R square vary from zero to one. little values indicate
that the model doesn't work the information well. The sample R square tends to optimistically
estimate however well the model fits the population. Here, the R square price is .566 that
indicates this model fits the population. it explains 55 % of variation within the overall
satisfaction level.
Adjusted R square makes an attempt to correct R square to a lot of closely replicate

the goodness of work of the model within the population. Use R square to assist you establish
that model is best. select a model with a high price of R square that doesn't contain too
several variables. Models with too several variables square measure usually over work and
exhausting to interpret. Here, Adjusted R sq. price is .535 that shows goodness of work of the
model within the population.
TABLE 4.4.2: ANOVA:
ANOVAa
Model Sum of df Mean F Sig.

Squares Square
1 Regression 82.852 104 5.369 3.28 .000b
Residual 110.364 46 1.432
Total 196.000 150
INFERENCE
This table summarizes the results of associate degree analysis of variance. The add of
squares, degrees of freedom, and mean sq. ar displayed for 2 sources of variation, regression
and residual. The output for Regression displays info regarding the variation accounted for by
the model.
The output for Residual displays info regarding the variation that's not accounted for
by your model. and therefore the output for Total is that the add of the knowledge for
Regression and Residual .
A model with an outsized regression add of squares compared to the residual add of
squares indicates that the model accounts for many of variation within the variable quantity.
Here, an outsized regression add of squares eighty three.620 to the residual add of squares
111.284 indicates that the model accounts for many of variation within the variable quantity
terribly high residual add of squares indicate that the model fails to elucidate tons of the
variation within the variable quantity, and you will wish to appear for extra factors that
facilitate account for a better proportion of the variation within the variable quantity.
The mean sq. is that the add of squares divided by the degrees of freedom. Here, the
mean sq. worth is fifteen.642.The F statistic is the regression mean square (MSR) divided by
the residual mean square (MSE). The regression degrees of freedom is the numerator df and
the residual degrees of freedom is the denominator df for the F statistic. The total number of
degrees of freedom is the number of cases minus 1.Here, the F statistics is 25.762
If the significance value of the F statistic is small (smaller than say 0.05) then the
independent variables do a good job explaining the variation in the dependent variable. If the
significance value of F is larger than say 0.05 then the independent variables do not explain
the variation in the dependent variable. Here, the significance value of the F statistic is .000,
which is smaller than say 0.05 then the independent variables do a good job explaining the
variation in the dependent variable.
TABLE 4.6.3 CO-EFFICIENT:
Model Unstandardized Standardize t Sig.

Coefficients d
Coefficients
B Std. Beta
Error
.035 .109 .033 .319 .742
Physical Well Being .055 .130 .055 .428 .839
Job security -.027 .126 -.022 -.213 .814
Sense of community -.032 .113 -.027 -.285 .596
Proper training -.028 .114 -.023 -.247 .828
Effective Policies -.041 .118 -.035 -.347 .702
Social Life Matches -.081 .111 -.068 -.734 .863
Feel Normal After Work .020 .098 .020 .204 0.482
Flexible Work Hours .064 .120 .046 .533 .614
Self Improvement .071 .092 .048 .433 .763
Amicable Environment .074 .103 .067 .363 .854
Satisfying needs .078 .096 .054 .466 .796
a Dependent Variable: Overall satisfaction of Quality of Work Life.
INFERENCE
The unstandardized coefficients area unit the coefficients of the calculable regression model.
usually the freelance variables area unit measures in several units. The standardized
coefficients or betas area unit a shot to create the regression coefficients additional
comparable. If you reworked the information to z scores before your multivariate analysis,
you'd get the beta coefficients as your unstandardized coefficients. The t statistics will assist
you confirm the relative importance of every variable within the model. As a guide relating to
helpful predictors, search for t values well below -2 or on top of +2. the importance level and
therefore the constant worth of unstandardized column can estimate the regression of overall
client satisfaction (Beta Value)
the final regression model (linear) is of this type:
Y = a + b1 X1 + b2 X2+……………………. b6 X6
Y= .932 + .171x1 + .272x2 + .166x3 + .168x4 + .132x5 -.122x6.
wherever Y is that the variable quantity and X1,X2, ……… X7 area unit the freelance
variables expected to elucidate or predict Y, b1, b2, ……….. b6 area unit the coefficients of
the several freelance variables, which can be determined from the computer file.
From the on top of co-efficient table, it's been complete that the variables
specifically,
Physical Well Being
Job security
Sense of community
Proper training
Effective Policies
Social Life Matches
Feel Normal After Work
Flexible Work Hours
Self Improvement
Amicable Environment
Satisfying needs
FACTOR ANALYSIS
Factor analysis is a technique that is used to reduce a large number of variables into fewer
numbers of factors. This technique extracts maximum common variance from all variables
and puts them into a common score. As an index of all variables, we can use this score for
further analysis. Factor analysis is part of general linear model (GLM) and this method also
assumes several assumptions: there is linear relationship, there is no multicollinearity, it
includes relevant variables into analysis, and there is true correlation between variables and
factors. Several methods are available, but principal component analysis is used most
commonly.
4.5.1 FACTOR ANALYSIS
KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling .794
Adequacy.
Bartlett's Test of Approx. Chi-Square 539.615
df 178
Sphericity
Sig. .000
Factor loading:
Factor loading is basically the correlation coefficient for the variable and factor. Factor
loading shows the variance explained by the variable on that particular factor. In the SEM
approach, as a rule of thumb, 0.7 or higher factor loading represents that the factor extracts
sufficient variance from that variable.
Eigenvalues:
Eigenvalues shows variance explained by that particular factor out of the total variance.
From the commonality column, we can know how much variance is explained by the first
factor out of the total variance. For example, if our first factor explains 68% variance out of
the total, this means that 32% variance will be explained by the other factor.
Factor score:
The factor score is also called the component score. This score is of all row and columns,
which can be used as an index of all variables and can be used for further analysis. We can
standardize this score by multiplying a common term.
Criteria for determining the number of factors: According to the Kaiser Criterion,
Eigenvalues is a good criteria for determining a factor. If Eigenvalues is greater than one, we
should consider that a factor and if Eigenvalues is less than one, then we should not consider
that a factor. According to the variance extraction rule, it should be more than 0.7. If
variance is less than 0.7, then we should not consider that a factor.
Rotation method: Rotation method makes it more reliable to understand the output. Eigenvalues
do not affect the rotation method, but the rotation method affects the Eigenvalues or percentage of
variance extracted. There are a number of rotation methods available: (1) No rotation method, (2)
Varimax rotation method, (3) Quartimax rotation method, (4) Direct oblimin rotation method, and
(5) Promax rotation method
Rotated Component Matrixa

Component
1 2 3
Good policies WLB .737
Adequate Rest .780
Drinking lunch room
Normal Health .628
Flexible work Hours .567
Team Work .869
Equitable treatment .723
Promotion opportunities
Matches Social Life .762
Social need care .845
Satisfying needs .784
Good Culture .642
Relation supervisors .694
Community sense .749
Extraction Method: Principal Component Analysis.

Rotation Method: Varimax with Kaiser Normalization.a
a. Rotation converged in 6 iterations.
INFERENCE:
Factor 1: Normal Health
Team Work
Equitable Treatment
Social Need Care
Community sense.
Factor 2: Satisfying Needs
Good Supervisor Relationship
Good Culture
Factor 3: Meaningful Work Information
Flexible Work Hours
Enough Time Spend

CHAPTER VI
FINDINGS
CHAPTER VI
FINDINGS
 58%of the respondents were in the age group of below 31-40.

 69% of the respondents are male and 31% of the respondents are female.
 81% of the respondents are married.
 68% belongs to Joint family.
 42% of the respondents have below 2 dependents.
 60% of the employees has completed only HSC or Below.
 32% of the employees are in the income level of 15001 to 25000.
 31% of the respondents were in the range of 5-10 years of experience.
 45% of the respondents work 8 hours a day.
 67% of respondents Agree that the salary they get is fair.
 65% of respondents Agree that salary is given promptly.
 62% of the respondents say that the organization policies ensure good work life
balance.
 60% of the respondents feel that they get adequate rest period.
 55% of the respondents say that they have proper drinking water and lunch provisions
 51% of employees feel like they work in good and safety environment.
 53% of the respondents say that they feel normal health after the work.
 57% of the respondents feel that there is flexible work hour policy.
 56% of the respondents say that they get enough time to spend with their family.
 65% of the respondents feel that there exists good and effective work culture.
 71% of the respondents feels that Equitable treatment is given to all workers.
 71% of the respondents feel that I believe that I have job security in the organization
 70% of the respondents feel that I have the sense of one community feeling.
 67% of the respondents say that they are able to work as a team.
 68% of the respondents feel that Relation among co workers & superiors is good.
 70% of the respondents feel that my job is satisfying your needs in general.
 69% of the respondents Agree their social and individual needs are taken care of.
 66% of the respondents feel that work life matches their social life.
 80% of the respondents accept that there prevails a good work life environment that
supports the employees.
 69% of the respondents say that they are satisfied with the work life balance that the
organization offers.
CHI SQUARE
 There is no significant association association between the age of the respondents and
the overall satisfaction level on the work life balance.
 There is no significance between the Experience of the respondents and organization
enables creative thinking
 There is no significance between the the income level and needs satisfaction.
CORRELATION
 There exist a strong relationship between income level and the overall satisfaction
level..
 says that there exist a strong relationship between Gender of the respondents and
Social needs taken care of.
REGRESSION ANALYSIS.
Physical Well Being, Job security, Sense of community, Proper training,
Effective Policies Social Life Matches, Feel Normal After Work, Flexible Work
Hours, Self Improvement, Amicable Environment, Satisfying needs are the Dominant
Variables.
FACTOR ANALYSIS.
Factor 1: Normal Health
Team Work
Equitable Treatment
Social Need Care
Community sense.
Factor 2: Satisfying Needs
Good Supervisor Relationship
Good Culture
Factor 3: Meaningful Work Information
Flexible Work Hours
Enough Time Spend
SUGGESTION
SUGGESTION
From the analysis of the reports through questionnaire survey it is seen that the organization
have realized the need for work life balance of employees and offers the policy and programs
that concentrates on the growth of the employees and that is family friendly. Since, balancing
of work and family roles is one of the key issues in the coming years, the organization should
improvise and innovate the ways to cater the employees having diverse needs and these
should be the integral to core business but not the optional.
There should be utmost care taken in taking decisions in adopting and implementing the
policies as it impacts both employee and the organization.
There must be a proper and a flexible time that has to be adopted so that employees doesn’t
feel stressed about the overtime working and they can spend a quality time with their family
and they can even make time to finish their family duties and commitments.
It is advised to employees that careful planning and personal effort is important for balance in
work and personal life. Employers can only facilitate work life balance with many schemes
that can attract employees and satisfy their needs but it is employees, who have to plan,
prioritize and schedule their work and life obligations.
Free health checkups, health insurance & exercise facilities are the initiative not only
expected by the employees but they are also the initiatives which will be the critical
influencing factors for employees in making choice of employment. These can be used not
only as work life initiatives but also as good retention tools in times when health care is very
expensive.
CONCLUSION
CONCLUSION
It can be said that Work Life Balance is a very important issue in the Human Resource
Management field and it has a vital impact on the productivity and growth of both the
organization and the employee. Work life is all about a measure about controlling on when,
where and how they work. Many factors are acting as supporting elements for employees to
achieve balance between work and personal life. While certain elements like employees
participation in framing the policies and taking key decisions, effective communication of
organizations policies can be strengthened to make work and personal life of employees
highly balanced.
In this study was able to understand the concept of work-life balance that is prevailing in an
Information Technology industry. It also exposed the various work-life balance strategies
implemented by various organizations and the employees by their self. Being the Information
Technology era, this study could be of use as it enables to understand the important concept
which has a direct impact over the productivity of the employees. Hence, to maintain a
healthy workforce, it should be able to cater to their needs and fulfill them. Ultimately this
study concludes that, the employees in RANE TRW Limited feel positive about the policies
and philosophies implemented by the organization towards ensuring good work life balance.
The findings ascertain that major workforce feels highly motivated and feel sense of
belongingness. Although, They hesitate to speak about minor drawbacks due to certain
factors still they have great admiration towards the management and its policies.
To create a decent Work Life balance practices, management ought to take into thought the
employees’ desires and grievances and improve operating conditions. This study given me a
great opportunity to understand, analyze the factors that bring both commitment and benefits
to the shareholders of the companies.
BIBLIOGRAPHY
BIBLIOGRAPHY
1.Dr. GUPTA. C.B. Sultan chand sons – Human resource management

2. ASWATHAPPA. K. – Human resource and personnel management Third Edition 2002,
Tata MC Graw – Hill New Delhi
3. KOTHARI. C.R. – Research Methodology Method Techniques – New age International
publishers
4. GUPTA. S.P. Sultan Chand Sons – Statistical methods – New Delhi, Twenty Ninth Edition
QUALITY OF WORK LIFE PVL. Raju – The human Implications Feb –2004
5. WANNA BE HAPPY OF WORKPLACE – GRK Murty
6.. QUALITY OF WORK LIFE AS HR “STRATEGY” - An Analysis CBSN Seshu
1.GunaSeelan Rethinam, (2008) “Constructs of Quality of Work Life : A Perspective of

Information and Technology Professionals”. European Journal of Social Sciences, Vol.7(1),
pp. 58-70.
2.Hair, J.F., Black, W.C., Babin, B.J., Anderson, R.E. &Tatham, R.L. (2009). “Multivariate
data
analysis” (7th edn). Upper Saddle River, NJ:Pearson Education.
3..Jerome (2013) “ A Study on Quality of Work Life of Employees at Jeppiaar Cement
Private Ltd: Perambalur”. International Journal of AdvanceResearch in Computer Science
and Management Studies ,www.ijarcsms.com, Vol.1(4), pp. 49-57.
4.Kaiser, H.F. and Rice, J. (1974), "Little Jiffy, MarkIV," Educational and Psychological
Measurement, Vol. 34, pp. 111 -117.
5.Lau, T., Y.H., Wong, K.F., Chan, and M., Law. (2001).“Information technology & the
work environment.,Vol. 20(3), pp.267-280.Likert, Rensis. (1932) "A technique for
themeasurement of attitudes." Archives of psychology. 140:1-55.
6.Louis, K. S. & Smith, B. (1990), "Teacher working conditions" in: Reyes, P. (Ed.),
Teachers and their Workplace: Commitment, Performance andProductivity. Sage publication,
Newbury Park, CA,pp. 23-47.
ANNEXURE
QUESTIONNAIRE
A STUDY ON WORKLIFE BALANCE OF EMPLOYEES

AT RANE TRW LIMITED, TRICHY.
PERSONAL DETAILS:
1. Gender : a) Male b) Female
2. Age : a) 20-30 years b) 31-40 years
c) 41-50 years d) 50yrs &above
3. Marital Status : a) Unmarried b) Married
4. Type of Family : a) Joint b) Nuclear.
5. No of Dependents a) Less than 2 b) 3 c)4 d)5 e) 6& Above
6. Education : a) Below HSC b) HSC c) UG d) PG e) Professional f)
Technical.
7. Income : a) Below 10000 b) 10001-15000
c)15001-25000 d)20000&above
8. Experience :a) Below 5 years b) 5-10 yrs c) 11- 15 yrs d) 15 & above.
9. Working Hours : a)8 Hours b) 8-9 Hours c)9-10 hours d) 10 hours & Above
Measurement of the level of Quality of Work Life.
Indicate the degree of Agreement towards the statement given below using the
following scale.
5. Strongly Agree – SA 4.Agree - A 3.Undecided - UD
2. Disagree - DA 1.Strongly Disagree - SDA
FACTORS SA AG UD DA SDA
10 The organization is giving fair salary in comparison with
cost of living.
11 The work I do doesn’t affect my Well being.
12 Your employer makes prompt payment of salary.
13 Organization has implemented Good Work life balanced
policies
14 I am provided with adequate rest period in between work.
15 You have proper drinking water and lunch room facilities
16 You have a good and safety work environment
17 You feel normal health after the work time.
18 The organization has ensured Flexible work time.
19 I am getting enough time to spend with my family.
20 There exists an effective and Work life balance culture.
21 I receive equitable treatment from all the people involved.
22 You believe that you will have job security in your
organization.
23 All the members of the organization have the sense of one
community feeling.
24 You enjoy working as a team in the organization
25 The relation between co workers and also with superiors
in the organization is good
26 Your job satisfying your needs in general on the job
27 The social and individual requirements are taken care of
28 Your work life matches the social life you lead
29 Prevailing work life balance practices YES NO
I can devote sufficient time for household responsibilities
I can manage my personal & professional life well
I often complete my work within stipulated time
I feel I am able to manage my family and other
relationships well
30 You are highly satisfied with the work life balance that is
possible due to the support of organizational policies.
***********

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ABSTRACT

Keywords: Personal life, job performance, flexible working hours.

4 DATA ANALYSIS AND

4.1.6 Classification based on the Educational Qualification.

4.1.12 Opinion that Employer makes prompt payment of salary

4.1.24 Opinion that I enjoy working in a team

4.1.26 Opinion that my job satisfies my needs in general.

4.1.28 Opinion that my job matches the social life I lead

4.1.29 Opinion about the prevailing WLB practices.

4.1.30 Overall satisfaction level –WLB

4.2.1 Chi square I – AGE & OVERALL SATISFACTION.

4.2.3 Chi Square III- INCOME & NEEDS SATISFACTION.

4.3.1 Correlation I – INCOME & OVERALL SATISFACTION.

4.3.2 Correlation II – GENDER & SOCIAL NEEDS CARED.

4.4.1 MULTIPLE REGRESSION

4.5.1 FACTOR ANALYSIS

4.1.1 Classification based on Age of the Respondents.

4.1.2 Classification based on the Gender of the Respondents.

4.1.3 Classification based on the Marital status

4.1.4 Classification Based on the Family type.

4.1.6 Classification based on the Educational Qualification.

4.1.7 Classification based on the Income Level.

4.1.8 Classification based on the Experience.

4.1.9 Classification based on Working Hours.

4.1.10 Opinion that the Salary is Fair.

4.1.12 Opinion that Employer makes prompt payment of salary

4.116 Opinion that there is good and safety work environment

4.1.17 Opinion that I feel normal after working hour.

4.1.18 Opinion that there is a flexible work hour.

4.1.19 Opinion that I get enough time to spend with family.

4.121 Opinion that there exists Equitable treatment.

4.1.22 Opinion that there is a good job security.

4.1.23 Opinion that I feel a sense of belongingness.

4.1.24 Opinion that I enjoy working in a team

4.1.26 Opinion that my job satisfies my needs in general.

4.1.28 Opinion that my job matches the social life I lead

4.1.29 Opinion about the prevailing WLB practices.

4.1.30 Overall satisfaction level –WLB

ROLE OF HR DEPARTMENT IN WORK LIFE BALANCE

• Providing child care facilities can help retain employees.

It is really difficult to give a standardised definition for “worklife-balance”, however,

Key elements of Work Life Balance

Promote human dignity and growth.

Work along collaboratively.

Participative verify work changes.

Assume compare of individuals and structure goal.

Humanized work quality of labor life.

Job Enlargement vs. Job Enrichment

For higher cooperation and communication.

For rising the morale of staff.

To scale back structure stress.

To improve the security operating conditions.

To offer adequate Human Resource Development Programs.

To improve worker satisfaction.

To strengthen work learning.

Importance of Quality of labor Life:

1. Increase demands at work

2. Loss of long run worker guarantees

3. The requirement for increased work place skills

4. Bigger competition for talent

5. Exaggerated girls in hands

According to Walton (1975) planned eight abstract classes.

They are as follows:

Adequate and truthful compensation