Work-Life Balance Among Women Employees

INTRODUCTION
1.1 BACKGROUND TO THE STUDY
Indian families are undergoing rapid changes due to the increased pace of urbanization
and modernization. Indian women belonging to all classes have entered into paid occupations.
At the present time, Indian women's exposure to educational opportunities is substantially
higher than it was some decades ago, especially in the urban setting. This has opened new
vistas, increased awareness and raised aspirations of personal growth. This, along with
economic pressure, has been instrumental in influencing women's decision to enter the work
force. Most studies of employed married women in India have reported economic need as being
the primary reason given for working.
Women's employment outside the home generally has a positive rather than negative
effect on marriage. Campbell studied the effects of family life on women's job performance and
work attitudes. The result revealed that women with children were significantly lower in
occupational commitment relative to women without children; contrary to expectation, women
with younger children outperformed women with older children. Makowska studied
psychosocial determinants of stress and well-being among working women. The significance of
the work-related stressors was evidently greater than that of the stressors associated with the
family function, although the relationship between family functioning, stress and well-being
was also significant.
The role of women in the family participation has been increased, as they are earner
and they play a supportive role to give their shoulder. In India Women’s exposure to
educational opportunities is substantially higher than it was some decades ago, especially in the
urban setting. The pressure of managing home and job is taking a heavy toll on the mental
health of married working women, particularly those in a nuclear family.
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1.2 WORK-LIFE BALANCE
In the words of Jim Bird, CEO of worklifebalance.com, work-life balance does not mean equal
balance between professional and personal life. It is careful synchronisation of an individual's
varied pursuits that may include family, work, leisure, social obligations, health, career and
spirituality. While some of the pursuits need greater attention, others may require lesser focus.
Striking a fine balance by prioritising these human quests will result in work-life balance. It is
individual specific and keeps changing over time. According to Stewart Friedman - Professor
of Management and Founding Director of Wharton School's Leadership Program and of its
Work –Life Integration project - "a one size fits all; mentality in human resources management
often perpetuates frustration among employees. It is not an uncommon problem in many HR
areas, where, for the sake of equality, there's a standard policy implemented in a way that is
universally acceptable, even though everyone's life is different and everyone needs different
things in terms of how to integrate the different pieces. It's got to be customised". Friedman's
research indicates that the solution lies in approaching the components of work, family,
community and self as a comprehensive system.
1.3 WORK-LIFE BALANCE AND WOMEN

Traditionally, women have been looked upon as nurturers and care givers and assigned all roles
related to maintaining and managing a family. Men perceive themselves as breadwinners and
society also expects them to perform work roles to earn and support the family. However, the
nature of work-force has been changing and the percentage of men as wage earners and women
as housewives has been rapidly declining. In urban India, the percentage of dual-earner couples
is gradually increasing and for most women and men today, their work environment and the
family have become the two important institutions in life. Changes in the workforce are
accompanied by changes in values, creating a new emphasis on the balance between work-life
and family life (Hall 1986). Work-life balance assumes great significance for women as they
are virtually in two full time jobs - one at home and the other at office.
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Framework of Women’s career advancement
Working mothers often have to challenge perceptions and stereotypes that evolve as a
working woman becomes a working mother... When a woman seeks a position of power within
an organisation, she must consider the toll on other facets of her life, including hobbies,
personal relationships and family. Most executive jobs require a substantial amount of time and
effort, which a working mother may not be able to devote due to family obligations. So also, it
may be nearly impossible for a working mother in a top management position to be the primary
care giver of her child. Women often find it more difficult to maintain balance on account of
the competing pressures of work and demands at home. Working women have to carefully
handle their personal balance and skilfully blend their roles, so as to optimise their potential in
all quadrants of life. This study focuses on the tough life of married working women of FLEX
in their battle to strike a balance between work and family life.
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1.4 RESEARCH PROBLEM AND ITS NEED
The research is basically for assessing the prevalence of work life among working
women. The purpose is also to present and discuss specifically the problems married women face
in the process of balancing their work and family life. Previously, the female workforce in India
was mainly employed in non-managerial, subordinate or low-profile positions. Now, they occupy
almost all categories of positions in the workplace. These changes in work culture have added to
women's duties and responsibilities to their family as well as to society. The conflicts between
competing work demands and personal and family needs seem to be the most probable reason for
this scenario of work-life conflicts. The study is proposed to examine the effect of organizational
culture, their stress and health balance or other potential workplace or family determinants on the
work life balance of married working women. The purpose of the study is to present and discuss
specifically the fact that that work–life is out of balance and in need of attention for most
working women irrespective of the sector they are into be it academic, healthcare or IT. The
study has been essential for assessing the growing need for work life balance policies and
programs for the working women.
1.5 RESEARCH OBJECTIVES
The objectives of the study are:
 To study the prevalence of work- life balance problem among working women.
 To study the extent to which various factors like organizational culture, workload,
financial assistance, work satisfaction, work life balance policies affects working
women.
 To analyze consequences such as health, time for family, stress, increased
expectation, and self-management that leads to poor work life balance among
working women.
 To study the work life balance problems among married women across their
demographic characteristics such as age group, designation and support from their
family.
 To suggest measures and ways for those working women to overcome poor work-life
balance.
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1.6 SCOPE OF THE STUDY
The scope of the study was to have a better and deeper understanding of the work-life
balance among married working women. For the past forty years, this alarming increase of
working mothers has created a very unique but now predictable lifestyle. Many of these women
have career of their own. This study explored the lives of married women who are also working
as professionals. The information shared by the women in the study assisted in the understanding
of this complex and increasingly common lifestyle. It also identified the issues and impacts
women experience in balancing work and home responsibilities. The purpose of the study was
also to understand what strategies women use to manage internal and external stressors because
motherhood places additional demands both physically and emotionally on women. The positive
and negative aspects of the lives of working women at a professional level will help shed light on
the issues, dilemmas, and joys that go along with this role combination. The potential benefits of
the proposed study include increasing understanding of the role of a working women, the
burdens that exist in their lives and the positive and negative aspects of the lives of working
mothers. Increasing understanding in this area is essential.
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REVIEW OF LITERATURE
This chapter provides, through selective reference to some of the literature, a clearer
understanding of work life balance concept and outlines previous research findings on the
effectiveness of internet work life balance among working women.
Friedman and Greenhaus, 2000: While the conflict between work and family may be
inevitable, researchers such as Friedman and Greenhaus (2000) suggest alternative methods for
reducing the stress. For example, more autonomy in the workplace and networking with peers
can increase the quality of work life. Their studies show that individuals who work for
organizations that allow individuals to spend more time at home, work in virtual employment,
and make flexible time arrangements, tend to perform better as a parent than those who do not
have these opportunities. Maintaining satisfaction on both fronts is important for reducing the
feelings of conflict.
Lan Day (2006): Lan Day stated in his study that the policies centered on extending parental
leave and child care provision promotes a greater flexibility in employment.
Work Life balance is a Pendulum. Pendulam is a rod with a weight that swings freely backward
and forward and at the end it regulates the mechanisms of a clock. Like, Women employee has to
satisfy both the work and family.
“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”
Gunavathy (2007): Gunavathy in the study among married women employees of BPO
companies outlined the causes, consequences of work life imbalance and interventions for work
life balance. The study revealed that more than two third of the respondents reported work life
imbalance primarily on account of work interference with personal life. Also concluded from this
study, stress and burnout, ill-health and poor work performance are the consequences of work
life imbalance.
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Shahnaz & Jamie (2008): Shahnaz & Jamie found that Work Stress and Work Life imbalance
correlated with workaholic, regardless of gender. Women may be taking a more career minded
view, while men are becoming more family oriented.
Mathew and Pachanatham (2009): Researchers stated that the women workforce in India was
mainly employed in non-managerial, subordinate or low profile positions in the past. At present,
they occupy almost all categories of positions in the workplace. These changes in work culture
have added to women’s duties and responsibilities to their family as well as to society.
Amita Singh (2010): Amita Singh suggested that flexi time, home working, child care facilities,
option to work part time are facilities that need to be introduced and recommended for building a
supportive work environment in the IT sector in India.
Krishna Reddy and Vranda (2010): Discuss the issues of Family and Work Conflict and Work
Family Conflict are more likely to exert negative influences in the family domain, resulting in
lower life satisfaction and greater internal conflict within the family variables impact the
experience of WFC and FWC. Compensation theory suggests that people add more to one
domain than the other in order to balance what lacks in either. In other words, life balance is a
direct result of the amount of time and psychological resources an individual decides to commit
to both domains. If the individual commits more time or psychological resources to work, then
work-family conflict may increase. If an individual decides to commit more resources to family
than work, but work requirements increase, then family-work conflict also increases.
Sayanti Ghosh, 2010: Women are mostly into full time services and are working 8 hours per
day and 5 days in a week minimum and are confronted by increasing workload every day. So,
most of them carry work and responsibilities to home but balancing between these two complex
situations in the present day fast life requires talent, tact, skill and caution. Women have to cope
up with high work targets, office commitments, tight meeting schedules and the duties and
responsibilities of life and home. Employers should concentrate on framing various policies and
schemes to facilitate Work life balance to encourage and attract women employees
Mohan and Ashok (2011): Mohan and Ashok explained that “Stress is often developed when an
individual is assigned a major responsibility without proper authority and delegation of power,
inter personal factors such as group cohesiveness, functional dependence, communication
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frequency, relative authority and organizational difference between role sender and focal
persons.”
Susi S & Jawaharrani.K (2011): Researchers agrees that a strong organizational culture
increases employees’ intent to remain in the organization. Work life balance must be supported
and encouraged at all levels of the organization including senior management, line managers and
all staff.
Vijaya Lakshmi (2013): Vijaya Lakshmi have studied and found the issues and problems of
women faculty working in educational institutions. Also found that women faculty members
underwent severe stress in the process of attaining Work Life Balance. Continued work pressure
resulted in poor performance. The result revealed that many female teachers have neglected their
health in the process of improving the life of their family members and their students.
G.Shiva (2013): G.Shiva studied that “Women professionals in high position in their office have
return from office in correct time, cook, clean and look after their family affairs. This makes
them more stress and leads to some health problems. The leading cause of stress arises because
of communication with Superior”
K.Santhana Lakshmi & S.SujathaGopinath (March 2013): Work Life Balance means the
competence to schedule the hours of an individual Professional and Personal life so as to lead a
healthy and peaceful life. It emphasize the values, attitudes and beliefs of women regarding their
age to work in organizing and balancing their work and personal life. The following variables
influencing the experience of WLB were identified while reviewing the various literatures.
• Work Family Conflict and Family Work Conflict
• Women in various roles
• Career Advancement
• Work Stress
• Child care
N.Gayathri & Dr.P.Karthikeyan, (August 2013): Work Life balance is not something that just
happens. It involves the efforts of a number of partners: the employee, the organization for which
the employee works, the family with whom the employee lives and the society in which all are
embedded. It involves mutual understanding and respect between all of these players.
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Work stress and Work Life Imbalance
Work Family Conflict and Family Work Conflict
Researchers define the incompatibility between the domain of work and the domain of family as
work-family conflict. Conflict between these domains occurs when participation in one role is
more difficult due to participation in the other role. Today, work-family conflict (work
interfering with family) is more prevalent than family-work conflict (family interfering with
work) though both can occur. However, regardless of the direction of causation, when one
domain is discordant with another domain, the result is conflict and increased stress on the
individual. Attribution theory states that there are internal and external explanations for work
family and family-work conflict.
N.Gayathri, Dr.P.Karthikeyan (2013): Employees learn different kinds of behavior from

workplace life and private life. Since reciprocal interactions between both the life domains occur
a Green Work Life Balance Concept is suggested to facilitate environmentally friendly behavior
for them.
S. Padma & M. Sudhir Reddy (2013): Studies that the demographics of the children has no
significant influence on the Work Life Balance of School Teachers. There is a statistically
significant impact of “Support in child care responsibilities from spouse and elder parents” on
WLB of school teachers.
Alqahtani, Tahani H. (2020): Work-life balance refers to the equilibrium that exists between an
individual's professional and personal lives. A healthy work-life balance is especially important
for working women in this day and age, when both the family and the job present several
obstacles and concerns for women. It is demonstrated that women face role conflict more than
males. Work-family conflict arises when an individual faces incompatible expectations from
both family and work obligations, making participation in both roles more challenging. This
imbalance leads to conflict at the work-life junction. Many family-friendly firms recognise the
importance of work-life balance, which includes recruiting and retaining quality employees,
reducing employee stress, increasing job satisfaction, and decreasing absenteeism.
Mahi Uddin 2021: This article states that working women have a range of challenges when it
comes to work-family balance due to societal, cultural, family, and gender expectations. Since
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the widespread implementation of COVID-19, these challenges have grown increasingly
complex. This qualitative research focuses on the work-family concerns of working women in
Bangladesh's distinct sociocultural setting. This research, led by a theme analysis, looks at the
different motivators and barriers that working women confront, as well as the ways they utilise to
manage work and family responsibilities. During the COVID-19, important driving forces for
women's work-life balance were identified as flexibility and homeworking, family and spousal
support, and organisational support. Women have enormous challenges in a Muslim patriarchal
culture owing to a lack of available time, as well as socio-cultural and family issues
Kumari Rashmi , Reeta Singh 2021: WLB is a complete concept that focuses on merging an

individual's work and personal life activities The key research areas in this discipline are
determinants of the work-life interface, such as organisational domain predictors, dispositional
(person) predictors, life domain predictors, and demographic predictors. Work domain predictors
and non-work domain predictors were among the consequences of the work-life interaction
identified in this field.
Babatunde Akanji, Chima Mordi 2022: The researchers reveal that the confinement policies
imposed due to the need to combat the spread of COVID-19 and patriarchal norms have
adversely affected stress amongst women, who have needed to perform significantly more
housework and childcare demands alongside working remotely than they did prior to the
pandemic. Due to the abrupt and extreme changes forming the "new normal" lifestyle, the
thematic analysis revealed a loss of personal resources (e.g., time, energy, and income), resulting
in career stagnation, health issues, and increased male chauvinism.
Importance of Work-Life Balance for Women
Studies have shown that the majority of women are working 40-45 hrs/week out of which
almost 53% of them struggle to achieve work-life-balance. The reason behind this struggle is that
they are being challenged by the demands of their organization versus the commitments of their
home. They need to manage the daily requirements of their family as one side and the multiple
schedules, meetings, business requirements and other routine responsibilities at work. Women at
work need to be taken care by their employers. Organizations have many such facilities like,
Transport, Canteen, Day care centers, Postal/saving schemes, Flexi-working hours, part-time
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working, provide the information about work-life balance policies and special leave arrangement
such as Annual leave & public holiday leave, Career Break leave, Leave for elective
representative, Leave to attend as witness at court in your organization, Health care centers,
rewards & recognition, career growth, Insurance plans, Job rotation, Incentives, Performance
related pays, Rest rooms and other government schemes like maternity, marriage, sick leave
benefit, & medical benefits. And other Work life balance options like Staff counseling,
Organizational psychology unit, Workplace Health Promotion, Social clubs, Pre-retirement club,
Women’s network, Breast feeding support groups etc.
These schemes help the women employees to work peacefully without any family, children
tension so that they able to give their best at work. Moreover, organizations have women
empowerment schemes like Forums, Committees, Grievance redresses system, suggestion
schemes where a women is empowered to share her views, complaints and suggestions with the
Top Management and derive solutions for the same.
Policy on Work-Life-Balance in Organizations:

If an organization needs to be successful with committed and productive women, it needs
to not only lay down schemes and strategies, but also needs to formulate policies and guide lines
that can monitor these schemes. The following steps are mandatory to formulate the policy on
WLB.
 Identification of the need for introducing WLB Policy.
 Creation of a Task-force that can lead this activity.
 Formulate the policy on WLB based on the company’s vision & mission’s statement.
 Form a committee that comprises of representatives from management as well as workers

category.
 Conduct workshops to enhance knowledge and necessity of this policy.
 Communicate the policy to all the employees.
 Implement the policy of maintain regular feedbacks & suggestions.
 Register and record each activity of the committees/Taskforce.
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 Update any changes that have been made to all employees.
 Make the policy reachable and understandable by all.
RESEARCH METHODOLOGY
This chapter focuses on research methodology that was used in the study. It provides a detailed
description of the research approach adopted in this study. Research design, target population,
research instruments, data collection and analysis methods used were presented in the subsequent
sections.
3.1 RESEARCH DESIGN
A research design is a plan that specifies the objectives of the study, method to be adopted in the
data collection, tools in data analysis and hypothesis is to be framed. The designed used for
studying the work-life balance among working women is Descriptive Research.
“A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.” The
research strategy used for the study is survey strategy. Survey is the collection of data from a
given population for the purpose of analysis of a particular issue.
The investigation took place through questionnaire survey method. The questionnaire is designed
based on different categories, so as to evaluate the factors and consequences of work life balance
among working women across the globe. The survey was collected individually from the
employee’s one after the other, it is to understand better about their perceptions and to identify
their level of work-life balance. Individual survey was done in order to maintain confidentiality `
3.2 AREA OF THE STUDY

The area chosen for the study is across India.
3.3 POPULATION
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The population can be defined as all people or item with the characteristics one wishes to
understand. It is a complete group of items about which knowledge is sought. Sample are the
subset of the universe selected on the basis of the aims and objectives of the study. This study
was done with the population across India.
3.4 SAMPLE SIZE

The study constitutes of 90 employees across Chennai.
3.5 SAMPLE DESIGN
Convenience Sampling was used for collecting data from working women across Chennai.
Convenient sampling is used here, because the survey was carried out based on convenient set of
population. Valerie J. Easton and John H. McColl's states “simple random sampling is the basic
sampling technique where we select a group of subjects (a sample) for study from a larger group
(a population). Each individual is chosen entirely by chance and each member of the population
has an equal chance of being included in the sample”. The sampling sources are respondents at
various levels from top level managers to low level managers. The respondents are selected at
random manner. To minimize bias, simple random sampling Method and convenient sampling
method is used. The time period was around 3 months.
3.6 DATA COLLECTION METHOD
a. PRIMARY DATA
Primary source of data refers to the first-hand collection of information the in person by the
researcher. The primary data is collected from the working women employees across India.
b. SECONDARY DATA
The secondary source of data is collected by someone else and which have already been passed
through the statistical process.
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3.7 TOOLS USED FOR ANALYSIS
QUESTIONNAIRE
The survey was conducted using questionnaire which consisted of questions related to factors
and consequences of work-life balance among working women.
Organizational culture
Workload
Financial assistance
Factors affecting
Work-life balance Work satisfaction
Work-life balance policies
Health
Time for family
Consequences Stress
of work-life
balance
Increased expectation
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Self-management
Support from family
The factors affecting WLB are Organizational Culture, workload, financial assistance, Work
Satisfaction and Work-Life balance Policies.
The consequences of work-life balance are Health, Time for Family, Stress, Increased
expectations, Self-management, Support from family.
3.8 STATISTICAL TOOLS USED

The descriptive and inferential statistics are computed through SPSS package version 20. The
different statistical tools for the present study include:
 PERCENTAGE ANALYSIS
 CHI-SQUARE
 ONE WAY ANOVA
 INDEPENDENT t-TEST
 PEARSON‟S CORRELATION
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DATA ANALYSIS AND INTERPRETATION
Data analysis and interpretation is the process of assigning meaning to the collected information
which will serve as basis for drawing conclusions, providing recommendations and identifying
the implications of the findings.
TABLE 4.1
TABLE SHOWING AGE OF THE RESPONDENTS
Frequency Percentage
20 -30 65 69.2
30 - 40 19 20.2
40 - 50 8 8.5
Above 50 2 2.1
Total 94 100
INTERPRETATION:
From the above table, it was observed that most of the respondents that 69% of them fall under
the age group of 20 - 30 followed by 20% under the age group 30 – 40 and 9% of them in the age
group of 40 - 50 and the remaining 2% of them were Above 50 age
Age
2%
9%
20%
69%
16
20 -30 30 - 40 40 - 50 Above 50
TABLE 4.2
TABLE SHOWING THE MARITAL STATUS OF THE RESPONDENTS
Single 62 66
Married 32 34
Total 94 100
INTERPRETATION:
From the above table, it was observed that 65.9% of respondents are Single and 34.1% were
married.
Marital Status
Married
34%
Single
66%
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TABLE 4.3
TABLE SHOWING THE EDUCATIONAL QUALIFICATION OF THE RESPONDENTS
Diploma 3 3.2
Bachelor's Degree /
54 57.4
UG
Master's Degree /
36 38.3
PG
Above PG Level 1 1.7
Total 94 100
INTERPRETATION:
From the above table, 57.4% respondents are undergraduates followed by 38% of post graduate
respondents and 3.2% of respondents have done diploma and 1.7% studied above the PG level.
Educational Qualification
2%3%
38%
57%
Diploma Bachelor's Degree / UG Master's Degree / PG Above PG Level
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TABLE 4.4
TABLE SHOWING THE INCOME LEVEL OF THE RESPONDENTS
Below 15,000 15 15.9
15,000 - 30,000 36 38.3
30,000 - 50,000 23 24.4
Above 50,000 14 14.8
Above 1,00,000 6 6.5
Total 94 100
INTERPRETATION:
From the above table, it was observed that 77% of respondents earn 30.000 – 50,000, 12% earn
around 15,000 – 30,000, 5% earn Below 15,000, 5% earn Above 50,000 and 2% of the
respondents earn Above 1,00,000.
Income Level
7% 16%
15%
24% 38%
Below 15,000 15,000 - 30,000 30,000 - 50,000 Above 50,000 Above 1,00,000
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TABLE 4.5
TABLE SHOWING THE LEVEL OF MANAGEMENT OF THE RESPONDENTS
Lower Level 36 38.3
Middle Level 49 52.1
Upper Level 9 9.5
Total 94 100
INTERPRETATION:
From the above table, it was understood that 38% of the respondents are lower-level staff, 52%
of the respondents are middle level staffs and the remaining 10% are senior staff.
Management Level
Lower Level Middle Level Upper Level
10%
38%
52%
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TABLE 4.6
TABLE SHOWING THE OVERTIME WORK OF THE RESPONDENTS
Daily 18 19.14
Weekly 26 27.65
Monthly 15 15.95
Rarely 27 28.72
Never 8 8.5
Total 94 100
INTERPRETATION:
From the above table, 28.72% of the respondents work overtime weekly, 28.72% of the
respondents rarely work overtime, 15.95% of the respondents work Overtime monthly, 19.14%
of the respondents work overtime daily and 8.5% of them never work overtime.
Overtime Work
Daily Weekly Monthly Rarely Never
9%
19%
29%
28%
16%
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TABLE 4.7
TABLE SHOWING THE WORKING MODEL OF THE RESPONDENTS
Remote 29 30.8
Hybrid 30 31.9
Work From Office 35 37.2
Total 94 100
INTERPRETATION:
From the above analyzed data, 37% of the respondents go to office, 32% of them prefer Hybrid
model and 31% prefer Remote Working Model.
Working Model
Remote Hybrid Work From Office
31%
37%
32%
22
TABLE 4.8
TABLE SHOWING HOW THE RESPONDENTS COMMUTE TO WORKPLACE
Public Transport 31 32.9
Private Transport 44 46.8
Arranged by the
19 20.1
company
Total 94 100
INTERPRETATION:
From the above table, 47% of the respondents prefer Private Transport, 33% Public Transport
and 20% of them use transport arranged by the company.
Commutation to Work Place
20%
33%
47%
Public Transport Private Transport Arranged by the company
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TABLE 4.9
TABLE SHOWING THE EFFECTIVENESS OF TRAINING PROGRAMS
Yes 56 59.5
No 38 40.4
Total 94 100
INTERPRETATION:
From the above table, 59.5% of the respondents have agreed that the training provided was
effective and 40.4% of the respondents have disagreed.
Effectiveness of Training Program
40.43
No
38
59.57
Yes
56
0 10 20 30 40 50 60 70
Training Effectiveness Percentage Training Effectiveness Frequency
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TABLE 4.10
Table showing the response for finding out whether the employee can give attention for
urgent family or personal issues immediately.
AGREE 11 11.7
NEUTRAL 20 21.27
DISAGREE 63 67.02
94 100
INTERPRETATION:
From the above table, it was observed that 12% of the respondents have agreed that they can give
attention for urgent family or personal issues immediately and 21% of the respondents have
neither agreed nor disagreed and the remaining 67% have disagreed.
67.02
DISAGREE
63
21.27
NEUTRAL
20
11.7
AGREE
11
0 10 20 30 40 50 60 70 80
OC1 Percentage OC1 Frequency
25
TABLE 4.11
Table showing of the response for finding out whether the employees discuss issues relating
to Work Life Balance with the superior.
AGREE 24 26
NEUTRAL 21 22
DISAGREE 49 52
Total 94 100
INTERPRETATION:
From the above table, 12% of the respondents have agreed that they discuss issues relating to
WLB with their superior and 21% of the respondents have neither agreed nor disagreed and the
remaining 67% have disagreed.
52
DISAGREE
49
22
NEUTRAL
21
26
AGREE
24
0 10 20 30 40 50 60
26
TABLE 4.12
Table showing the response for finding out whether the organization supports the
employees in terms of combining professional life with family life.
AGREE 21 22.34
NEUTRAL 23 24.46
DISAGREE 50 53.19
Total 94 100
INTERPRETATION:
From the above table, it was observed that 22% of the respondents have agreed that their
organisation supports the employees in terms of combining professional life with family life and
24% of the respondents have neither agreed nor disagreed and the remaining 53% have
disagreed.
53.19
DISAGREE
50
24.46
NEUTRAL
23
22.34
AGREE
21
0 10 20 30 40 50 60
TABLE 4.13
27
Table showing the response for finding out whether Counselling facility is provided for
work as well as family related issues.
AGREE 29 30.8
NEUTRAL 21 22.3
DISAGREE 44 46.8
Total 94 100
INTERPRETATION:
From the above table, it was observed that 30.8% of the respondents have agreed that their
organization provides Counselling facility for work as well as family related issues.
And 22.3% of the respondents have neither agreed nor disagreed and the remaining 46.8% have
disagreed.
46.81
DISAGREE
44
22.34
NEUTRAL
21
30.85
AGREE
29
0 5 10 15 20 25 30 35 40 45 50
TABLE 4.14
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Table showing the response for finding out whether their job keeps the employees away
from their family too much.
AGREE 19 20.2
NEUTRAL 21 22.3
DISAGREE 54 57.4
Total 94 100
INTERPRETATION:
From the above table, it was observed that 20.2% of the respondents have agreed that their job
keeps the employees away from their family too much and 57.4% of the respondents have
neither agreed nor disagreed and the remaining 22.3% have disagreed.
57.44
DISAGREE
54
22.34
NEUTRAL
21
20.21
AGREE
19
0 10 20 30 40 50 60 70
ST1 Percentage ST1 Frequency
TABLE 4.15
29
Table showing the response for finding out whether the employees get stressed often due to
their income level.
AGREE 20 21.2
NEUTRAL 19 20.2
DISAGREE 55 58.5
Total 94 100
INTERPRETATION:
From the above table, it was observed that 21.2% of the respondents have agreed that they get
stressed often due to their income level and 20.2% of the respondents have neither agreed nor
disagreed and the remaining 58.5% have disagreed.
58.51
DISAGREE
55
20.21
NEUTRAL
19
21.27
AGREE
20
0 10 20 30 40 50 60 70
TABLE 4.16
30
Table showing the response for finding out whether the employees are provided with good
compensation for their work.
AGREE 18 19.2
NEUTRAL 30 31.9
DISAGREE 46 48.9
Total 94 100
INTERPRETATION:
From the above table, it was observed that 19.2% of the respondents have agreed that they are
provided with good compensation for their work and 31.9% of the respondents have neither
agreed nor disagreed and the remaining 48.9% have disagreed.
48.95
DISAGREE
46
31.91
NEUTRAL
30
19.15
AGREE
18
0 10 20 30 40 50 60
TABLE 4.17
31
Table showing the response for finding out whether the respondents are satisfied with the
challenging opportunities they get.
AGREE 10 10.6
NEUTRAL 18 19.1
DISAGREE 66 70.2
Total 94 100
INTERPRETATION:
satisfied with the challenging opportunities they get and 19.1% of the respondents have neither
70.21
DISAGREE
66
19.14
NEUTRAL
18
10.63
AGREE
10
0 10 20 30 40 50 60 70 80
TABLE 4.18
32
Table showing the response for finding out whether the organization provides family -
friendly policies that help the employees to fulfill family commitments.
AGREE 8 8.5
NEUTRAL 26 27.6
DISAGREE 60 63.8
Total 94 100
INTERPRETATION:
provided with good compensation for their work and 27.6% of the respondents have neither
63.83
DISAGREE
60
27.65
NEUTRAL
26
8.51
AGREE
8
0 10 20 30 40 50 60 70
WLP1 Percentage WLP1 Frequency
TABLE 4.19
33
Table showing the response for finding out whether employees are expected to work from
home outside normal working hours.
AGREE 15 15.9
NEUTRAL 27 28.7
DISAGREE 52 55.3
INTERPRETATION:
From the above analyzed data, it was observed that 15.96% of the respondents have agreed that
they are expected to work from home outside normal working hours and 28.72% of the
respondents have neither agreed nor disagreed and the remaining 55.32% have disagreed
55.32
DISAGREE
52
28.72
NEUTRAL
27
15.96
AGREE
15
0 10 20 30 40 50 60
TABLE 4.20
34
Table showing the response for finding out whether WLB policies implemented in the
organization makes the employee’s job easier.
AGREE 13 13.8
NEUTRAL 25 26.5
DISAGREE 56 59.5
Total 94 100
INTERPRETATION:
From the above table, it was observed that 13.8% of the respondents have agreed that WLB
policies implemented in the organisaton makes their job easier and 26.5% of the respondents
have neither agreed nor disagreed and the remaining 59.5% have disagreed.
59.57
DISAGREE
56
26.59
NEUTRAL
25
13.83
AGREE
13
0 10 20 30 40 50 60 70
TABLE 4.21
35
Table showing the response for finding out whether the employees have enough time to
think, plan and to schedule their day-to-day activities.
AGREE 10 10.6
NEUTRAL 21 22.3
DISAGREE 63 67.2
Total 94 100
INTERPRETATION:
the have enough time to think, plan and to schedule their day-to-day activities and 22.3% of the
respondents have neither agreed nor disagreed and the remaining 67.2% have disagreed.
67.02
DISAGREE
63
22.34
NEUTRAL
21
10.64
AGREE
10
0 10 20 30 40 50 60 70 80
SM1 Percentage SM1 Frequency
TABLE 4.22
36
Table showing the response for finding out whether the employees can spend the time they
want on their own self-development.
AGREE 14 14.8
NEUTRAL 27 28.7
DISAGREE 53 56.8
Total 94 100
INTERPRETATION:
they find time for their own Self-Development and 28.7% of the respondents have neither agreed
nor disagreed and the remaining 56.3% have disagreed.
56.38
DISAGREE
53
28.72
NEUTRAL
27
14.89
AGREE
14
0 10 20 30 40 50 60
TABLE 4.23
37
Table showing the response for finding out whether the employees have time and energy to
engage in any leisure activities that they want to do.
AGREE 16 17.02
NEUTRAL 26 27.65
DISAGREE 52 55.32
Total 94 100
INTERPRETATION:
From the above analyzed data, it was observed that 17% of the respondents have agreed that they
have time and energy to engage in any leisure activity and 28% of the respondents have neither
55.32
DISAGREE
52
27.65
NEUTRAL
26
17.02
AGREE
16
0 10 20 30 40 50 60
TABLE 4.24
38
Table showing the response for finding out whether the employees can relax for a
minimum of 2 hours per day.
AGREE 15 15.9
NEUTRAL 26 27.6
DISAGREE 53 56.3
Total 94 100
INTERPRETATION:
From the above table, it was observed that 15.9% of the respondents have agreed that they can
relax for a minimum of 2 hours per day and 27.6% of the respondents have neither agreed nor
disagreed and the remaining 56.3% have disagreed.
SM4
56.38
DISAGREE
53
27.65
NEUTRAL
26
15.95
AGREE
15
0 10 20 30 40 50 60
TABLE 4.25
39
ASSOCIATION BETWEEN MARITAL STATUS AND WORKING MODEL
Marital Status * Working Model Crosstabulation
Working Model
Work from
Remote Hybrid Office Total
Marital Single 19 19 24 62
Status Married 10 11 11 32
Total 29 30 35 94
Chi-Square Tests
Asymptotic
Significance (2-
Value df sided)
Pearson Chi-Square 0.201 2 0.904
a. 0 cells (.0%) have expected count less than 5. The minimum expected count is 9.87.
H0 = There is no significant association between Marital status and Working Model
H1 = There is a significant association between Marital status and Working Model.
INTERPRETATION:
From the above table, the chi square value is 0.201, which shows that there is no significant
association between marital status and working model of respondents (P ≤ 0.904), Hence, null
hypothesis is accepted. Most of the ingle women prefer work from office.
TABLE 4.26
40
ASSOCIATION BETWEEN AGE AND DESIGNATION
Age * Designation Crosstabulation
Designation
Lower Level Middle Level Upper Level Total

Age 20 - 30 33 29 3 65
30 - 40 3 16 0 19
40 - 50 0 3 5 8
Above 50 0 1 1 2
Total 36 49 9 94
Chi-Square Tests
Asymptotic
Significance (2-
Value df sided)
Pearson Chi-Square 44.076a 6 0.001
a. 7 cells (58.3%) have expected count less than 5. The minimum expected count is .19.
H0 = There is no significant association between Age and Designation.
H1 = There is a significant association between Age and Designation.
INTERPRETATION:
From the above table, the chi square value is 44.076, which shows that there is a significant
association between age and designation of respondents (P ≥ 0.001). Hence, alternate hypothesis
is accepted.
TABLE 4.27
ASSOCIATION BETWEEN WORK OVERTIME AND DESIGNATION
41
Overtime Work * Designation Crosstabulation
Designation
Lower Middle Upper
Level Level Level Total
Overtime Daily 7 8 3 18
Work Weekly 14 12 0 26
Monthly 2 13 0 15
Rarely 10 13 4 27
Never 3 3 2 8
Total 36 49 9 94
Chi-Square Tests
Asymptotic
Significance
Value df (2-sided)
Pearson Chi-Square 15.955 a
8 0.043
a. 7 cells (46.7%) have expected count less than 5. The minimum
expected count is .77.
H0 = There is no significant association between Work Overtime and Designation.
H1 = There is a significant association between Work Overtime and Designation.
INTERPRETATION:
association between work overtime and designation of respondents (P ≥ 0.043). Hence, alternate
hypothesis is accepted.
TABLE 4.28
42
ASSOCIATION BETWEEN INCOME LEVEL AND QUALIFICATION
Income Level * Qualification Crosstabulation
Qualification
Above
Bachelor's Master's PG
Diploma Degree / UG Degree / PG Level
Income Below 15,000 1 7 7 0
Level 15,000 - 1 22 13 0
30,000
30.000 - 0 10 13 0
50,000
Above 50,000 0 13 1 0
Above 1 2 2 1
1,00,000
Total 3 54 36 1
Chi-Square Tests
Asymptotic
Significance (2-
Value df sided)
a. 12 cells (60.0%) have expected count less than 5. The minimum expected count
is .06
H0 = There is no significant association between income level and qualification.
H1 = There is a significant association between income level and qualification.
INTERPRETATION:
association between income level and qualification of respondents (P ≥ 0.002), Hence, alternate
hypothesis is accepted.
TABLE 4.29
43
ASSOCIATION BETWEEN INCOME LEVEL AND COMMUTATION TO
WORKPLACE.
Income Level * Commutation To Workplace Crosstabulation
Commutation To Workplace
Arranged
Public Private by the
Transport Transport company
Income Level Below 15,000 8 5 2
15,000 - 30,000 11 15 10
30.000 - 50,000 4 14 5
Above 50,000 6 6 2
Above 1,00,000 2 4 0
Total 31 44 19
Chi-Square Tests
Asymptotic
Significance (2-
Value df sided)
a. 8 cells (53.3%) have expected count less than 5. The minimum expected count is
1.21.
H0 = There is no significant association between income level and commutation to workplace.
H1 = There is a significant association between income level and commutation to workplace.
INTERPRETATION:
From the above table, the chi square value is 9.220, which shows that there is no significant
association between income level and commutation to the workplace of respondents (P ≥ 0.324),
Hence, null hypothesis is accepted.
TABLE 4.30
44
t- Test measuring mean differences between Marital Status and Support from Family.
H0 = There is no mean difference between Marital Status and Support from Family.
H1 = There is a significant mean difference between Marital Status and Support from Family.
Group Statistics
Marital Std. Std. Error

Status N Mean Deviation Mean
ConsoFS Single 62 9.81 7.213 .916
Married 32 14.56 4.127 .729
Independent Samples Test
Levene's Test for

Equality of
Variances t-test for Equality of Means
95% Confidence
Std.
Interval of the
Mean Error
Difference
Sig. (2- Differen Differen
F Sig. t df tailed) ce ce Lower Upper
Cons Equal 28.531 0.001 - 92 0.001 -4.756 1.381 -7.498 -2.014
oFS variances 3.445
assumed
Equal - 90.93 .000 -4.756 1.171 -7.082 -2.430
variances not 4.061 7
assumed
INTERPRETATION:
From the above table F value (28.531) measuring the mean difference between marital status and
Support from family is significant (P ≥ 0.001). Hence, alternate hypothesis is accepted. This
reveals there is a significant mean difference between marital status and Support from family.
45
TABLE 4.31
t- Test measuring mean differences between Marital Status and Level of Stress.
H0 = There is no mean difference between Marital Status and Level of Stress.
H1 = There is a significant mean difference between Marital Status and Level of stress.
Group Statistics
Std. Std. Error
Marital Status N Mean Deviation Mean
ConsoST Single 62 13.76 2.533 .322
Married 32 14.72 4.394 .777
Levene's
Test for
Equality of
95% Confidence
Std.
Interval of the
Mean Error
Difference
Sig. (2- Differenc Differe
F Sig. t df tailed) e nce Lower Upper
ConsoST Equal 4.544 .036 -1.346 92 0.182 -.961 .714 -2.379 .457
variances
assumed
Equal -1.143 41.92 .260 -.961 .841 -2.657 .736
variances 0
not
assumed
INTERPRETATION:
Level of stress is not significant (P ≤ 0.182). Hence, null hypothesis is accepted. This reveals
there is a no significant mean difference between marital status and level of stress.
46
TABLE 4.32
t- Test measuring mean differences between Marital Status and Self-Management.
H0 = There is no mean difference between Marital Status and Self-Management.
H1 = There is a significant mean difference between Marital Status and Self-Management.
Group Statistics
Marital Std. Std. Error

Status N Mean Deviation Mean
ConsoSM Single 62 13.98 3.380 .429
Married 32 14.56 3.473 .614

Levene's Test for
Equality of
95% Confidence
Interval of the
Mean Std. Error
Difference
Sig. (2- Differenc Differenc
F Sig. t df tailed) e e Lower Upper
Cons Equal .379 .539 -.779 92 0.438 -.579 .743 -2.054 .896
oSM variances
assumed
Equal -.772 61.2 0.443 -.579 .749 -2.076 .919
variances 82
not
assumed
INTERPRETATION:
Self-Management is not significant (P ≤ 0.438). Hence, null hypothesis is accepted. This reveals
there is no significant mean difference between marital status and self-management.
47
TABLE 4.33
ANALYSIS OF VARIANCE BETWEEN AGE AND LEVEL OF STRESS
Sum of
Squares df Mean Square F Sig.
Between Groups 13.980 12 1.165 2.486 0.008
Within Groups 40.770 87 .469

Total 54.750 99
H0 = There is no significant mean difference between Age and Level of Stress.
H1 = There is a significant mean difference between Age and Level of Stress.
INTERPRETATION:
In the above table F value is 2.486 for the mean difference between Age and Level of Stress is
significant (p ≥ 0.008). It reveals that there is a significant difference between age and level of
stress. Hence alternate hypothesis is accepted.
48
TABLE 4.34
ANALYSIS OF VARIANCE BETWEEN DESIGNATION AND SELF-MANAGEMENT
Sum of
Between 7.295 13 .561 1.468 0.146
Groups
Within Groups 32.865 86 .382
Total 40.160 99
H0 = There is no significant mean difference between designation and self-management.
H1 = There is a significant mean difference between designation and self-management.
INTERPRETATION:
In the above table F value is 1.468 for the mean difference between designation and self-
management is not significant (p ≥ 0.146). It reveals that there is no significant difference
between designation and self-management. Hence null hypothesis is accepted.
49
TABLE 4.35
ANALYSIS OF VARIANCE BETWEEN AGE AND SELF-MANAGEMENT
Sum of Mean
Squares df Square F Sig.
Between 21.229 3 7.076 .603 0.615
Groups
Within Groups 1056.696 90 11.741
Total 1077.926 93
H0 = There is no significant mean difference between age and self-management.
H1 = There is a significant mean difference between age and self-management.
INTERPRETATION:
In the above table F value is 0.603 for the mean difference between age and self-management is
not significant (p ≤ 0.615). It reveals that there is no significant difference between age and self-
management. Hence null hypothesis is accepted.
50
TABLE 4.36
ANALYSIS OF VARIANCE BETWEEN INCOME LEVEL AND ORGANISATIONAL

CULTURE
Sum of
Between Groups 27.291 14 1.949 1.753 0.060
Within Groups 94.499 85 1.112

Total 121.790 99
H0 = There is no significant mean difference between income level and organizational culture.
H1 = There is a significant mean difference between income level and organizational culture.
INTERPRETATION:
In the above table F value is 1.753 for the mean difference between income level and
organizational culture is not significant (p ≤ 0.060). It reveals that there is no significant
difference between income level and organizational culture. Hence null hypothesis is accepted.
51
TABLE 4.37
TABLE SHOWING CORRELATION BETWEEN ORGANISATIONAL CULTURE AND

WORK SATISFACTION
Organisation Work
Culture Satisfaction
ConsoOC Pearson Correlation 1 .579**
Sig. (2-tailed) .000

N 94 94
ConsoWS Pearson Correlation .579** 1

N 94 94
**. Correlation is significant at the 0.01 level (2-tailed).
H0 = There is no significant relationship between Organizational Culture and Work Satisfaction.
H1 = There is a significant relationship between Organizational Culture and Work Satisfaction.
INTERPRETATION:
From the above table, it is observed that the correlation coefficient is 0.579. The results show
that there is a strong positive relationship between the Organizational Culture and Work
Satisfaction.
52
TABLE 4.38
TABLE SHOWING CORRELATION BETWEEN SELF-MANAGEMENT AND WORK-

LIFE POLICIES
Correlations
Self- Work-Life
Management Policies
ConsoSM Pearson Correlation 1 .578**

N 94 94
ConsoWS Pearson Correlation .578** 1

N 94 94
H0 = There is no significant relationship between self-management and work-life policies.
H1 = There is a significant relationship between self-management and work-life policies.
INTERPRETATION:
From the table it was found that the correlation coefficient is 0.579. The results show that there
is significance relationship between Time for Self-Management and Work-Life Policies. Hence,
there is a strong positive relationship between Time for Self-Management and Work-Life
Policies.
TABLE 4.39
53
TABLE SHOWING CORRELATION BETWEEN LEVEL OF STRESS AND SELF-
MANAGEMENT
Correlations
Level of Self-
Stress Management
Pearson Correlation 1 .457**

Level of
Stress N 94 94
Pearson Correlation .457** 1

Self-
Management N 94 94
H0 = There is no significant relationship between Level of Stress and Self-Management.
H1 = There is a significant relationship between Level of Stress and Self-Management.
INFERENCE:
From the above table, it was found that there is significance relationship between Level of Stress
and Self-Management. The correlation coefficient value is 0.457. The results show that there is a
strong positive relationship between Level of Stress and Self-Management.
TABLE 4.40
54
TABLE SHOWING CORRELATION BETWEEN WORKLIFE BALANCE AND
WORKING WOMEN
Correlations
ConsoDV ConsoIDV
ConsoDV Pearson Correlation 1 0.495**

N 94 94
ConsoIDV Pearson Correlation 0.495** 1

N 94 94
H0 = There is no significant relationship between Work-Life Balance and Working Women.
H1 = There is a significant relationship between Work-Life Balance and Working Women.
INFERENCE:
From the above table, it was found that the correlation coefficient is 0.495, and there is
significance relationship between Work-Life Balance and working women. The results show that
there is a strong positive relationship between Work-Life Balance and Working women.
TABLE 4.41
55
TABLE SHOWING CORRELATION BETWEEN WORKLIFE BALANCE AND
WORKING WOMEN
Descriptive Statistics
Mean Std. Deviation N

Conso DV 24.55 5.476 94
Conso IDV 39.69 9.991 94
Correlations
Worklife Working
Balance women
Pearson Correlation Worklife 1.000 0.495
Balance
Working 0.495 1.000
women
Sig. (1-tailed) Worklife . 0.000
Balance
Working 0.000 .
women
N Worklife 94 94
Balance
Working 94 94
women
Model Summaryb
Adjusted R Std. Error of the

Model R R Square Square Estimate Durbin-Watson
1 0.495a 0.245 0.237 4.784 2.005
a. Predictors: (Constant), ConsoIDV
b. Dependent Variable: ConsoDV
R represents the relationship between dependent and all the independent variables.
R Square represent how much of the dependent variable can be explained by the independent
56
variable.
From the equation, it was realized that work life balance had a moderate relationship with
working women. The correlation value was 0.495 which is considered a low relationship because
the value falls lesser than 0.70 (Pallant, 2011). The R² indicates that 24.5 % (0.245) of employee
work life balance could be explained using the independent variables (factors affecting work-life
balance).
ANOVAa
Sum of
Model Squares df Mean Square F Sig.
1 Regression 683.492 1 683.492 29.862 0.000b
Residual 2105.742 92 22.889
Total 2789.234 93
a. Dependent Variable: ConsoDV
b. Predictors: (Constant), ConsoIDV
From the analysis, it is noted that the probability value of 0.000 (p<0.05) indicates that
the regression relationship was highly significant in predicting how organizational culture,
workload, financial assistance, work satisfaction and work-life balance policies affects women
employee work life balance. Further, the findings show that the overall model was significant.
Coefficientsa
Unstandardized Standardized 95.0% Confidence Interval
Coefficients Coefficients for B
Lower
Model B Std. Error Beta t Sig. Bound Upper Bound
1 (Constant) 13.784 2.032 6.785 0.000 9.749 17.819
ConsoID 0.271 0.050 0.495 5.465 0.000 0.173 0.370
V
CondoDV = 13.784 + .0271 (ConsoIDV)
57
23.7% variance in the dependent variable is explained by the independent variable. Hence
independent variable is a significant predictor of dependent variable.
Casewise Diagnosticsa
Case Number Std. Residual ConsoDV Predicted Value Residual

74 -3.418 11 27.35 -16.350
Residuals Statisticsa
Minimum Maximum Mean Std. Deviation N

Predicted Value 17.04 30.06 24.55 2.711 94
Residual -16.350 11.448 .000 4.758 94
Std. Predicted Value -2.772 2.033 .000 1.000 94
Std. Residual -3.418 2.393 .000 .995 94

FINDINGS, SUMMARY AND CONCLUSION
This chapter presents summary of findings, conclusion and recommendations of the study in line
with the objectives of the study.
58
5.1 FINDINGS:
 69% of respondents fall under the age group of 20-30 followed by 20% of respondents
fall in the age group of 30-40 and 9% in the Age of 40-50and 2% of them Above the Age
50.
 52% of respondents are Single and 48% were married.
 54% respondents are undergraduates followed by 36% of post graduate respondents and
3% of respondents have done diploma and 1% studied above the PG level.
 38% of the respondents are lower-level staff, 52% of the respondents are middle level
staffs and the remaining 10% are senior staff.
 77% of the respondents earn between 30,000-50,000, 12% of the population earn
between 15,000-30,000, whereas 2% earn above 1,00,000 and 5% Below 15,000 and
another 5% Above 50,000.
 37% of the respondents goes to office, whereas 31% preferred the remote option and 32%
undergoes Hybrid Model of Working.
 47% of the respondents use Private mode of transportation to commute to the office
location, whereas 33% use the Public Transportation and 20% use the transport arranged
by the company.
 56% of the respondents are satisfied with the training provided when new systems are
introduced in the organization whereas 38% of the respondents say that they had
ineffective or no training program.
 19% of the respondents work overtime daily, 28% works overtime weekly, 16% of them
work overtime monthly whereas 29% of them rarely work overtime and 8% of the
respondents never work overtime.
 12% of the respondents have agreed that the they discuss issues relating to WLB with
their superior
 12% of the respondents have agreed that they can give attention for urgent family or
personal issues immediately
 12% of the respondents have agreed that the they discuss issues relating to WLB with
their superior
 22% of the respondents have agreed that their organization supports the employees in
terms of combining professional life with family life
 30.8% of the respondents have agreed that their organization provides Counselling
facility for work as well as family related issues.
 20.21% of the respondents have agreed that their job keeps the employees away from
their family too much
 21.27% of the respondents have agreed that they get stressed often due to their income
level
 19.15% of the respondents have agreed that they are provided with good compensation
for their work
59
 8.51% of the respondents have agreed that they are provided with good compensation for
their work
 15.96% of the respondents have agreed that they are expected to work from home outside
normal working hours
 13.83% of the respondents have agreed that WLB policies implemented in the
organization makes their job easier
 10.64% of the respondents have agreed that the have enough time to think, plan and to
schedule their day-to-day activities
 14.89% of the respondents have agreed that they find time for their own Self-
Development
 17% of the respondents have agreed that they have time and energy to engage in any
leisure activity
 15.95% of the respondents have agreed that they can relax for a minimum of 2 hours per
day
FINDINGS FROM STATISTICAL TEST:
 Using chi-square, it was found that there is no significant association between marital
status and working model of respondents.
 Using chi-square, it was found that there is a significant association between age and
designation of respondents.
 Using chi-square, there is a significant association between work overtime and
designation of respondents.
 Using chi-square, there is a significant association between income level and
qualification of respondents.
 Using chi-square, there is no significant association between income level and
commutation to the workplace of respondents.
 Independent T-test, reveals there is a significant mean difference between marital status
and Support from family
 Independent T-test, reveals there is a significant mean difference between marital status
and level of stress.
 Independent T-test, reveals there is no significant mean difference between marital status
and self-management
 Using One Way ANOVA, it was found that there is a significant difference between age
and level of stress.
 Using One Way ANOVA, it was found that that there is no significant difference
between designation and self-management.
 Using One Way ANOVA, it was found that there is no significant difference between age
and self-management.
60
 Using One Way ANOVA, it was found that that there is no significant difference
between income level and organizational culture.
 Using Pearson’s correlation, it was found that there is a strong positive relationship
between the Organizational Culture and Work Satisfaction.
between Time for Self-Management and Work-Life Policies.
between Level of Stress and Self-Management.
between Work-Life Balance and Working women
5.2 SUMMARY
Studies have shown that the majority of women are working 40-45 hours/week out of which
almost 53% of them struggle to achieve work-life-balance. The reason behind this struggle is that
they are being challenged by the demands of their organization versus the commitments of their
home. They need to manage the daily requirements of their family as one side and the multiple
schedules, meetings, business requirements and other routine responsibilities at work. Women at
work need to be taken care by their employers. Organizations have many such facilities like,
Transport, Canteen, Day care centers, Postal/saving schemes, Flexi-working hours, part-time
working, provide the information about work-life balance policies and special leave arrangement
such as Annual leave & public holiday leave, Career Break leave, Leave for elective
representative, Leave to attend as witness at court in your organization, Health care centers,
rewards & recognition, career growth, Insurance plans, Job rotation, Incentives, Performance
related pays, Rest rooms and other government schemes like maternity, marriage, sick leave
benefit, & medical benefits. And other Work life balance options like Staff counseling,
Organizational psychology unit, Workplace Health Promotion, Social clubs, Pre-retirement club,
Women’s network, Breast feeding support groups etc.
These schemes help the women employees to work peacefully without any family, children
tension so that they able to give their best at work. Moreover, organizations have women
empowerment schemes like Forums, Committees, Grievance redresses system, suggestion
schemes where a women is empowered to share her views, complaints and suggestions with the
Top Management and derive solutions for the same.
61
5.3 CONCLUSION
The analyses of work life balance presented in this study are an attempt to understand
factors affecting work life balance of working women and consequences of poor work life
balance. In the Indian context, women remain primarily responsible for their family and career is
rarely given top priority. This study has revealed that burden of excessive work, the Work-Life
Balance policies are the prime factors affecting work life balance of working women. As a
consequence women suffer from job burn-out, experience high levels of stress and anxiety, are
unable to realize their full potential and also do not enjoy harmonious family life. Informal
discussions with working women revealed that those who had family support and flexible work
schedule enjoyed better work life balance. Work-life balance is a critical issue for both people
and organizations now. Several factors that contribute to an individual's work-life balance and
imbalance, which plays a significant role in women's personal and professional lives.
Furthermore, it has been explained that a better work-life balance has various good implications,
but an individual's imbalance between work and family has a negative influence that is
accountable for some major issues for both the individual and the company.
The above findings have implications for working women with regard to gaining a deeper
understanding of factors affecting work life balance and consequences of poor work life balance.
It also provides insights into finding solutions to maintain healthy work life balance
5.4 SUGGESTIONS
From the research on Work-Life Balance among working women, it is understood that most of
the organizations have good Organizational culture, work satisfaction and financial assistance.
62
The research revealed various factors affecting working women which leads to poor Work-Life
Balance. Factors like Workload and Work-Life Balance policies affects women to have proper
work life balance. Flexible shifts and duration of working hours shall be corrected accordingly to
have better work-life balance among their women.. It is also suggested that equal Work-Life
Balance policies will make them to have better commitment towards their work. Yearly benefits
for their family shall make them also to balance their family and work. A healthy lifestyle is vital
for managing stress and achieving work-life balance. Eat a healthy diet, include physical activity
into your regular routine, and get enough sleep. Dress up to work from home and, if possible,
have a quiet dedicated workspace if you work from home. When you finish working for the day,
detach and transition to home life by changing your outfit, going for a drive or walk, or
participating in an activity with your children. It is also clear that women has good family
support. To satisfy their expectation good recognition shall be given so that it won’t affect their
work satisfaction which is a main factor of work-life Balance
BIBLIOGRAPHY
https://www.hrzone.com/hr-glossary/what-is-work-life-balance
https://www.mentalhealth.org.uk/a-to-z/w/work-life-balance
63
https://sprigghr.com/blog/performance-culture/the-importance-of-work-life-balance/
https://www.ilo.org/global/topics/working-time/wl-balance/lang--en/index.htm
https://www.linkedin.com/pulse/consequences-work-life-imbalance-elizabeth-eludinni/
https://www.mayoclinic.org/healthy-lifestyle/adult-health/in-depth/work-life-balance/art-20048134
https://observatorio.campus-virtual.org/uploads/31456_Delina-Raya_IJCBM2013_Work-life.pdf
http://www.pbr.co.in/2015/2015_month/April/3.pdf
https://observatorio.campus-virtual.org/uploads/31456_Delina-Raya_IJCBM2013_Work-life.pdf
https://www.academia.edu/36911520/
WORK_LIFE_BALANCE_STUDY_FOCUSED_ON_WORKING_WOMEN
https://www.jstor.org/stable/23070581
https://www.talentintelligence.com/3-factors-that-affect-work-life-balance/
https://onlinelibrary.wiley.com/doi/full/10.1111/issj.12267
https://www.researchgate.net/profile/Tahani-Alqahtani-2/publication/341879031_Work-
Life_Balance_of_Women_Employees/links/5ed7c26192851c9c5e74fa9e/Work-Life-Balance-of-
Women-Employees.pdf
http://indianjournalofmanagement.com/index.php/pijom/article/view/157690
https://www.emerald.com/insight/content/doi/10.1108/PR-08-2020-0636/full/html
https://blog.vantagecircle.com/quality-of-work-life-qwl/
https://www.businessnewsdaily.com/5244-improve-work-life-balance-today.html
https://www.seek.com.au/career-advice/article/5-steps-to-start-improving-your-work-life-balance
https://teamstage.io/women-in-the-workforce-statistics/
ANNEXURES
A STUDY ON WORK-LIFE BALANCE AMONG WORKING WOMEN
64
Declaration: Dear Sir/Madam, I am student of MOP Vaishnav College for women, Chennai
pursuing MA in Human Resource Management. As part of my curriculum, I am required to do a
final year project to study THE Work-Life balance among Working Women and all responses
given by you will be strictly kept confidential and used for academic purpose only. Thank You
1) Marital Status:
a) Single
b) Married
c) Divorced
d) Prefer not to say
2) Age:
a) 20 – 30
b) 30 – 40
c) 40 – 50
d) Above 50
3) How often do you work overtime?
a) Daily
b) Weekly
c) Monthly
d) Rarely
e) Never
4) What kind of working Model do you prefer?

a) Remote
b) Hybrid
c) Work from office
10) Do you feel satisfied with the training provided when new systems are introduced in the
organisation?
a) Yes
b) no
I.ORGANIZATIONAL CULTURE
5) I can give my attention for urgent family or personal issues immediately

a) SA=strongly agree
b) A=agree
c) N=neutral
d) DA=disagree
e) SDA=strongly disagree
65
6) I can openly discuss issues relating to work life balance with my superior.
b) A=agree
c) N=neutral
d) DA=disagree
7) My organization supports the employees in terms of combining professional life with
family life
b) A=agree
c) N=neutral
d) DA=disagree
8) Is Counselling facility provided for work as well as family related issues?
b) A=agree
c) N=neutral
d) DA=disagree
II. STRESS
9) My job keeps me away from my family too much
b) A=agree
c) N=neutral
d) DA=disagree
10) I get stressed often due to my income level.

b) A=agree
c) N=neutral
d) DA=disagree
11) I am provided with good compensation for my work.
b) A=agree
c) N=neutral
d) DA=disagree
12) I am satisfied with the challenging opportunities I get.
66
b) A=agree
c) N=neutral
d) DA=disagree
III. WORK LIFE BALANCE POLICIES

13) The organization provides family – friendly policies that help me to fulfill family
commitments
b) A=agree
c) N=neutral
d) DA=disagree
14) Employees are expected to work from home outside normal working hours.
b) A=agree
c) N=neutral
d) DA=disagree
15) WLB policies implemented in the organization makes my job easier
b) A=agree
c) N=neutral
d) DA=disagree
IV.SELF-MANAGEMENT
16) I have enough time to think, plan and to schedule my day-to-day actiivities
b) A=agree
c) N=neutral
d) DA=disagree
17) I can spend the time I want on my own self-development

b) A=agree
c) N=neutral
d) DA=disagree
67
18) I have time and energy to engage in any leisure activities that I want to do
b) A=agree
c) N=neutral
d) DA=disagree
19) I can relax for a minimum of 2 hours per day

b) A=agree
c) N=neutral
d) DA=disagree
V. SUPPORT FROM FAMILY - FOR MARRIED WOMEN:

20) My spouse equally shares household activities and child caring responsibilities.
b) A=agree
c) N=neutral
d) DA=disagree
21) Does the company offers In-House (Online/Offline) Doctor facility for its employees?
b) A=agree
c) N=neutral
d) DA=disagree
22) Does the company provide maternity and paternity leave to the employees? SA=strongly
agree
b) A=agree
c) N=neutral
d) DA=disagree
23) My spouse equally concentrates in children studies.

b) A=agree
c) N=neutral
68
d) DA=disagree
24) I can make my kids ready for school with my family members.
b) A=agree
c) N=neutral
d) DA=disagree
69

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Work-Life Balance Among Women Employees

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INTRODUCTION

1.1 BACKGROUND TO THE STUDY

1.3 WORK-LIFE BALANCE AND WOMEN

1.5 RESEARCH OBJECTIVES

The objectives of the study are:

N.Gayathri, Dr.P.Karthikeyan (2013): Employees learn different kinds of behavior from

Kumari Rashmi , Reeta Singh 2021: WLB is a complete concept that focuses on merging an

Importance of Work-Life Balance for Women

Policy on Work-Life-Balance in Organizations:

 Identification of the need for introducing WLB Policy.

 Creation of a Task-force that can lead this activity.

 Form a committee that comprises of representatives from management as well as workers

 Conduct workshops to enhance knowledge and necessity of this policy.

 Communicate the policy to all the employees.

 Implement the policy of maintain regular feedbacks & suggestions.

 Register and record each activity of the committees/Taskforce.

 Make the policy reachable and understandable by all.

3.1 RESEARCH DESIGN

3.2 AREA OF THE STUDY

3.4 SAMPLE SIZE

3.5 SAMPLE DESIGN

3.6 DATA COLLECTION METHOD

Work-life balance Work satisfaction

Work-life balance policies

Time for family

Support from family

3.8 STATISTICAL TOOLS USED

TABLE SHOWING AGE OF THE RESPONDENTS

TABLE SHOWING THE MARITAL STATUS OF THE RESPONDENTS

TABLE SHOWING THE EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

Diploma Bachelor's Degree / UG Master's Degree / PG Above PG Level

TABLE SHOWING THE INCOME LEVEL OF THE RESPONDENTS

TABLE SHOWING THE LEVEL OF MANAGEMENT OF THE RESPONDENTS

TABLE SHOWING THE OVERTIME WORK OF THE RESPONDENTS

TABLE SHOWING THE WORKING MODEL OF THE RESPONDENTS

TABLE SHOWING HOW THE RESPONDENTS COMMUTE TO WORKPLACE

Commutation to Work Place

Public Transport Private Transport Arranged by the company

TABLE SHOWING THE EFFECTIVENESS OF TRAINING PROGRAMS

Effectiveness of Training Program

Training Effectiveness Percentage Training Effectiveness Frequency

OC1 Percentage OC1 Frequency

OC2 Percentage OC2 Frequency

OC3 Percentage OC3 Frequency

OC4 Percentage OC4 Frequency

ST1 Percentage ST1 Frequency

ST2 Percentage ST2 Frequency

ST3 Percentage ST3 Frequency

ST4 Percentage ST4 Frequency

WLP1 Percentage WLP1 Frequency

WLP2 Percentage WLP2 Frequency

WLP3 Percentage WLP3 Frequency

SM1 Percentage SM1 Frequency

SM2 Percentage SM2 Frequency

SM3 Percentage SM3 Frequency

SM4 Percentage SM4 Frequency

Marital Status * Working Model Crosstabulation

H0 = There is no significant association between Marital status and Working Model

H1 = There is a significant association between Marital status and Working Model.

Age * Designation Crosstabulation

Lower Level Middle Level Upper Level Total

H0 = There is no significant association between Age and Designation.

H1 = There is a significant association between Age and Designation.

ASSOCIATION BETWEEN WORK OVERTIME AND DESIGNATION