A STUDY ON

“WORK LIFE BALANCE IT INDUSTRY”

WIPRO

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 INDEX

S.NO PARTICULARS PAGE :NO

1.1 INTRODUCTION
1.2 NEED FOR THE STUDY
CHAPTER-1 1.3 OBJECTIVES OF THE STUDY
1.4 HYPOTHESIS
1.5 SCOPE OF THE STUDY
1.6 METHODOLOGY
1.7 LIMITATIONS
1.8 CHAPTERISATION

CHAPTER-2 2.1 THEORETICAL FRAME WORK &

REVIEW F LITERATURE

CHAPTER-3 3.1 INDUSTRY PROFILE

3.2 COMPANY PROFILE

CHAPTER-4 DATA ANALYSIS AND INTERPRETATIONS

5.1 FINDINGS
CHAPTER-5 5.2 SUGGESTIONS
5.3 CONCLUSION
BIBILIOGRAPHY

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 ABSTRACT

Work life balance is a balance between flow and time, the flow of managing time by
use of technology and setting priorities in life. The aim of this study is to examine the impact of
organisation policies related to Work Life Balance on work and family in IT companies in
Noida. The Present study consists of primary data of 100 employees of both male and female
working in five Information technology (IT) companies in Noida. For the study data was
collected through questionnaire method. The data are analyzed using percentage analysis, Chi
Square and t- test. Results indicate higher level of job stress in female employees as compared to
male employees working in organisation secondly female employees face more problems in
maintaining work life balance than men employees in IT industry. The results provide critical
insight as to how work life balance is perceived by men and women in IT industry where 38% of
females are working which are much in number as compared to other sectors. Organisational
policies with regard to work life balance are maintained but are not enough. This paper will help
organisation to update these policies to provide better living to employees and maintain a better
work culture.

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 CHAPTER-1

INTRODUCTION

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 1.1 INTRODUCTION

WORK LIFE BALANCE

Work life balance has emerged as an important concept in today’s organisation. It is a combination of
three words which define the life of individuals working in an organisation that when you are at work
be engaged in work and when you are at home be at home. i.e. to maintain a balance between work and
personal life is Work life balance. It is also known as work life integration, work life coordination,
work life reconciliation, Work life Masonic. “Work the term includes career and ambition of Individual
while life style includes health, pleasure, leisure and family.

The concept of work life was first used in United Kingdom in late 1970 to describe the balance between
an individual’s work and personal life then it came into focus in United States in 1986.

Work life balance came into focus due to emerging technology as companies uses email, computer and
cell phones which empower employees to attain office work even beyond physical boundaries of
office, so this affect employees personal life as even at home they are busy in attending and completing
office assignment which create less focus on family and hamper personal life which results into work
life conflict of employees. If work life balance not maintained properly, this can result into stress which
directly affects employee’s health if an employee works into stressful environment he will burnout.

Another important thing is that work life balance is not gender specific it is just not related to
female employees in fact includes both male and female employees it is true that female employees
suffer more as they have complete responsibility of children and family and even have to challenge
stereotype. Organisation and their policies play a very important role for employees to manage with
work and life.

Demographic profile plays a very important role in work life balance as it evolved from the changes
that took place from demographic structure. Increase in number of women employees to make better
living for their family, increase in age of retirement this let organisation to change and make policies
related to easy working for this employer added services like crèches, rest room
Work life balance is directly related with job satisfaction if the employees are not satisfied with the
organisational policies related to wok life balance it will directly affect the organisation in retaining
and attracting efficient employees, as the success of an organisation depends on the quality of
employees which result in high productivity.

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After 2008 global recession insecurity in jobs has increased a lot of pressure on employees to save
their job and to improve their career they work more dedicatedly which can result in stress and this
stress can even be carried home which may cause burnout. Even if an employee wants to make
boundary between work and family he cannot as if one spouse is in stress automatically its affects
another. Proper work life balance policies can result in decreasing the job stress these can be through
proper communication use of technology.
Due to globalisation and outsourcing there is a tremendous change in working hours, concepts like
part time work, work from home, flexi timing, staggered hours has emerged which benefit the
employees in managing their work and family and many companies especially IT industries . It has
now become important to introduce flexible working to enhance work life balance.

Enrichment programmes are a step ahead of work life balance but if provided by the company act as a
support of organisation towards employees. It act to improve and enrich life of employees, if we see
only few companies provide enrich programmes but there is a need as employees are not able to find
time with family group but by.
WORK LIFE BALANCE IN IT SECTOR IN INDIA.
In India work life balance came into focus after globalisation in 1991. A lot environmental change
resulted in long working hours, completing the target and competition had direct effect on
employees work life balance in India. Emergence of Information Technology Sector due to
globalisation was the main outcome. There was an impressive growth by IT- ITes from 1994 to 2008.
During this period there was immense growth of female labor participation in IT sector. So unlike
other sectors women participation in this sectors is more, so this sector does not discriminate gender
issue. This IT sector requires commitment of employees in terms of night shifts, long working hours,
social and cultural difference. All these have brought work life imbalance in Information technology
sector.
To maintain a healthy work life balance is not sole responsibility of employee but organisation also
play a very important role. Organisation being the policy makers set norms and conditions they make
various policies and programme to make life of employees adjustable to the changing needs and
demands of employees to make life better.
Wipro introduced policy like paid holidays, maternity benefit and introduced ‘Mitr’a counselling
program for employee’s welfare.

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 1.2 OBJECTIVE OF THE STUDY
1. To study the work life balance of working parents in WIPRO.
2. To analyse the differences in the perception of male and female working parent towards work
life balance.
3. To examine the relationship and the impact of work life balance on working parent’s personal
life.
4. To examine the relationship and the impact of work life balance on working parent’s
professional life.

5. To find out reasons for work life balance of employees in WIPRO.

6. To find out effectiveness of work life balance of employees in WIPRO.

7. To find out how to improve work life balance of employees in WIPRO

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 1.2 NEED&IMPORTANT OF THE STUDY
The accomplishment of any association depends to a great extent on the
specialists, the representatives are considered as the foundation of "WIPRO". The Study
is to recognize the work life balance among ladies representatives. Because of ill-advised
work life balance among ladies representatives there will be a misfortune in profitability
level of the association. The significant requirement for the investigation is to decrease
the pressure and to improve the work life balance among the ladies representatives in the
association and improve the nature of work and spur workers.

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 1.3 SCOPE OF THE STUDY
This venture depends on the work life equalization winning among ladies representatives
working in WIPRO An endeavour is made to investigate the organization's exhibition through the
workers fulfillment about the work life balance. To touch base at proposals and suggestions to improve
the work life balance among ladies employees in order to increase their efficiency

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 1.4 HYPOTHESIS
1. H0: There is no significant difference in the perception of male and female towards work life
balance.
2. H1: There is significant difference in the perception of male and female towards work life
balance.

3.

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 1.5 RESEARCH METHODOLOGY
Research Design: The present study is Empirical in nature.

Sample Size: Data was collected from 50 Working employee of WIPRO.

Locale of the study: The examination is about the WORK LIFE BALANCE in WIPRO
HYDERABAD the investigation is done based on both essential and optional information bases
gathered from the association.

Sampling Technique: Random Sampling method was followed.

Research Instrument: Questionnaire was drafted for conducting the study.

COLLECTION OF DATA:

PRIMARY DATA:

• Help of the survey from non-administrators.

• Informal chat with the official work force.

• Informal chat with the representatives of the association.

SECONDARY DATA:

• Induction Booklet with respect to the data of the association.

• Information from the association's site.

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 1.6 LIMITATIONS
1. Help of the survey from non-administrators.
2. Informal chat with the official faculty.
3. Informal converse with the workers of the association.
4. Auxiliary Data Sources:
5. Induction Booklet with respect to the data of the association.
6. Information from the association's site.
7.

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 1.8 CHAPTERIZATION
The entire Project is 5 chapters..

CHAPTER-1: Introduction brings out the importance of the study, and states its objectives and hypotheses. It
also includes methodology and limitations.

Chapter II:REVIEW OF LITERATURE. will contain previous reviews, history of the Problems. A Quick look
on subjective well-being will also be carried out in chapter II.

Chapter III INDUSTRY PROFILE AND COMPANY PROFILE.

CHAPTER-IV DATA ANALYSIS AND INTERPRETATAIONS.

CHAPTER-V Findings, Suggestions and Conclusions.

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 CHAPTER-2

THEORETICAL FRAME WORK

&
REVIEW OF LITERATURE

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 THEORETICAL FRAME WORK
Work life equalization is about individuals having a proportion of authority over when, where
and how they work. It is accomplished when a person's entitlement to a satisfied life inside and outside
paid work is acknowledged and regarded as the standard, to the common advantage of the individual,
business and society.

In his book "overseeing Work-Life Balance", David Clutter buck characterizes work-life as:

• Being mindful of various requests on schedule and vitality

• Having the capacity to settle on decisions in the allotment of time and vitality

• Knowing what esteems to apply to decisions

• Making decisions

The term 'Work-Life Balance' was first instituted in 1986 in response to the unfortunate decisions that
numerous Americans were making for the work place, as they picked to disregard family, companions
and recreation exercises in quest for corporate objectives.

Work-Life equalization is an individual's authority over the conditions in their working environment. It
is cultivated when an individual feels dually fulfilled about their own life and their paid occupation. It
commonly benefits the individual, business and society when an individual's close to home life is offset
with his or her own activity.

The Work-life balance procedure offers an assortment of intends to diminish feelings of anxiety and
increment work fulfillment in the representative while improving business benefits for the business. In
our inexorably furious world, the work-life methodology tries to discover a harmony among work and
play.

A sentence that brings work life parity to the point is:"Work to live, don't live to work".

The best individual work-life equalization fluctuates after some time, frequently every day. The correct
parity for an individual today will presumably be diverse for him/her tomorrow – the correct
equalization for an individual when he/she is single will be distinctive when he/she gets hitched or
he/she turns into a parent; when he/she begins another profession sections when he/she is nearing
retirement. The best work-life parity is diverse for every last one of us since we as a whole have various
needs and various lives.

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HISTORY-TRAIL AND ERROR

During the 1960s and 1970s, managers considered work-life principally an issue for working another's
who battled with the requests of their occupations and bringing up kids all through this period and into
the mid-1980s,the U.S. government had the significant effect in the field, as reflected by the
presidential gathering on families, the pregnancy segregation act(1978), and the nature of business
survey(1977).

During the 1980s, perceiving the worth and necessities of their ladies benefactors, spearheading
associations, for example, Merck, Deloitte and Touche ,IBM and so on started to change their interior
working environment strategies, systems, and advantages.- 2-the progressions included maternity
leaves, worker help programs(EAPs),flextime, locally situated work and youngster care referral. During
the 1980s men likewise started voicing work-life concerns. Before the decade's over, work-life parity
was viewed as something beyond a lady's issue, influencing men, families, and associations and
societies.

The 1990s set the acknowledgment of work-life balance as an imperative issue for everybody Women,
men, guardians and non-guardians, singles, and couples. This developing familiarity with the focal
significance of the issue brought about real development in endeavored work-life arrangements during
this decade. Various investigations demonstrated that the ages from infant to boomers to new school
graduates were settling on occupation decisions dependent on their own-work life issues and
Employers' societies.

Lamentably, in spite of the fact that organizations were receiving family neighborly arrangements,
workers and directors were not actualizing them. A considerable lot of the approaches put into the spot
in the 1980's neglected to significantly affect most administrators and representatives certifiable work-
life equalization results.

During the primary long stretches of twenty first century, the baffling outcomes made HR and work-life
experts just as officials at all levels assess the situation. Karol Rose, writer of the distributed book
"Work-Life Strategies", remarks on these patterns in fortune magazine's third yearly work life
extraordinary element incorporated into the October 2005 issue. She noticed that the work life initiative
committee of the meeting Board (established in 1983), a social event of abnormal state corporate HR
and work life balance experts made these inference on thinking back in the course of the most recent
decade of endeavors among their primary concerns were:

Work life business cases have not accomplished their planned impact.
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• Stress, over work, and their negative effect on efficiency and medicinal services expenses are
genuine and developing.

•Competition for ability from all levels and ages will increment.

•Some of the arrangements proposed by the work life gathering included:

•Draw from various associations and offices speaking to alternate points of view to distinguish key
work life issues, the following huge thing "and the future prescribed procedures".

• Identify the new patterns which probably won't be unmistakable now, and create vital reactions.

• Create another dialect for the work life field

• Maximize the recipients of work life endeavors.

WORLDWIDE PERCEPTION

In the course of the last a quarter century, there has been a significant increment in work which is felt to
be expected, to some degree, by data innovation and by a serious, focused workplace. Long haul
unwaveringness and a "feeling of corporate network" have been disintegrated by a presentation culture
that expects increasingly more from their workers yet offers little security consequently.

Numerous specialists determined that innovation would wipe out most family tasks and give individuals
substantially more time to appreciate recreation exercises; lamentably, many have chosen to disregard
this alternative being "egged on" by a consumerist culture and a political motivation that has "raised the
hard working attitude to exceptional statures and in this way strengthened the low worth and worth
appended to child rearing".

In her ongoing book, "Willing Slaves – How the Overwork Culture is Ruling our Lives", Madeleine
Bunting expressed that from 1977 to 1997 Americans working all day have expanded their normal
working hours from 43.6 hours to 47.1 hours every week. (This does exclude time required to go to and
from their places of business).

Numerous Americans are encountering burnout because of exhaust and expanded pressure. This
condition is seen in about all occupations from industrial laborers to upper administration. Over the
previous decade, an ascent in working environment savagery, an expansion in levels of non-appearance
just as rising laborers' remuneration cases are all proof of an undesirable work life balance.

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Worker help experts state there are numerous reasons for this circumstance extending from individual
desire and the weight of family commitments to the quickening pace of innovation. As indicated by an
ongoing report for the Center for Work-Life Policy, 1.7 million individuals consider their occupations
and their work hours unnecessary due to globalization.

These troublesome and debilitating conditions are having antagonistic impacts. As indicated by the
examination, 50% of top corporate officials are leaving their present positions. Albeit sixty-four percent
of laborers feel that their work weights are "self-perpetrated", they express that it is negatively affecting
them. The investigation demonstrates that, broadly, 70%, and internationally, eighty-one percent, state
their occupations are influencing their wellbeing.

Between forty-six and fifty-nine percent of laborers feel that pressure is influencing their relational and
sexual connections. Also, men feel that there is a sure disgrace related with saying "I can't do this".

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Methodologies TOWARDS WORK – LIFE BALANCE

As of not long ago, most associations have taken an uneven "frameworks" way to deal with their work-
life endeavors. Their attention has been on receiving association strategies, advantages, and methods to
take care of the work-life-balance issue. Albeit supportive, than it is an association the framework
approach neglects a basic reality: at its center, work-life parity is more an individual issue that
influences the authoritative issue that influences the person.

The framework approach asks – "What can the association do to make a superior work-life balance for
the individual?" the other portion of the work-life system, the individual methodology, asks – "What
can singular representatives and supervisors accomplish for themselves to make their very own best
work-life balance?"

The relationship between's the two methodologies is referenced beneath:

Frameworks approach (left leg of work-life stepping stool)

The frameworks approach is the left leg of the stepping stool. On the off chance that an association
resembles most, at that point a genuinely strong left leg is now manufactured – medical coverage, get-
away time, different advantages, and perhaps EAP or instruction projects or adaptable work
arrangements. It is critical to strengthen what is as of now set up, however it might likewise be
profitable to execute some inventive, possibly snappy hit openings that have demonstrated to have a
high effect in is suggested and actualize certain associations.

Anything that is suggested and actualized must be reliable with the business targets of the association.

"A one-Legged Ladder Won't Stand Up methodology won't remain without anyone else's input." –
Even with the most far reaching programs, the frameworks approach will be hard to climb upto the
maintenance, resolve, and income rungs as focused to accomplish.
Individual methodology (right leg of work–life stepping stool)

Individual methodology is:"what has the individual accomplished for oneself to make their own best
work-life balance?" the absence of a supporting right-leg system is the reason most associations have
neglected to accomplish the work-life results they want.

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The correct leg is fundamental on the grounds that the best work-life equalization is distinctive for
everybody. The best work-life balance for one is not the same as that for one's colleague, or manager or
neighbor. For a few, working extended periods of time makes worth and equalization in lives. For ot

The enunciation was first used in the United Kingdom in the late 1970s to depict the concordance
between an individual's work and individual life. In the United States, this articulation was first used in
1986.

Over the span of the last 25 years, there has been a liberal augmentation in work which is felt not out of
the ordinary, somewhat, by information development and by a genuine, centered working environment.
Whole deal endurance and a "feeling of corporate system" have been crumbled by a display culture that
expects progressively more from their delegates yet offers little security thus.

Various pros foreseen that advancement would crash most family errands and outfit people with
significantly more opportunity to acknowledge amusement works out; yet many disregard this decision,
enabled by winning consumerist culture and a political arrangement that has "raised the persevering
mentality to noteworthy statures and thusly sustained the low worth and worth associated with tyke
raising".

Various Americans are experiencing burnout in view of fumes and extended weight. This condition is
seen in pretty much all occupations from manual pros to upper organization. Over the earlier decade, a
rising in workplace severity, a development in levels of truancy similarly as rising masters'
compensation cases are on the whole verification of a tragic work life balance.

Agent help specialists state there are various purposes behind this condition stretching out from
individual desire and the heaviness of family responsibilities to the enlivening pace of development.
According to a progressing report for the Center for Work-Life Policy, 1.7 million people consider their
occupations and their work hours over the top because of globalization.

These irksome and draining conditions are having disagreeable effects. According to the examination,
half of top corporate authorities are leaving their present positions. But sixty-four percent of experts
feel that their work loads are "self-demanded", they express that it is adversely influencing them. The
examination exhibits that 70% of US respondents and eighty-one percent of overall respondents express
their jobs are impacting their prosperity.

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Between forty-six and fifty-nine percent of authorities feel that weight is affecting their social and
sexual associations. Additionally, men feel that there is a certain disgrace related with saying "I can't do
this".

Work bits of knowledge

As demonstrated by a survey coordinated by the National Life Insurance Company, four out of ten
laborers express that their jobs are "very" or "staggeringly" troubling. Those in high-stress occupations
are on different occasions more likely than others to encounter the evil impacts of weight related
afflictions and are twice as at risk to stop. The examination communicates that women, explicitly,
report weight related to the conflict among work and family.

Work-Life Balance Defined - What it really suggests!

 Work-life equality stresses of individuals alike

Equivalent isolation is experienced by men who get some genuinely necessary rest or lessen working
hours for managing the family.

For certain specialists today—both male and female—their lives are ending up more overpowered by a
huge gathering of family and other individual commitments and interests. Thusly, with a true objective
to hold specialists, it is logically critical for relationship to see this equality.

 Young age sees on work-life balance

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 LITERATURE REVIEW

Culbertson S. S. et. Al. (2012) conducted a study on Work engagement and work-family
facilitation. A longitudinal, experience-sampling study was undertaken which aimed at determine the
relationship between daily work engagement and work-to-family facilitation. The study was conducted
among 52 extension agents responded to two daily surveys for two weeks. Results indicate that both
work engagement and work-to-family facilitation vary considerably from day to day. Daily work
engagement had a positive effect on family life. The effect of daily engagement in facilitating work-
family relations was partially mediated by positive mood, and the relationship between work
engagement and facilitation of work-family relations was moderated by work-family capitalization, or
the sharing of positive work experiences at home [2].

Kumari, L. (2012) examined employees’ perception on work life balance and it’s relation with job
satisfaction in Indian public sector banks. Study explored the employee’s perception towards the work
life balance policies and practices in the public sector banks. Quota sampling method was followed.
Data was collected from 350 respondents and analyzed with the help of factor analysis, descriptive
statistics, mean, t-test and Karl Pearson’s correlation. The findings predicted each of the WLB factors
on its own is a salient predictor of job satisfaction and there is a significant difference between the job
satisfaction of female and male respondents with respect to various factors of WLB. The positive
correlation indicates that job satisfaction is an important indicator of WLB. Results also suggested bank
human resource managers to improve staff commitment and productivity along with designing of their
recruitment and retention policies [6].

Aggarwal, S. (2012) investigated the relationship between work-life balance initiatives and employee’s
attitudes toward work-life conflict and the workplace in general. The study aimed at gaining a greater
understanding of employee’s views towards work-life balance initiatives and identifying organizational
factors that may be important for employees achieving a better balance between work and non-work
life. The non-probability random sampling was adopted. The results showed that overall the
effectiveness of the Work Life Balance policies provided by Gujarat Refinery is satisfactory on almost
all parameters. There is a strong perception among the employees that it is important to achieve balance
between work & personal life, and it enables people to work better & should be a joint responsibility of
Employer & Employee. To improve the organizational performance, Work life balance should be
properly communicated to the employees & awareness regarding policies should be generated among
the employees [1].

Santhi, T. & Sundar (2012) examined work life balance of women employees in information
technology industry. The study explored aspects to measure the level of satisfaction as perceived by the
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women-respondent employees on the varied determinants of work life balance, identified major factors
that influence the work life balance among various categories of women employees in I.T. Industry and
measured the overall work life balance of women employees irrespective of cadres. Multi-stage random
sampling was adopted. In the first phase, all the 13 companies listed in the BSEIT Index were selected.
Second stage included 7 companies with a life span of more than 10 years having branches in Chennai.
In the final stage women employees alone were chosen from each company. The sample size was fixed
to 350 women employees. Findings revealed that work life programmes implemented by I.T. firms in
Chennai satisfy different categories of employees differently. The overall satisfaction of the
respondents across the various work life balancing parameters pointed the fact that 55 per cent of the
employees were highly satisfied with the current work life initiatives [7].

Dasgupta, M. (2010) explored the relationship between psychosocial variables and emotional
intelligence of women employees in Information Technology Industry. The psychosocial variables
included in the study were Quality of Work Life, Work Family Role Conflict and Perceived Happiness
of female IT professionals. The sample consisted of 30 female IT professionals of Kolkata. Findings
showed positive correlation between the Quality of Work Life and Happiness and indicated significant
contribution of the above variables toward achieving higher quality of work life and greater perceived
happiness. Also quality of work life and perceived happiness variables were negatively correlated with
both the domains of Work family Role Conflict, indicating that Emotional Intelligence tunes down the
perception of Role conflict and thereby reduces the stress produced by it [3].

Doble, N. & Supriya, M. (2010) studied work-life balance across genders. Both men and women
experienced work life imbalance. Organizational efforts at providing a supportive work environment
are appreciated as they go a long way towards enhancing work life balance. Study aimed to improve
work life balance practices so as to enable employees to balance their lives. Data was collected from
110 employees of various sectors with the help of questionnaire. Findings suggested that both men and
women have a strong belief that flexible working hours will enhance the work life balance. Working
from home was the major factor which influenced the work life balance of both men and women. Both
genders agreed that a supportive work environment is helpful in achieving work life balance. The study
also brought about the need to introduce practices which improve productivity and at the same time
enhance work quality [4].

Vittal (2003) observed that in order to empower women in the IT sector in the real sense, it is necessary
to investigate the social impact of IT sector on the women’s community. Study indicated that men who
are sharing the responsibility of the family might help women to be an active agent in the IT workforce
and also observed that the dropout rates of women get increased with their marriage and childbirth. As

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childcare and housework remain women’s responsibilities, irrespective of her income, educational level
or employment. This places a great burden on women and restricts women’s choices in terms of better
job opportunities [8].

Hill, E. et. al (2001) examined the influence of perceived flexibility in the timing and location of work
on work-family balance. Data considered was from a 1996 International Business Machines work and
life issues survey that was conducted on 6451 employees in United States. Study showed that
individuals with the same workload and with perceived job flexibility enjoy good work-life balance and
are capable of working longer hours before workload negatively impacts their work-life balance [5].

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 CHAPTER-3
COMPANY PROFILE
INDUSTRY PROFILE

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 COMPANY PROFILE
WIPRO LTD

CEO. : Thierry
Delaporte
Services. : Digital
strate
gy IT
servic
es
Consu
lting
Managed services
Revenue. : Rs 63,862.60 crore (2020)
Operating income. : Rs 12,249.00 crore (2020)
Net income. : Rs 9,722.30
crore (2020) Number of Employees. :
175000 (2020)
I. BACKGROUND

The company was incorporated on 29 December 1945 by Mohamed Premji ‘western

India plan Oil Limited and later abbreviated WIPRO. It was initially manufacturing of
vegetables and Refined oil in Mumbai trade name sunflower and camel.
In 1996 Mohamed Premji death, his son took over Wipro chairman at age of 21, the
company Name was changed western India vegetable products Limited, and again name
was changed From ‘Wipro products Limited to Wipro Limited. Wipro was launched
Tulsi based family soap And “Wipro Jasmine", a toilet soap.
The “Santoor" talcum powder and toiletries were launched in 1990, Wipro consumer
care and Lighting group entered to market of compact fluorescent lamps, with launch of
a range of CFL, Under the name was Wipro smart lite,
Wipro entered into the technology business in 1981 and has over160000 employees and
clients Across 110 countries. IT revenue were at $ 7.1 billion for the year ended 31
March 2015, with Repeat business ratio 95%.
WIPRO LTD

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NATURE OF BUSINESS
Wipro delivers unmatched business value to customers through a combination of
process of excellence. Quality frameworks and service delivery innovation Wipro
business can be broadly classified into the following 6 categories.
1. Wipro Technologies:

Wipro technology in the global IT service business division of Wipro Limited

working in over twenty offices around the world, Wipro technology use powerful
technology to provide service for business transformation and product realization as
well as complete solutions for the service provide makes.

2. Wipro Info-tech:

Wipro Info-tech is a division of Wipro limited and provides customer with high value
information technology solution, infrastructure service and platforms in India and is
all said to offer high end technology service and solutions for the Asia, Pacific and
middle East Markets
3. Wipro consumer care and:

Wipro consumer care and lighting is the FMCG arm of Wipro limited which
continuously introduces innovative products and adds value to the existing brands,
each of which is the promise of good health and value for money. Its brands include
Santo or, Wipro shikakai, Wipro active and Wipro baby soft.

4. Wipro fluid power Limited:

Wipro infrastructure engineering (formally Wipro fluid power) was the Wipro first
Diversification in 1975 to address the hydraulic equipment requirements of mobile
original equipment manufacturers in India. Over the past 25 years, the Wipro fluid
power business unit has become a leader in the hydraulic cylinders

27
 WIPRO LTD

And truck tipping system market in India. Wipro fluid power intends growing its
business by leveraging its document market share in India to serve the global
manufacturing requirements of hydraulic cylinders and truck tippers.
5. Wipro GE Medical system limited:

Wipro GE Medical system are a joint venture between Wipro and general electric
company. A part of GE medical system in south Asia, it caters to customers and
patient needs with a commitment to uncompromising quality. Wipro GE is the market
leader with unmatched distribution and service reach in south Asia and is India largest
exporter of medical system. Wipro GE pioneered the manufacturing of ultra sound and
computed to morgraphy system in India and is a superior for all GE medical system
products and service in south Asia.
6. Wipro e Peripherals Limited:

Peripheral Limited is a leading IT peripheral solutions service company in India WEP

commenced operations in 1986 as a peripherals division of Wipro Info tech one of the
largest IT Companies in India and then became an independent corporate entity in
September 2000. WeP is India largest employee owned company, best known for
innovation, e- enabled processes and customer forces.
II. WIPRO VISION AND MISSION
VISION

 The Vision of WIPRO is collect the wide range of information is being exchanged
beyond time and space over global networks, which breaks down the country’s,
culture regions.
 The company goals are include being the first choice customer and Employee
satisfaction.
 The company treat every employees with respect. And encouraged to learn, share and
grow.

 To innovation of products through money values solutions to applying thought about

day by day.

MISSION

28
  To services based on infrastructure and industry, services oriented operations by a the
world’s best way of delivering it infrastructure management solutions
III. WORKFLOW MODEL

The internal operation of the factory are divided into the following five
primary function

1. Commercial material and Distribution, Planning

procurement Inspection, storage and distribution.
2. Manufacturing

3. Quality control and Effluent Treatment.

4. Engineering

5. Accounts, personal boilers and utilities.

29
30
 IV. PRODUCT /SERVICE PROFILE

Soaps and Toiletries

Lightings

Tumkur Factory

31
Activities Tumkur

factory:

Tumkur factory manufactures following products:

1. Toilet soaps

2. Bathing bar

3. Noodles for bathing bar toilet soaps

4. Distilled fatty acids

In the process of following by products are generated

5. Light ends

6. Pitch

Wipro consumer care business offers establish brands addressing consumer needs in
personal Cares, toiletries and baby cares, lighting categories. The product includes
Santoor brand of soap
And talc. Wipro Shikakai soap and milk and Rose’s soap, Wipro baby soft range,
Wipro active talc, Wipro brand domestic lighting, commercial and institutional
lighting.

32
 Table showing Wipro products

Soap Toiletries Lighting

Santoor Santoor Talc Bulbs

Wipro shikakai Fairness cream FTL

Wipro active Wipro active Talc C&I

Milk & Roses WBS Baby Lighting

Ownership pattern
Wipro limited is public listed company. The share outstanding as of June 2006 are 1,43,19,92,871
equity shares. The shares beneficially owned by the direction include The equity shares owned by
their family members to which such directors include beneficial ownership. The numbers of shares
beneficially owned includes equity shares,
Azim h Premji who is also the chairmen and managing director holds the majority shares
holding of 81.09% of wipro ltd. The non-promoters holding comprising of institution like mutual funds,
banks insurance companies, foreign institinas investors and corporate bodies up 5.13% and individual
hold the remaining.

V. ACHIVEMENTS/ AWARDS
2008. - Wipro entered the clean energy business with Wipro Eco energy.
2011. - Wipro signed an agreement with science applications international
corporation. 2016 - Wipro signed a 10- year $1.2 billion contract with ATCO
2017. - The company expanded its operations in London.
2018. - The company began building software to help with the General Data protection
Regulation In Europe
2019. - 6Wipro consumer care and the nag- Hortaleza Corporation signed a share purchased.
2020. - Wipro announced the launch of its 5G edge services solutions suite built with IBM
software Systems

33
AWARDS
 The company Received national award for excellence in corporate governance from the institute
Of company secretaries of India during the year 2004
 Wipro honored as 2010 Microsoft country partner of the year Award for India.

 In 2012, it was awarded the highest rating of stakeholder value and corporate Rating 1( SVG )
By ICRA Limited.
 Wipro was second ranked in the Newsweek 2012 Global 500 green companies.

 Wipro won 7 awards including Best system integrator in the CIO choice Awards 2015, India.

 Wipro won gold award for Integrated security assurance service under the vulnerability
Assessment, Remediation and Management category of the 11 th annual 2015 info security
PG’s Global Excellence
 In 2018, Wipro Received ATD's Best of the Best Award.

Area of operation:

Wipro technology, the global it service division of Wipro limited NYSE; WIT
(Incorporated in 1946, in operation since 1945) is an India based global It Service, IT
solution and technology service Centre established in 1980 in India. In India. It has its
headquarters in Bengaluru, and is listed on the Bombay stock exchange, National stock
exchange of India and the New York stock exchange. As of 2004, it was the fourth
largest company in the world in terms of market capitalization in IT service.
Wipro technology have 30 offices worldwide with 50,100 employees and over 300
customers across USA, Europe and Japan including 50 of the fortune 500 companies.
Wipro has 54 dedicated development centers across India, Europe and Asia Pacific. In
India, Wipro has operations in Bengaluru, Mumbai, Chennai, Pune, Hyderabad, gurgaon
etc.

34
 WIPRO INFRASTRUCTURE FACILITIES

Wipro headquarters and corporate office are located at DoddaKannelli,

larkspur road, Bangalore in India. The offices are approximately 300000
square feet. Wipro
Has purchased approximately 2, 62000 square feet of land adjoining the
corporate Office for future expansion plans. Wipro has one sales and
marketing offices located in each of the following countries: Canada, France,
Germany, Japan, Sweden, Italy, Switzerland, Finland, the Netherlands, the
United Kingdom, kingdom, china, and Japan. In addition there are eleven sales
and marketing offices in the United States. Wipro operates in ten
manufacturing sites, aggregating approximately 12, 64,871 square feet and
approximately 4,037,997 square feet of land. It owns seven of these facilities,
located in Amalner, Tumkur,
Bengaluru, Mysore, Hindupurand Chennai, and Pondicherry in India. It has
leased on a long term basis two facilities located in waley and budding, India.
There is one software development facility in London, United Kingdom,
equipped with a world class technology infrastructure that includes networked
work situation, service, data communication links, captive power generation
and other plants and machinery.
VI. FUTURE GROWTH AND PROSPECT
The objective of Wipro is to be a world leader in providing a comprehensive
range of IT Service to their clients. The market are undergoing rapid change
due to the pace of Development in technology, change in models in change in
the sourcing strategies of clients.

35
 INDUSTRY PROFILE
Information Technology in India is a vast industry which comprises information
technology services, consulting, and outsourcing.[1] The IT industry accounted for 8% of
India's GDP in 2020.[2][3] The IT and BPM industry's revenue is estimated at US$194
billion in FY 2021, an increase of 2.3% YoY.[2] The domestic revenue of the IT industry is
estimated at US$45 billion and export revenue is estimated at US$150 billion in FY 2021.[2]
The IT–BPM sector overall employs 4.5 million people as of March 2021. The Indian IT–
BPM industry has the highest employee attrition rate. In recent years the industry has been
witnessing skyrocketing resignations cutting across hierarchy.[5][7][9] As a global
outsourcing hub the Indian IT industry is infamous of exploiting cheap labour.[ As IT–BPM
sector evolves, many are concerned that artificial intelligence (AI) will drive significant
automation and destroy jobs in the coming years. The United States accounts for two-thirds
of India's IT services exports.
History
See also: India Startup Ecosystem TimeLine
India's IT Services industry was born in Mumbai in 1967 with the establishment of Tata
Consultancy Services[16] who in 1977 partnered with Burroughs which began India's export
of IT services.[17] The first software export zone, SEEPZ – the precursor to the modern-day
IT park – was established in Mumbai in 1973. More than 80 percent of the country's software
exports were from SEEPZ in the 1980s.
Within 90 days of its establishment, the Task Force produced an extensive background report
on the state of technology in India and an IT Action Plan with 108 recommendations. The
Task Force could act quickly because it built upon the experience and frustrations of state
governments, central government agencies, universities, and the software industry. Much of
what it proposed was also consistent with the thinking and recommendations of international
bodies like the World Trade Organization (WTO), International Telecommunication Union
(ITU), and World Bank. In addition, the Task Force incorporated the experiences of
Singapore and other nations, which implemented similar programs. It was less a task of
invention than of sparking action on a consensus that had already evolved within the
networking community and government.
TIDEL Park in Chennai was the largest IT park in Asia when it was opened in 1999.
Regulated VSAT links became visible in 1994.[19] Desai (2006) describes the steps taken to
relax regulations on linking in 1991:

36
In 1991 the Department of Electronics broke this impasse, creating a corporation called
Software Technology Parks of India (STPI) that, being owned by the government, could
provide VSAT communications without breaching its monopoly. STPI set up software
technology parks in different cities, each of which provided satellite links to be used by firms;
the local link was a wireless radio link. In 1993 the government began to allow individual
companies their own dedicated links, which allowed work done in India to be transmitted
abroad directly. Indian firms soon convinced their American customers that a satellite link
was as reliable as a team of programmers working in the clients' office.
A joint EU-India group of scholars was formed on 23 November 2001 to further promote
joint research and development. On 25 June 2002, India and the European Union agreed to
bilateral cooperation in the field of science and technology. From 2017, India holds an
Associate Member State status at CERN, while a joint India-EU Software Education and
Development Center will be located in Bangalore.
Contemporary situation
In the contemporary world economy, India is the largest exporter of IT. Exports dominate the
Indian IT industry and constitute about 79% of the industry's total revenue. However, the
domestic market is also significant, with robust revenue growth.The industry's share of total
Indian exports (merchandise plus services) increased from less than 4% in FY1998 to about
25% in FY2012. The technologically-inclined services sector in India accounts for 40% of
the country's GDP and 30% of export earnings as of 2006, while employing only 25% of its
workforce, according to Sharma (2006). According to Gartner, the "Top Five Indian IT
Services Providers" are Tata Consultancy Services, Infosys, Wipro, Tech Mahindra, and HCL
Technologies.
Major information technology hubs
Bangalore
Infosys Media Centre in Bangalore, India.
Bangalore is a global technology hub and is Indias biggest tec hub.[22] As of fiscal 2016–17,
Bangalore accounted for 38% of total IT exports from India worth $45 billion, employing 10
lakh people directly and 30 lakh indirectly. The city is known as the "Silicon Valley of
India".[24][25] Notable tech parks are Electronic City, ITPL, Bagmane Tech Park, Embassy
Golf Links, Manyata Tech Park, Global Village Tech Park, Embassy TechVillage. Apart
from these IT companies are also located in several other parts of the city. Notable IT
companies of the area include Infosys, Wipro, HCL Technologies, SAP Labs, Accenture,
TCS, Oracle, IBM India, Sonata Software, Mindtree, and Intuit India.[26]

37
Bangalore is also known as the "startup capital of India"; the city is home to 44 percent of all
Indian unicorn startup companies as of 2020.Hyderabad
Amazon Hyderabad campus
Hyderabad – known for the HITEC City or Cyberabad – is India's second largest information
technology exporter and a major global IT hub, and the largest bioinformatics hub in India.
[28][29] Hyderabad has emerged as the second largest city in the country for software exports
pipping competitors Chennai and Pune. Notable tech companies include Accenture, Amazon,
AMD, Deloitte, Apple, Intel, Tata Consultancy Services, Microsoft, HCL Technologies,
Oracle Corporation, Google, Qualcomm, Dell, Cognizant, Novartis, Pega, J.P Morgan, UBS.
As of 2020, the IT exports from Hyderabad was ₹128,807 crore (US$15 billion), the city
houses 1500 IT and ITES companies that provide 582,126 employment. Notable tech and
pharma parks are HITEC City, Genome Valley, and Hyderabad Pharma City.
Chennai
Zoho headquarters in Chennai
TCS Signature Tower and Butterfly Campus in Chennai, India.
As of 2018, Chennai is India's third-largest exporter of information technology (IT) after
Bangalore and Hyderabad and business process outsourcing (BPO) services.[37][38] TIDEL
Park in Chennai was billed as Asia's largest IT park when it was built.[39][40] Notable tech
parks are International Tech Park, DLF Cybercity SEZ, Mahindra World City, SIPCOT IT
Park, Olympia Tech Park, One Indiabulls Park, L&T Estancia IT SEZ, Ramanujan IT City
and Chennai one SEZ. City has an expressway called as IT expressways and a preferred
location for IT industries. Major software companies such as Tata Consultancy Services,
Infosys, Zoho, Capgemini, Amazon, Mindtree, Cognizant, Accenture, UST Global, BirlaSoft,
HCL Technologies and Comcast have their offices set up here, with some of them making
Chennai their largest base.[38]
Pune
The Rajiv Gandhi Infotech Park in Hinjawadi is a ₹60,000 crore (US$8.9 billion) project by
the Maharashtra Industrial Development Corporation (MIDC).[41][42] The IT Park
encompasses an area of about 2,800 acres (11 km2) and is home to over 800 IT companies of
all sizes.[43] Besides Hinjawadi, IT companies are also located at Magarpatta city, Kharadi,
Kalyani nagar, Yerawada, Aundh and several other parts of the city. Major IT companies like
TCS, Wipro, Infosys, Cognizant, Tech mahindra, Cybage, Zensar technologies, Amdocs,
Capegemini, Google , Sungard, HCL Technologies, Persistent technology etc. have offices in
Pune. As of 2019, the IT sector employs more than 500,000 people.

38
 CHAPTER-4

DATA ANALYSIS

AND

INTERPRETATION

39
 DATA ANALYSIS

Analysis and interpretation of the data collected from the organization is

given below:
TABLE NO: 1
Distribution by age

Sl.No Age(years) Frequency Percentage

1 Up to25 15 30%

2 26-30 27 54%

3 31-35 7 14%

4 36 and above 1 2%

Total 50 100%

40
CHAT NO.1

INTREPRETATION:

Table 1 and graph 1 show more than one-fourth of the respondents are underneath the age of

25 years. Practically 50% of the respondents (54 percent) are between the age gathering of 26

and 30 years. Almost one-seventh of the respondents (14 percent) go under the age gathering

of 31 to 35 years. Minimal number of respondents (2 percent) go under the age gathering of

36 years or more.

41
TABLE NO: 2

Distribution by work experience

Sl.No Experience(years) Frequency Percentage

1 Less than 1 9 18%

2 1-2 12 24%

3 2-3 15 30%

4 Above 4 14 28%
Total 50 100%

42
CHAT NO.2

INTERPRETATION:

Table 2 and diagram 2 show 18 percent of the respondents have under 1 year of experience.
Around 24 percent of the respondents have 1 to 2 years of work understanding. Almost 30
percent of the respondents have 2 to 3 years of work understanding. Very nearly 28 percent
of the respondents have over 4 years of experience

TABLE NO: 3

Distribution by number of children

43
Sl.No No. of children Frequency Percentage

1 None 24 48%

2 One-two 16 32%

3 Not married 8 16%

4 More than two 1 2%

5 Blank 1 2%

Total 50 100%

44
CHAT NO.3

INTERPRETATION:

Table 3 and graph 3 show that of complete wedded respondents 48 percent of the respondents
have no youngsters' and 32 percent of them have one to two children's. Though 16 percent of
respondents are not hitched and two percent of them have in excess of two children's.

45
TABLE NO: 4

Distribution of annual income

Sl.No Annual income (in Rs.) Frequency Percentage

1 Below 20,000 13 26%

2 20-25,000 13 26%

3 25-30,000 4 8%

4 Above 30,000 20 40%

Total 50 100%

46
CHAT NO.4

INTERPRETATION:

Table 4 and graph 4 show that the yearly pay of a large portion of the respondent (40 percent)

is over 30,000 Rupees .The yearly pay for somewhat more than a fourth of the respondents

(26 percent) are underneath 20,000 and other quarter of the respondents (8 percent) is

between 20 to 25,000 Rupees.

47
TABLE NO: 5

Distribution of time spent in traveling.

Sl.No Time (min) Frequency Percentage

1 Less than 30 33 66%

2 30-60 16 32%

3 More than 60 1 2%

Total 50 100%

48
CHATNO.5

INTERPRETATION:

Table 5 and outline 5 shows that little under two-third of the respondents (66 percent) takes

under 30 minutes. About two-fifth of the respondents (32 percent) and one percent of the

respondents take over an hour.

49
TABLE NO: 6

Distribution of number of dependents.

Sl.No Response Frequency Percentage

1 None 9 18%

2 One or two 38 36%

3 More than two 2 4%

4 Blank 1 2%

Total 50 100%

50
CHATNO.6

INTERPRETATION:

Table 6 and diagram 6 show that number of wards remaining with the respondents 18 percent

of reacted as none, while 36 percent reacted as one to two and 4 percent reacted as more than

two and one percent of respondent left clear.

51
TABLE NO: 7

Distribution of reasons for over time

Sl.No Response Frequency Percentage

1 Personal reason 10 20%

2 Financial reason 30 60%

3 Nature of job 9 18%

4 Others 1 2%

Total 50 100%

CHAT NO.7

52
INTERPRETATION:

Table 7 and diagram 7 shows that 20 percent reacted as close to home explanation, 60 percent

of them reacted as budgetary explanation, 18 percent reacted as nature of occupation and rest

2 percent of respondent reacted as different reasons.

53
TABLE NO: 8

Distribution of job affecting personal life of employee.

Sl.No Response Frequency Percentage

1 Strongly agree 25 50%

2 Agree 16 32%

3 Disagree 8 16%

4 Strongly disagree 1 2%

Total 50 100%

54
CHATNO.8

INTERPRETATION:

Table 8 and outline 8 shows that 50 percent of respondent firmly concur that activity is

influencing their own life, 32 percent of respondent concur, while 16 percent of respondent

differ and rest of 2 percent of respondent unequivocally oppose this idea.

55
TABLE NO:9

Distribution of employee difficulty in balancing work-life and personal-life.

Sl.No Response Frequency Percentage

1 All the time 16 32%

2 Sometime 13 26%

3 Rarely 9 9%

4 Never 12 24%

Total 50 100%

56
CHATNO.9

INTERPRETATION:

Table 9 and outline 9 shows that 32 percent of respondent reacted that they discover trouble

in offsetting work-existence with the individual life,26 percent of respondent find at some

point, while 24 percent of respondent never thought that it was troublesome while 9 percent

once in a while think that its troublesome.

57
TABLE NO: 10

Distribution of employee feeling stressed.

Sl.No Response Frequency Percentage

1 All the time 5 10%

2 Sometime 26 52%

3 Rarely 4 8%

4 Never 15 30%

Total 50 100%

58
CHARTNO.10

INTERPRETATION:
Table 10 and graph 10 shows that 52 percent of respondent reacted that they feel focused on
at times, 30 percent of respondent reacted never, while 10 percent of respondent reacted
constantly while 8 percent reacted as once in a while.

59
TABLE NO: 11
Distribution of work related stress caused you to have an accident/ make a serious
error.

Sl.No Response Frequency Percentage

1 Always 3 6%

2 Sometime 17 34%

3 Rarely 16 32%

4 Never 14 28%

Total 50 100%
CHATNO.11

INTERPRETATION:

Table 11 and blueprint 11 shows that 34 percent of acknowledging responded that plan accompanying

accent acquired agent to accept an accident/ accomplish a austere absurdity sometime, 32 percent of

acknowledging responded as rarely, while 28 percent of acknowledging responded as never while 6

percent responded as always.

60
 TABLE NO: 12

DISTRIBUTION OF JOURNEY TO WORK.

Sl.No Response Frequency Percentage

1 Greatly add to the stress of your life. 8 16%

2 Add slightly to the stress of your day. 32 64%

3 Slightly reduce the stress of your day. 4 8%

4 Have no impact 6 12%

Total 50 100%

61
CHATNO.12

INTERPRETATION:

Table 12 and blueprint 12 shows that 64 percent of acknowledging responded that adventure

to plan add hardly to the accent of agent life, 16 percent of acknowledging responded as add

abundantly to the accent of advisers day, while 12 percent of acknowledging responded as

accept no appulse while 8 percent responded as hardly abate the accent of advisers day.

62
TABLE NO: 13

DISTRIBUTION OF IMBALANCE BETWEEN YOUR WORK AND HOME-LIFE.

Sl.No Response Frequency Percentage

1 Always 4 8%

2 Sometimes 20 40%

3 Rarely 15 30%

4 Never 11 22%

Total 50 100%

63
CHATNO.13

INTERPRETATION:

Table 13 and blueprint 13 shows that 40 percent of acknowledging responded that they
sometimes there is alterity amid their plan and home-life, 30 percent of acknowledging
responded as rarely, while 22 percent of acknowledging responded as never and 8 percent
responded as always.

64
TABLE NO: 14

Distribution of imbalance due to poor staffing level.

Sl.No Response Frequency Percentage

1 Strongly agree 10 20%

2 Agree 25 50%

3 Disagree 7 14%

4 Strongly disagree 8 16%

Total 50 100%

65
CHATNO.14

INTERPRETATION:

Table 14 and chart 14 shows that 50 percent of respondent responded that they agree that it is

due to poor staffing level, 20 percent of respondent responded as strongly agree, while 16

percent of respondent responded as strongly disagree and 14 percent responded as disagree.

66
CHAPTER-5
FINDINGS,
SUGGESTIONS

AND

CONCLUSIONS

67
 FINDINGS
1. Majority of the respondents are from the age accumulation of 26 to 30 years
admitting the atomic amount of respondents aloft the age 36 years.

2. The anniversary assets of majority the respondents is aloft 30, 000 admitting amid Rs.25-
30,000 for atomic respondents.

3. Majority of the acknowledging are married. Out of affiliated respondents, majority has one
to two adolescent and alone 8 percent do not accept any children.

4. Majority of the respondents absorb beneath than 30 account in commuting to/from their
plan abode admitting atomic amount of respondents spends added than 60 minutes.

5. The abstraction reveals that 60% respondents feel that claimed acumen is acumen for
overtime.

6. The abstraction reveals that 50% of the respondents acerb accede that job affects their
claimed life.

7. The abstraction reveals that 32% of the respondents feel all the time adversity in
acclimation work-life and personal-life.

8. The abstraction reveals that 52% of the acknowledging feel sometimes stressed.

9. The abstraction reveals that 34% of the respondents feel plan accompanying accent could
cause them to accept accidents /make austere error.

10. The abstraction reveals that 64% of the respondents feel adventure to the plan add hardly
to the accent of their day.

11. The abstraction reveals that 40% of the respondents feel sometimes there is alterity amid
their plan and home-life.

12. The abstraction reveals that 50% of the respondents accede that there is alterity in work-
life due to poor staffing level.

68
 SUGGESTIONS

In accession to the absolute to behavior accompanying to Work-Life Balance,

added behaviour can be alien which can added advance Work-Life Antithesis in the
organization. Advisers accept appropriate added behavior like bus facilities, abode allowance,
adulation (gifts), abutment accumulation and biking allowance.

1. Suggestions for employers

There are a array of approved and activated apparatus to the work-life strategy. Foremost is
accouterment adjustable alive hours for the advisers by the employers. Options should be
accustomed to the advisers such as accepting a aeroembolism plan anniversary or job sharing.
A aeroembolism plan anniversary involves alive abounding time hours in anniversary
canicule in adjustment to accommodate a best anniversary end and added time for leisure
activities. Job administration involves two humans agreeable one job so able abutment is
accustomed to anniversary agent and responsibilities are balanced.

2. Suggestions for employees

The a lot of important constant to accomplish a acceptable plan activity antithesis industry
today is cocky acquaintance of the advisers appear the acceptation of plan activity antithesis
as able-bodied as organizations behavior announcement the same.ignorance a part of advisers
apropos the concepts of work-life antithesis is an breadth of concern. This benightedness in
about-face leads to non-awareness of the behavior and family- affable entitlements that their
application adjustment provides

3. Suggestions for HR cadre

It is the HR administration which lays down a lot of of the behavior that ascertain the plan
ability in an organization. Therefore it is the benefit of the HR cadre to acknowledge the
acceptation of a acceptable work-life antithesis for the advisers of the alignment and
architecture behavior accordingly.

69
 CONCLUSION

Work-Life Antithesis is of abundant accent to the circadian activity of the alive

population. Its appulse is cogent for bread-and-butter competitiveness and demographic
development. For example, through absolutely adjustable alive times, companies can action
women bigger possibilities of combing plan and family, which would advance women’s
employability, in particular.

The accomplishment of a antithesis amid plan and life/family responsibilities is capital for the
all-embracing wellbeing of all advisers and the able operation of workplaces. The after-
effects of this analysis reinforce the acute for administration and advisers in managing
ancestors and affairs commitments. These behaviour should aswell acquiesce all humans to
participate to their adapted admeasurement in workforce, while ensuring that business for the
alignment can abide to accomplish productively and efficiently.

70
 ANNEXURE
QUESTIONNAIRE ON WORK/LIFE BALANCE

Dear Sir/Madam,

Name:

E-mail – id:

Address:

Gender: a. Male ( ) b. Female ( )

Contact Number:

Designation:

What is your age?

1. Beneath 19 years ( )

2. 20-30years ( )

3. 31-40years ( )

4. 41-50 years ( )

5. 51-60years ( )

6. 60 years or added ( )

Distribution by work experience

Sl.No

Experience(years)

1. Less than 1
2. 18%
3. 1-2
4. 2-3
5. Above 4

2. What is your accomplished educational qualification?

1. Postgraduate authority / Masters ( )

71
2. Graduate. ( )

3. Under-Graduate. ( )

4. Intermediate. ( )

5. Matriculation. ( )

6. Other – amuse specify ( )

Your conjugal status:

1. Single. ( )

2. Married ( )

3. Divorced ( )

Do you accept any children?

Yes ( ) No ( )

Q.1How abounding hours in a day do you absorb with your child/children?

a) Less than 2 hours ( )

b) 2-3 hours ( )

c) 3-4 hours ( )

d) 4-5 hours ( )

e) Added than 5 hours ( )

Q.2 Do you consistently accommodated your child/children agents to apperceive how your
adolescent is progressing?

a) Once in a anniversary ( )

b) Once in two weeks ( )

c) Once in ages ( )

d) Once in 6 months ( )

e) Once in a year. ( )

Q.3 Do you yield affliction of?

a) Older humans ( )

72
b) Dependent adults ( )

c) Adults with disabilities ( )

d) Accouchement with disabilities ( )

e) none ( )

Q.4 if yes, how abounding hours do you absorb with them?

a) Less than 2 hours ( )

b) 2-3 hours ( )

c) 3-4 hours ( )

d) 4-5 hours ( )

e) Added than 5 hours ( )

Q.5 how do you feel about the bulk of time you absorb at work?

a) Very black ( )

b) Black ( )

c) Indifferent ( )

d) Blessed ( )

e) Very blessed ( )

Q.6 Do you anytime absence out any superior time with your ancestors or your accompany
because of burden of work?

a) Never ( )

b) Rarely ( )

c) Sometimes ( )

d) Often ( )

e) Always ( )

Q.7 Do you anytime feel annoyed or depressed because of work?

a) Never ( )

b) Rarely ( )

73
c) Sometimes ( )

d) Often ( )

e) Always ( )

Q.8 How do you administer accent arising from your work?

a) Yoga ( )

b) Meditation ( )

c) Entertainment ( )

d) Dance ( )

e) Music ( )

f) Others, specify_________. ( )

Q.9 Does your aggregation accept a abstracted action for work-life balance?

a) Yes ( )

b) No ( )

c) Not acquainted ( )

Q .10 If, yes what are the accoutrement beneath the policy?

a) Flexible starting time ( )

b) Flexible catastrophe time ( )

c) Flexible hours in accepted ( )

d) Holidays/ paid time-off ( )

e) Job administration ( )

f) Career break/sabbaticals ( )

g) others, specify________ ( )

Q.11 Do you alone feel any of the afterward will advice you to antithesis your plan life?

a) Flexible starting hours ( )

b) Flexible finishing time ( )

74
c) Flexible hours, in accepted ( )

d) holidays/paid time offs ( )

e) Job administration ( )

f) Career break/sabbaticals ( )

g) time-off for ancestors engagements/events ( )

h) Others, specify_________ ( )

Q.12 Does your organizations accommodate you with afterward added plan provisions?

a) Telephone for claimed use ( )

b) Counseling casework for advisers ( )

c) Bloom programs ( )

d) Parenting or ancestors abutment programs ( )

e) Exercise accessories ( )
f) Relocation accessories and choices ( )
g) Transportation ( )

h) Others, specify______________. ( )

Q. 13 Does your alignment animate the captivation of your ancestors associates in work-
accomplishment accolade functions?

a) Yes, ( ) specify the name of such affairs Annual Day________

b) No. ( )

Q.14 Does your alignment has amusing functions at times acceptable for families?

a) Yes, ( ) specify the name of such programs____________

b) No. ( )

Q.15 Does your alignment provides you with annual Master bloom analysis up?

a) Yes ( )

b) No ( )

75
 BIBLIOGRAPHY

BOOKS

 Kothari .c.r resarch methodolgy methods and techniques, new delhi, wishwa

prakashan 9th edition, 1990.

 Dr. Krishna swami .o.r methodolgy of reseach in social science, bombay, himalaya

publication, 1997.

 Sharma b.a.v, prasad ravindra, sathya narayana.b, research method in social science

new dehli.

 Sterling published private limited 1st edition, 1984.

 Muchinsky .m, paul ,psyology appllied to work,university of north carolina at

greensboro, 6th editiion,1992.

 Blum.m, l.j.c naylor, industrial psychology-its theoretical and social foundation, new

dehli, cbs publication, 4th edition 2002.

WEBSITE

 http://www.jstor.org/stable

 http://www.watsonwyatt.com/research

 www.worklife.wa.gov.au

 http://www.dol.govt.nz/worklife/index.asp

 http://www.peoplemanagement.co.uk

 www.worklifebalance.ie

 www.eiro.eurofound.ie

 www.workliferesearch.org

 http://www.emeraldinsight.com

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