TABLE OF CONTENT

CHAPTER PARTICULARS

1 INTRODUCTION
INDUSTRY PROFILE
THEORETICAL BACKGROUND OF THE STUDY
IMPORTANCE OF THE STUDY
NEED OF THE STUDY

2 REVIEW OF LITERATURE AND RESEARCH

DESIGN
REVIEW OF LITERATURE
STATEMENT OF THE PROBLEM
SCOPE OF THE STUDY
OBJECTIVE OF THE STUDY
RESEARCH DESIGN
TOOLS FOR DATA COLLECTION
DATA ANALYSIS
LIMITATION OF THE STUDY

3 PROFILE OF THE SELECTED

ORGANIZATION AND RESPONDENTS

4 DATA ANALYSIS AND INTERPRETATION

5 SUMMARY OF FINDINGS, CONCLUSIONAND

SUGGESTIONS
FINDINGS
CONCLUSION
SUGGESTIONS
 LIST OF TABLES

TABLE DESCRIPTION
NO.

4.1 AGE OF THE RESPONDENTS

4.2 GENDEROF THE RESPONDENTS

4.3 INCOME OF THE RESPONDENTS

4.4 WORK EXPERIENCE OF THE RSPONDENTS

4.5 MARITAL STATUS OF THE RESPONDENTS

4.6 SATISFACTION LEVEL WITH THE PRESENT JOB

4.7 FEEL ABOUT THE AMOUNT OF THE TIME YOUSPEND

AT WORK

4.8 DAYS IN A WEEK NORMALLY WORK

4.9 HOURS IN A DAY NORMALLY WORK

4.10 ABLE TO GIVE TIME FOR SELF

4.11 ABLE TO SPEND QUALITY TIME WITH YOURDEAR

ONES

4.12 STAYING WITH YOUR FAMILY

4.12(a)TYPE OF FAMILY
4.12(b)HAVE KIDS
4.13 FAMILY SUPPORT FOR THE WORK

4.14 RATE YOUR RESPONSE

4.15 WORRY ABOUT WORK WHEN NOT IN WORKPLACE

4.16 PROVIDE COUNSELLING SERVICE FOR

EMPLOYEES

4.17 MOST APPROPRIATE OPTION ON STATEMENTSON

WORK LIFE BALANCE

4.18 LEVEL OF WORK PRESSURE ON THE SCALE

4.19 FIND IT DIFFICULT TO CREATE A HEALTHYWORK

AND LIFE BALANCE

4.20 BELIEVE THAT SUPERIOR’S STYLE

SUPPORT WORK LIFE BALANCE

4.21 DISCUSS ISSUES RELATED TO YOUR WORKLIFE

WITH YOUR SUPERIOR

4.22 EVER GOT INTO DEPRESSION BECAUSE OFYOUR

WORK PRESSURE

4.23 WORK PRESSURE AFFECT YOUR HEALTH

4.24 MANAGE TIME FOR PHYSICAL EXERCISE

4.25 EVER COME ACROSS A CONFLICT WITHIN THE

ORGANIZATION, WHICH AFFECTED YOURWORK LIFE
BALANCE
4.26 UNABLE TO ESTABLISH A CLEAR DIRECTIONAND
DEVELOP PERSONAL AND CAREER
GOALS
4.27 HAVE A WELL-BALANCED WORK LIFE AND
PERSONAL LIFE

4.28 WORK OVER-TIME

4.29 HAPPY WITH THE WORK SHIFTS OR WORKINGHOURS

4.30 MANAGE YOUR WORK PRESSURE

4.31 ATMOSPHERE AT WORKPLACE, WORKING

CULTURE AND WORKING CONDITION

4.32 HAVE SCOPE FOR FLEXIBILITY OF TIME

4.33 IMPACT WORK HAS ON WORK LIFE BALANCE

4.34 RATE THE LEVEL OF SATISFACTION

4.35 FACTOR FOR ACHIEVING WORK LIFE

BALANCE

4.36 MAINTAIN A QUALIT WORK LIFE BALANCE

DURING EPIDEMIC/PANDEMIC SITUATION
 1. INTRODUCTION

The project entitled “A Study on Work Life Balance Among Private Hospital Nurses in
Malappuram District, Kerala” focus on factors contributing to work life balance at Private
Hospitals in Malappuram

1.1 SERVICE INDUSTRY

Every economy consists of three sectors. They are primary sector (extraction such as mining,
agriculture and fishing), secondary sector (manufacturing) and the tertiary sector (service
sector). Economies tend to follow a developmental progression that takes them from a heavy
reliance on primary, toward the development of manufacturing and finally toward a more
service based structure. Historically, manufacturing tended to be more open to international
trade and competition than services. As a result, there has been a tendency for the first
economies to industrialize to come under competitive attack by those seeking to industrialize
later. The resultant shrinkage of manufacturing in the leading economies might explain their
growing reliance on the service sector. However, currently and prospectively, with dramatic
cost reduction and speed and reliability improvements in the transportation of people and the
communication of information, the service sector is one of the most intensive international
competition.

The service industries (More formally termed: 'tertiary sector of industry' by economists)
involve the provision of services to businesses as well as final consumers. Such services include
accounting, tradesman ship (like mechanic or plumber services), computer services,
restaurants, tourism, etc. Hence, a service Industry is one where no goods are
produced whereas primary industries are those that extract minerals, oil etc. from the ground
and secondary industries are those that manufacture products, including builders, but not
remodelling contractors.

Service industry is an industry in that part of the economy that creates services rather
than tangible objects. Economists divide all economic activity into two broad categories, goods
and services. Goods-producing industries are agriculture, mining, manufacturing, and

construction; each of them creates some kind of tangible object. Service industries include
everything else: banking, communications, wholesale and retail trade, all professional services

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 such as engineering, computer software development, and medicine, non-profit economic
activity, all consumer services, and all government services, including defence and
administration of justice. A services-dominated economy is characteristic of developed
countries. In less-developed countries most people are employed in primary activities such as
agriculture and mining

1.2 HEALTHCARE INDUSTRY

The Healthcare industry (also called the Medical industry or Health economy) is an
aggregation and integration of sectors within the economic system that provides goods and
services to treat patients with curative, preventive, rehabilitative, and palliative care. It
includes the generation and commercialization of goods and services lending themselves to
maintaining and re-establishing health. The modern healthcare industry includes three essential
branches which are services, products, and finance and may be divided into many sectors and
categories and depends on the interdisciplinary teams of trained professionals and
paraprofessionals to meet health needs of individuals and populations.

A healthcare provider is an institution (such as a hospital or clinic) or person (such as a

physician, nurse, allied health professional or community health worker) that provides
preventive, curative, promotional, rehabilitative or palliative care services in a systematic way
to individuals, families or communities.

The World Health Organization estimates there are 9.2 million physicians, 19.4 million nurses
and midwives, 1.9 million dentists and other dentistry personnel, 2.6 million pharmacists and
other pharmaceutical personnel, and over 1.3 million community health workers
worldwide, making the health care industry one of the largest segments of the workforce.

The medical industry is also supported by many professions that do not directly provide health
care itself, but are part of the management and support of the health care system. The incomes
of managers and administrators, underwriters and medical malpractice attorneys, marketers,
investors and shareholders of for-profit services, all are attributable to health care costs.

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 1.2(A) HEALTH CARE INDUSTRIES IN INDIA

Healthcare industry in India comprises of hospitals, medical devices,

clinical trials, outsourcing, telemedicine, medical tourism, health insurance and medical
equipment. The industry is growing at a tremendous pace owing to its strengthening coverage,
services and increasing expenditure by public as well as private players.

Growing incidence of lifestyle diseases, rising demand for affordable healthcare delivery
systems due to the increasing healthcare costs, technological advancements, the emergence of
telemedicine, rapid health insurance penetration and government initiatives like e-health
together with tax benefits and incentives are driving healthcare market in India.

 By 2020, India is expected to rank amongst the top 3 healthcare markets in terms of
incremental growth
 By 2020, the healthcare information technology market is expected to grow 1.5 times
from current $1 Billion
 By 2022, the diagnostics market is expected to grow at a CAGR of 20.4% to reach $32
Billion from $5 Billion in 2012
 During 2015-20, the in-patient market is expected to grow at a CAGR of 13%
 By 2020, the Indian telemedicine market is expected to grow at a Compound Annual
Growth Rate (CAGR) of 20% to reach $32 Million from $15 Million
 100% FDI is allowed under the automatic route for green field projects. For investments
in brownfield projects, up to 100% FDI is permitted under the government route

1.2(B) HEALTHCARE INDUSTRY IN KERALA

Kerala is already the major new healthcare hub in South of India,

attracting international as well as national brands to its territory. The state is now gearing up to
become the hub of healthcare in all of India. As per the Healthy States Progressive Report
presented by NITI Aayog CEO, Amitabh Kant, Kerala topped the charts followed by Punjab,
Tamil Nadu, Gujarat, and Himachal Pradesh. Observing the number of hospitals getting
accredited and receiving recognition and making efforts to create awareness on the need to
develop the quality to meet international standards, in 2015, Dr Harish Pillai, CEO of Aster
Med city had predicted that "Kerala is preparing itself on a five-year mission to become India's
healthcare hub." .Not only is the private healthcare system strong in Kerala, but also the public

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 healthcare system is equally equipped to boost the state’s healthcare condition. Even after
facing a strong blow of the floods that uprooted the economy of the state, it bounced back to
life, only because the healthcare system was strong enough to withstand the challenges.

Recently, the Ministry of Health and Family Welfare issued an order that the Central
Government Health Scheme (CGHS) Wellness Centre will be opened in Kochi. In a recent
news update, Apollo Hospitals Enterprise Ltd has confirmed that it has forayed into the Kerala
market by entering into an operations and management (O&M) contract for a 250-bed super-
speciality hospital at Angamaly, in Kochi.

1.2(C) HEALTH CARE IN MALAPPURAM DISTRICT

Under Modern medicine, one Dist. Hospital with all speciality services,
functions at Manjeri. There are taluk hospitals at Tirur , Ponnani and Perinthalmanna, Govt.
Hospitals at Malappuram, Nilambur, Areacode and Tirurangadi. 15 Major public health
centres, 77 mini public health centres and 565 Sub Centres are there. 3 Leprosy control units,
2 Filaria control units, etc. also function. Total bed strength of hospitals under government is
1500. India Population Project II, implemented in the district achieved a breakthrough in health
awareness. The common people, especially women, were given health education, resulting in
improvement of pre-natal and ante-natel care, reduction of infant mortality, acceptance of
immunisation, Control of communicable diseases etc. The District Medical Officer, Co-
ordinates the health services. There are also a District Immunisation officer, District Leprosy
officer, District T.B. Officer, District Health Education Officer and District Mass Education
Officer. In Allopathy, private hospitals with super speciality units also function in the district.
World famous Kottakkal Arya Vaidya Sala is 12 Km from Malappuram. It provides patronage
of research and development of Ayurveda treatment. Under the Government sector, one Dist.
Ayurveda Hospital with 50 beds, function at Edarikode. The only Ayurveda Mental Hospital
in the state is at Kottakkal with 50 beds. 2 Hospitals at Manjeri and Velimukku with 20 beds
each, 6 hospitals at Perinthalmanna, Malappuram, Vengara. Thozhanur, Thiruvali and
Chelembra with 10 beds each and 52 dispensaries are also there. The Dist. Medical Officer
(ISM) is the co-ordinating officer. This branch of medicine has got vast acceptance among the
people. Two 25 beded Government Homeo hospitals function at Malappuram and Manjeri
apart from 30 Govt. Homeo dispensaries in the district. There is a Dist. Medical Officer for
Homeo at Malappuram.

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 1.3 WORK-LIFE BALANCE

Work–life balance is the lack of opposition between work and other

life roles. It is the state of equilibrium in which demands of personal life, professional life, and
family life are equal. Work–life balance consists of, but it is not limited to, flexible work
arrangements that allow employees to carry out other life programs and practices. The term
'work–life balance' is recent in origin, as it was first used in UK and US in the late 1970s and
1980s, respectively. Work–life balance is a term commonly used to describe the balance that a
working individual needs between time allocated for work and other aspects of life. Areas of
life other than work–life can include personal interests, family and social or leisure activities.
Technological advances have made it possible for work tasks to be accomplished faster due to
the use of smartphones, email, video-chat, and other technological software. These technology
advances facilitate individuals to work without having a typical '9 to 5' work day.

In theory, this outcome could lead to interpersonal conflicts between personnel in the latter
term when the new parent resumes work. Not to mention, as pointed out by Adema et al. (2016),
this could lead employers to intentionally or unintentionally discriminate against hiring women
of child rearing age with motherhood being the determining factor.

Work-life balance is a concept including proper prioritizing between “work” and

“lifestyle”. Work life balance is a choice an individual has to make. However, it is the
organization that needs to take an initiative to help the employees. Today, an employee is
not looking at their employer just for a job, also to care for their work life balance and their
wellbeing. If an organization addresses these needs, in addition to providing better career
opportunities, they can be very successful in providing job satisfaction to the employees.
Organizations are adopting new means to ensure that their employees get enough time to
enjoy their personal life and spend time with family. It is very essential for the organizations
to have good work-life balance practices and policies; this would ensure various factors like
decreased employee turnover rates, helps the organization in becoming Preferred Employer,
Improved ROI on employees, as there is reduced turnover, enhanced employee morale and
satisfaction, less absenteeism due to employee satisfaction. Enhanced employee loyalty and
commitment towards the organization. Enhanced organizational performance.

Work-life balance has always been a concern of those interested in the quality
of working life and its relation to broader quality of life. The pressures of work, for those
in work, have been intensifying in recent decades. Factors such as the advances in

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 information technology and information load, the need for speed of response, the importance
attached to quality of customer service and its implications for constant availability and the
pace of change with its resultant upheavals and adjustments all demand our time and can be
sources of pressure. Much of the general analysis about the causes and consequences of
work-life imbalance is speculative and based on limited convincing evidence. We need to
learn more in particular about the consequences of imbalance on family and community and
on changing values.

1.3(A) HISTORY OF WORK-LIFE BALANCE

The concept of work–life balance is not new to our generation or unique to our
profession. The idea that one should limit the amount of time spent at work dates back to
manufacturing laws of the late 1800s when the work hours of women and children were
restricted. By 1938, the Fair Labour Standards Act established a 44-hour work week,
although professionals such as doctors were assumed to be perennially “on call.”

The Women's Liberation Movement of the 1980s brought work–life balance back to
the forefront. To accommodate women in the work force, flexible working schedule and
maternity leave were popularized. Initially, this concept was only for women, expected to
both hold down careers and continue primary management of the family and home. Soon,
these benefits and ideas were expanded to encompass professional men and women. The
idea that people would want to have balance between their professional and personal lives,
more flexibility in managing their schedule, and presumptively increase satisfaction from
work and life became a key concept in the late 20th century.

Today, work–life balance is also a multimillion dollar industry, and a deciding factor
in choosing jobs as diverse as Wall Street bankers and physicians. A Google search for
“work– life balance” brings up more than 296,000,000 results including links for tools for
work–life balance, scientific articles, and consulting companies to help create work–life
balance.

Work–life balance for surgeons is particularly complex. Most surgeons were raised by
mentors who gave up much of their life to virtually live at the hospital as “residents” and
continued on working long hours as staff surgeons. In the three “A's of physician excellence”
able, affable, and available is often the easiest to perfect, at least early on. Of course, the

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 acuity of patients and patient needs make it easy for surgeons to become and remain a
“workaholic.”.

1.3(B) CAUSES OF WORK-LIFE BALANCE

There are three moderators that are correlated with work–life imbalance:
gender, time spent at work, and family characteristics.

Gender differences could lead to a work–life imbalance due to the distinct perception of role
identity. It has been demonstrated that men prioritize their work duties over their family duties
to provide financial support for their families, whereas women prioritize their family life.

Spending long hours at work due to "inflexibility, shifting in work requirements, overtime or
evening work duties" could lead to an imbalance between work and family duties. It has been
demonstrated "that time spent at work positively correlate with both work interference with
family and family interference with work, however, it was unrelated to cross-domain
satisfaction". This could be due to the fact that satisfaction is a subjective measure. This being
said, long hours could be interpreted positively or negatively depending on the individuals.
Working long hours affect the family duties, but on the other side, there are financial benefits
that accompany this action which negate the effect on family duties.

Many authors believe that parents being affected by work–life conflict will either reduce the
number of hours one person works, where other authors suggest that a parent may run away
from family life or work more hours at a workplace. This implies that each individual views
work–life conflict differently.

"The past two decades have witnessed a sharp decline in men's provider role, caused in part
by growing female labour participation and in part by the weakening of men's absolute power
due to increased rates of unemployment and underemployment," states sociologist Jiping Zuo.
She continues, "Women's growing earning power and commitment to the paid workforce
together with the stagnation of men's social mobility make some families more financially
dependent on women. As a result, the foundations of the male dominance structure have been
eroded."

In recent research by Pew Research Centre, it is reported that half of working mothers and
fathers believe it is a challenge to simultaneously be a professional and a parent. Generally
speaking, men have more interests in financial gain which requires working longer hours.

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 Women tend to report higher desires of flexibility between profession and home life, which
can allow them to be at home more frequently.

1.3(C) CHANGES PERCEIVED GENDER ROLES

Today there are many young women who do not want to just stay
at home and do housework without having careers. About 64% of mothers whose youngest
child was under age six, as well as 77% of mothers with a youngest child age 6 to 17were
employed in 2010, this indicates that the majority of women with dependent-care
responsibilities cannot, or do not wish to, give up careers. While women are increasingly
represented in the workforce, they still face challenges balancing work and home life. Both
domestic and market labour compete for time and energy. "For women, the results show that
only time spent in female housework chores has a significant negative effect on wages".

Many men do not see work alone as providing their lives with full satisfaction, and they often
want a balance between paid work and personal attachments, without being penalized at
work. These men may desire to work part-time, in order to spend more time with their
families.

More men are realizing that work is not their only primary source of fulfilment from life. A
new study on fatherhood (2010) shows that more men are looking for alternatives to their 40-
hour workweek in order to spend more time with their family. Though working less means a
smaller pay check and higher stress levels, men are looking for flexibility just as much as
women. However, with an ever-changing society, flexibility is becoming much more
apparent. "It seems that some traditional stereotypes are starting to lessen just a bit in terms
of who's responsible for care of the children," says human resource specialist Steve Moore.
Traditionalism is becoming less frequent due to what's actually practical for each individual
family.

1.3(D) CONSEQUENCES OF WORK-LIFE BALANCE

Problems caused by stress have become a major concern to both employers

and employees. Symptoms of stress are manifested both physiologically and psychologically.
Persistent stress can result in cardiovascular disease, sexual health problems, a
weaker immune system and frequent headaches, stiff muscles, or backache. It can also result
in poor coping skills, irritability, jumpiness, insecurity, exhaustion, and difficulty

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 concentrating. Stress may also perpetuate or lead to binge eating, smoking,
and alcohol consumption.

The feeling that simply working hard is not enough anymore is acknowledged by many other
American workers. "To get ahead, a seventy-hour work week is the new standard. What little
time is left is often divided up among relationships, kids, and sleep." This increase in work
hours over the past two decades means that less time will be spent with family, friends, and
community as well as pursuing activities that one enjoys and taking the time to grow
personally and spiritually.

According to a survey conducted by the National Life Insurance Company, four out of ten
U.S. employees state that their jobs are "very" or "extremely" stressful. Those in high-stress
jobs are three times more likely than others to suffer from stress-related medical conditions
and are twice as likely to quit. The study states that women, in particular, report stress related
to the conflict between work and family.

In the study, Work–Family Spill over and Daily Reports of Work and Family Stress in the
Adult Labour Force, researchers found that with an increased amount of negative spill over
from work to family, the likelihood of reporting stress within the family increased by 74%,
and with an increased amount of negative spill over from family to work the likelihood to
report stress felt at work increased by 47%. Shepherd-Banigan, Basu, Booth & Harris (2016)
conduct research on how stress can cause extremely negative effects on new parents. Between
trying to balance a new schedule, managing additional responsibilities, and lacking flexibility
and support, they can only increase stress, potentially causing depression to the employee.

Psychoanalysts diagnose uncertainty as the dominant attitude to life in the postmodern

society. The pressure that society exerts on individuals can cause them to have an uncertain
attitude. It is the uncertainty to fail, but also the fear of their own limits, not to achieve what
the society expects, and especially the desire for recognition in all areas of life. In today's
society, competition manifests itself in various settings. For example, appearance, occupation,
education of the children are compared to a media-staged ideal. This idea of perfection is due
to this deep-rooted aversion to all things average; the pathological pursuit to
excellence. Whoever wants more from the job from the partner, from the children, and from
themselves could one day burn out. The individual is then faced with the realization that
perfection does not exist. To date, burnout is not a recognized illness. It has been noticed that
a burnout affects those passionate people who seek perfection. This condition is not

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 considered a mental illness but only a grave exhaustion that can lead to numerous sick days. It
can benefit the term that it is a disease model which is socially acceptable and also, to some
extent, the individual self-esteem stabilizing. According to experts in the field, the individuals
who detain the following characteristics are more prone to burnouts: the hard-working,
the perfectionist, the loner, the grim and the thin-skinned. All together, they usually have a
lack of a healthy distance to work, leading to work–life imbalance.

Although burnout is linked to a more positive view, four out of five Germans complain about
high stress levels. In fact, one in every sixth individual under the age of 60 consumes
medication against insomnia, depression or to boost energy levels, at least once a week. The
phases of burnout can be described first by great ambition, then the suppression of failure,
isolation, and, finally, the cynical attitude towards the employer or supervisor. Often, those
individuals seem to have anxiety disorders and depression as well, which are serious mental
diseases. Depression is the predominant cause of nearly 10,000 suicides that occur each year
in Germany. The consequences of high stress levels could lead to depression, which in turns
affects the balance between work and life. For example, in Germany, early retirement due to
mental illness represented 15.4 percent of all cases in 1993. In 2008, the percentage increased
to 35.6 percent. The proportion of failures due to mental disorders seems to be increasing. In
2008, statisticians calculated 41 million absent days that were related to these crises, leading
to 3.9 billion euros in lost production costs.

1.3(E) WORK-LIFE BALANCE IN HEALTH CAREINDUSTRY

ACROSS GLOBE
The difficulties of balancing work and personal life are experienced
worldwide, regardless of country, religious affiliation, culture, or gender. For health sector
industries operating internationally, it is important to define a global work life strategy built
on shared principles and guidelines that allows for initiatives driven by geographic, cultural,
and economic differences. Work-life balance is essential in every industry for every
professional, employee, and executive. Yet, it is often the people in careers devoted to helping
others, like those in the healthcare industry, who are challenged finding time for self-care and
the “life” side of the scale.

As a former nurse, I know that healthcare professionals – from management to doctors and
front line practitioners are intensely proud of the work they do, but they are being stretched
to the max! They provide outstanding care for patients but many of them are becoming burnt-
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 out. They are tired, stressed, and their morale is low. Healthcare practitioners are under a lot
of pressure, but in their commitment to taking care of others they are sometimes forgetting to
take care of themselves. We know that taking care of others starts with taking care of
ourselves. . We can’t be at our best when we’re exhausted and unbalanced. When a person
dives into the healthcare field, whether as a nurse, doctor, or medical assistant, they pretty
much expect a life with long working hours and spending half of their lives in the hospital.
With most doctors working between 40 to 60 hours per week, and nearly 20% reported that
they work 61 to 80 hours per week, is there time to do anything else outside of medicine

Dr Andreas Schwingshackl, an assistant professor in Paediatrics at the University of

California feels that the pursuit of work-life balance can actually worsen a physician's quality
of life by adding additional, often unrealistic, expectations to their already stressful lives. To
him, this separation means that there is always a conflict, and suggested that seeking work-
life balance implies that "life only occurs whenever we are not at work" and assumes that "life
is good and work is bad."

1.3(F) WORK-LIFE BALANCE IN HEALTHCARE

INDUSTRY OF COUNTRY INDIA

Work-life balance among employees has now become an

issue of concern among employees as well as for employers in Indian healthcare industry.
The growing participation of women in workplace and twin career families has produced
totally diversified workforce, which give rise of maintaining work-life balance among
employees. Work-life balance among employees has now become an issue of concern among
employees as well as for employers in healthcare industry. The growing
participation of women in workplace and twin career families has produced totally diversified
workforce, which give rise of maintaining work-life balance among employees.

“The growing ‘always-on’ work culture among millennials has cost employees their mental
health undermining the quality of work,” Mohit Bharti, regional director at Michael Page
India, stated in a press release. “Performance pressure and fear of losing jobs are the major
reasons for extensive stress beyond work hours. Identifying multiple ways to address such
problems has become critical for employees as well as organisations,” he added.

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 The research, which looks at how employees carve quality time out of their work weeks for
family or to free up their mind to increase productivity, indicated that apart from the scope of
responsibilities and tasks in the workplace, other factors such as commuting, employee-
employer relationship and flexi-environment all affect the productivity of the employees

1.3(G) WORK-LIFE BALANCE IN HEALTHCAREINDUSTRY OF

KERALA STATE

Health industry in India is growing at swift pace and majority of the

work forces are contributed by women. As per the NITI Aayog’s second edition of “Health
States, Progressive India” report, Kerala as a state is one of the front-runners in Health sector
as a whole. National Accreditation Board for Hospitals & Healthcare Providers (NABH) is a
constituent board of quality control of India, set up to establish and operate accreditation
program for health care organization. Through this research paper, study was made on Work
life balance of married female nurses working in NABH accredited hospitals at Kottayam
district (Kerala State, India). Demographic factors mainly age, qualification, experience
and number of Children were considered as Dependent variables and work life balance as
Independent Variable. All the three NABH accredited hospitals of Kottayam were considered
for the study with the total sample size of 100 married female nurses. Questionnaire was used
for data collection and first hand data were made for data analysis by using SPSS software
with the help of multiple linear regression method and T - test. The association of the
Dependent Variables were assessed with the Work life balance of the nurses. The results of
the study showed that demographic factors like Qualification and Number of Children has a
direct relationship with the work life balance of the nurses whereas Age and Experience has
no association between the work life balance

1.3(H) WORK-LIFE BALANCE IN THE HEALTHCARE INDUSTRY

MALAPPURAM DISTRICT

Considering Malappuram district about the sector health care service, it consist
Hospitals at Malappuram, Nilambur, Areekode and Tirurangadi. 15 Major

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 public health centres, 77 mini public health centres and 565 Sub Centres are there Total bed
strength of hospitals under government is 1500. India Population Project II, implemented in
the district achieved a breakthrough in health awareness. If we consider healthcare sector of
malappuram to assess the work life balance, employees don’t have much stress or burden of
work (favourable) because malappuram is a least populated district and a semi urban area.

The emergence of flexible work arrangements is becoming popular in the competitive

corporate world. Robertson and Mosier (2020) stated that the COVID- 19 pandemic has
caused a change in work systems across the globe. It increases the number of people who
are working remotely from their homes due to quarantines, restrictions on movements and
gatherings. It piqued the interest of scholars to investigate whether these job designs were
beneficial to employees and organizations. Working from home is the result of modern
technology where employees can start their work according to their convenience which
resulted in increased credibility. (Richardson and Writer, 2017). Over the years, working
from home had developed as a way of working that can be used as part of an agile working
program. It provides the opportunity for employees to work from home. Tabussam and
Rahman (2013), defined work from home as the growth of technology and its uses increases
the fragmenting of work tasks and the workday, blurring the boundary between work and
personal life. It is a way to encourage the join of professional life into personal life. Work
from home is when employees are allowed to work from a conventional location other than
physically International Journal of Engineering and Management attending to the site by
using advanced technology. (Uresha, 2020). Reddy and Kannamany (2018) defined it as a
conceptualized process where an employee can perform his assigned responsibilities from
the comfort of the home. It provides flexibility in working hours to the employee with ease
to accomplish the assigned jobs of the employer in the comfort of his home. A work
practice that involves members of an organization substituting a portion of their typical
work hours to work away from a central workplace, principally from home using
technology to interact with others as needed. (Allen et al., 2015). Job satisfaction of
employees relates to the expectations of an employee on the job, the degree of happiness
derived from the conditions of service. (Idiegbeyan et al., 2019). According to Tomazevic
and Sellijak (2014), it is defined based on its relationship with the factors. Such as general
wellbeing, work stress, autonomy, home-work interference, and working conditions. It is an
affective or emotional response that employee has toward their job; it is a response to an
employee’s expected job outcomes as compared to actual job outcomes. (Mawhinney,
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 2011). Further, it is commonly defined as the level of contentment an individual is with
their job. (Smith et al., 2018).Also, it is defined as the fulfillment of work-life balance and
adequate functioning of work and home in conjunction with minimal role conflict. (Felstead
and Henseke, 2017).Similarly, it can be considered as a relative psychological feeling and
understanding of an individual which could change over the period based on various
influencing factors like physical, financial, technological, social, and psychological.
(Bhattarai, 2020). Munir and Khatoon (2015) stated that job satisfaction is a degree to which
one’s important needs for health, security, nourishment, affiliation, esteem, and so on are
fulfilled on the job or as a result of the job. With the technological evolution, many types of
research studies have been carried out to determine the relationship between work from
home practice and employee job satisfaction in various contexts. Allowing employees to
work from home leads to an increase in employee autonomy as employees get more control
over their workplace and time. The extent to which work from home is associated with
beneficial outcomes may depend on the level of scheduling flexibility. (Golden and Veiga,
2014). According to Mergener and Mansfeld (2021), employees who are working from
home experience high autonomy that may positively affect their job satisfaction. Further,
the rewards of greater work-life balance and job flexibility associated with working
remotely contribute to job satisfaction. (Grant, 2021). The possibility to take care of
children and other family members is a valuable resource for employees who are working
from home and leads to perceived advantages of telework and job satisfaction. (Nakrosiene
et al., 2019). Due to the current COVID-19 pandemic, worksites and premises are closed as
a precautionary measure or as a result of the government directive, organizations may be
able to implement work from home arrangements to achieve continuity of services and
maintain productivity. (ILO, 2020). Grant (2021) stated that continued employment during
COVID-19 due to remote work may also contribute to participants’ job satisfaction.
Probably, individuals who wish to fulfill their work obligations under any circumstances
may be less stressed because of the work from home possibility. Therefore, it can be
considered as an important resource that can increase job satisfaction. (Nakrosiene et al.,
2019). Therefore, when employees are working from home, they get more time planning
skills, work scheduling latitude, autonomy, able to take care of family members, ability to
balance work-life conflict, and maintain the continuity of the job even during sickness like
the current COVID-19 pandemic. Further, working from home enables employees to save
travel expenses. Consequently, these factors of work from home lead to telecommuting
outcomes including job satisfaction. (Nakrosiene et al., 2019). According to Job

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 Characteristics Model (JCM), the extent that a job possesses five core dimensions such as
skill variety, task identity, task significance, autonomy, and feedback lead employees to
experience psychological states as the meaningfulness of work, responsibleness of outcomes
of work and knowledge of the result of activities. These in turn said to impact the job
satisfaction of employees and additionally it provides a method for job redesigning that is
intended to increase the satisfaction of employees within the job (Hackman and Oldham,
1980). It is widely used as a theory to study how particular job characteristics concerning its
core dimensions impact job outcomes, mainly including job satisfaction. During working
from home, employees can experience more meaningfulness in jobs that require different
techniques and communication skills, and abilities and increase employee autonomy as
employees get more control over their workplace and time. Employees have been given
increasing autonomy to work from home.

1.4 IMPORTANCE OF THE STUDY

Self-care methods can help nurses stay motivated so they can achieve job satisfaction and
improved patient outcomes. Additionally, nurses who maintain a work-life balance tend to
be physically, mentally and emotionally healthier; thus, they are less likely to call in sick or
leave the nursing workforce. The success and failure depends on their efficient and effective
performance any employees in an organization. It can only be acquired by satisfaction in job,
the satisfaction in job mainly depend on the work-life balance, working condition, salary,
allowances, benefits etc… Nurses’ are playing an important role in determining the quality
and cost of healthcare. It is argued that they have the potential to be part of solutions to key
problems in health care systems. Because, they are playing crucial role in their organizations
performance and their family well-being. Nurses’ work life balance is found to influence the
hospital performance and productivity. The tendency to become fully engaged in the
performance of every role in ones total role system, to approach every typical role and role
partner with an attitude of attentiveness and care. It is the practice of that even handed
alertness knows sometimes as mind fullness. However it is also noted that the expression of
full engagement reflects a condition of “positive” role balance, in contrast to “negative” role
balance in which individuals are fully disengaged in every role. It is understandably more
concerned with positive role balance than negative role balance. The quality of service
provided by the hospitals is of utmost importance for improving its in-patient rate and the
nurses in the hospitals play a vital role maintaining this level of service. So in order to
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 improve the quality of its service and organizational effectiveness hospitals must ensure high
commitment from its patient-care personnel which is derived if they experience a sense of
job satisfaction that is directly affected by their Quality of Work Life. In order to best utilize
the potential of nurses, it is essential for every clinic with utmost care. They should work on
its work life balance policies which will help in reducing work life conflict and enable
its nurses to become more effective in all roles especially the professional role and also
career women are challenged by work and family commitment at the end of each day.
Majority of women are working through-out week and majority of the nurses are struggling
to achieve work life balance. Women reported that their life has become a juggling act as
they have to shoulder multiple responsibilities at work and home. The hospital management
needs to be conscious of this status of nurses and periodically review their status. They can
create supportive environment to help these women achieve work life balance.

1.5 NEED FOR THE STUDY

In order to best utilize the potential of nurses, it is essential for every clinic with
utmost care. They should work on its work life balance policies which will help in
reducing work life conflict and enable its nurses to become more effective in all roles
especially the professional role. A Report on the Importance of Work-Life Balance. Work-
life balance is about creating and maintaining supportive and healthy work environments,
which will enable employees to have balance between work and personal responsibilities
and thus strengthen employee loyalty and productivity. Also find out reasons for work life
balance nurses in private hospitals and gain an insight in to current work time policies and
practices, as well as work life balance issues in healthcare services, Malappuram. Helps in
identify and understand effectiveness of work life balance of employees in nursing services
to find out how to improve work life balance of nurses.

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 Emotional Labour Emotional labour includes all efforts of employees who have to
purposefully modify their actual negative inner emotions to hide or suppress the real
emotional feeling and pretend to be polite and cheerful and showcase a fake smile to protect
others from negativity and make their lives more pleasant. Emotional labour, though
necessary, most of the time is an unobserved effort that is seldom recognized or appreciated.
Need of Emotional Labour Emotional labour, predominantly is more required in the service
industry, yet it plays an important role in all types of jobs where an employee is attending or
interacting with the public, customers or clients. At times employees have to emotionally
labor with management and supervisors to build a good rapport with them and also with
coworkers for team building and cooperation to get their work done. Consequences of
Emotional Labour Emotional labour, when done repeatedly throughout the working hours
hampers the physical and mental health of an employee which negatively affects his/her
personal and work-life. The pressure of surface acting shadows on his/her personal life
affecting physical health causing fatigue and anxiety which have harmful effects on mental
health leading to stress and insomnia. The adverse result is job burnouts and job
dissatisfaction leading to reduced or underperformance which directly affects the
organization's growth. The Positive side of Emotional Labour Every human is different. Each
one is born with distinct inner capabilities. Not all are emotionally weak. People who display
emotional strength project better emotional dissonance leading to mental peace and better
physical health. They can easily adjust their moods to the need-based work situation and
handle customers or clients with a genuine smile. Work-life Balance Work-Life Balance can
be defined as the achievement of an ideal balance between the time spent at work and time
spent outside work. It is the art of bringing harmony between a person’s working life and
private life. Work-life balance is when a person is able to live a healthy and quality work-life
along with quality personal/family life. It is a state of perfect synchronization between
achievement and enjoyment where a person never falls into a situation where he/she has to
sacrifice one for the other. Work-life balance can also be interpreted as a relationship between
work commitments and an employee's life and the impact of one on the other. Need for Work-
life Balance Expectations from employees is growing day by day and the work world today,
poses several challenges. Organizations are well aware of work pressure on employees, which
if left unattended would adversely affect employee's performance leading to loss to the
organizations in the long run. Employers today, not only aim at employee's higher
productivity but also expect them to be happier and more balanced. Organizations have
realized the importance of work-life balance and are taking deliberate efforts in implementing

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 measures to promote a work atmosphere that is conducive to support a healthy work-life
balance. Flexible work hours, flexibility in the choice of work from home once or twice a
week or in emergencies, flexibility in applicable leaves and such other strong efforts on the
part of employers can

REVIEW OF LITERATUREAND RESEARCH DESIGN

2.1 Review of Literature

The literature on Work-life balance with different prospective are studied and available, in
recent years, there has been an increased interest in work family interface in the human resource
management literature, especially regarding the sources and outcomes of conflict between
these two spheres.

1. Clark SC (2000) work life balance is important for psychological well-being, high self-
esteem, satisfaction and harmony between work and life indicates the work life balance.

2. Greenhaus et al. (2003) says that work family balance includes involvement, time and
satisfaction balance.

3. Griffin, Hogan, Lambert, Tucker-Gail & Baker (2010) defines job stress as “a worker’s
feelings of job related tension, anxiety, frustration, worry, emotional exhaustion, and distress.”

4. R.Baral & S. Bhargava, (2011), Family well-being oriented welfare programs have been
initiated by employers in India which was a matter of concern since Industrialization. But the
policies and practices are best put in use in software and service sectors.

5. Voydanoff (2005) defines it as “global assessment that work and family resources are
sufficient to meet work and family demands such that participation is effective in both
domains.”

6. Hyman and Summers (2004) Classified seven major problems which are associated with
current practices overwork-life balance these are unevenness of adoption across different
sectors and organizations, lack of formalization of policies at organizational level, restricted
employee voice over the introduction and implementation of policies , policies are primarily to
meet business needs rather than those of employees.

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 7. Desrochers & Sargent, 2004, integrating work and family facilitates transitions between
these domains.

8. Aquinas, 2007, balancing the demands of work and family life are associated with
employees ‘physical and mental health as well as occupational variables such as job
satisfaction, performance, absenteeism, and turnover intentions.

9. Geunpil Ryu (2016): “Public employees” in the study named lomg working hours and low-
salary conditions ; the researcher focused on two main occupational structures namely; working
hours and inadequate salary and their influence upon each other.

10. Priya Chetty 2012, in an article “Importance of work-life balance” define the conceptual
framework of the term work-life balance in a manner that “it is mostly interpreted as the
compatibility and harmony of private life and the working life.

A number of studies have addressed this issue from different perspectives. Greenhaus and
Beutell (1985) and Greenhaus et al. (1989) examined the antecedents of conflict between
family and work, Goodstein (1994) and Ingram and Simons (1995) presented an institutional
perspective on organizations responses to work-family issues. In addition, Campbell,Campbell
and Kennard (1994) have studied the effects of family responsibilities on the work commitment
and job performance of women. The work-family issue is even further expanded to address the
relationship of business-marriage partners (Foley & Powell, 1997).

So, this allows for acceptance of the happy workaholic or the satisfied stay-at-home
mum or dad. "How can we measure or evaluate work-life balance? The best indicator would
be that it should feel right," she said. Whereas researcher Murphy and Doherty (2011) revealed
that it is not possible to measure work-life balance in an absolute way as there are personal
circumstances which influence the way that is perceived but establishing a harmony that
reflects an individual‘s priorities whereas employees must draw a firm line between their home
and work lives and be confident that the line is in the right place.

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 Work–life balance is defined as an employee‘s perception that multiple domains of
personal time, family care, and work are maintained and integrated with a minimum
of role conflict (Clark, 2000; Ungerson & Yeandle, 2005). However the
organizations are concern about their employees since industrialization as many
companies were having many welfare policies like healthy working environment,
safety and securities. Post war era saw the increase of government mandated
provisions being offered to employees such as health and life insurance, social
security like pension plans and disability protection in forms of worker‗s
compensation for accidents, and diseases institutionalizing the notion that employers
had at least some obligations to provide security to employees families (Glass &
Estes,1997). With the changing demographic shift in the work place the Work-life
balance has become the upcoming issue for the employees as well as for employers.
As in a survey it showed 18 to 26% of rise in women‘s labour force participation in
India. Thus the dual earners are increasing rapidly and creating a work-life conflict.
This WLB policies are no more limited to female workforce, but male workers too
feel the need of this. The study by Francene Sussner Rodgers (1992) with the sample
consisting of employees of 20 Fortune 500 companies; 28 percent of the men and 53
percent of the women reported that work-family stress affected their ability to
concentrate at work hence revealing that more than half the women and almost a
third of the men reported that work/family stress affected their ability to concentrate
on the job. Due to increasing demand for work-life balance it‘s tremendously
pressurizing the organization to implement policies that helps an employee to
balance the work and non-work performance. Environmental changes are evidenced
in increasing number of firms in the services sector (NASSCOM Newsline, 2008a),
which require employees to work longer, frequently interact with customers and
work across varied time zones. This has eliminated the line between the work and
family. As a result, initiatives such as flexible working hours, alternative work
arrangements, leave policies and benefits in lieu of family care responsibilities and
employee assistance programmes have become a significant part of most of the
company benefit programmes and compensation packages. Such policies, practices
and benefit programmes are generally referred as ―family-friendly policies‖(FFPs)
or ―work-life benefits and practices‖ (WLBPs) in literature (Kopelman et al., 2006;
Kossek & Ozeki, 1998). This study is based on the empirical analysis of literature
review, news articles and journals. The objectives of the research is to find out the

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 innovate Work-Life Balance Policies followed by Indian organizations and what
challenges are they facing. Further what are the prospects of Work-Life Balance
Policies in Indian organization.

in a dual career family, work family role conflicts and organizational role stress
were not significantly different among Indian husbands and wives. This
demographic change has forced the organization to think beyond the Human
Resource policies and further take initiative to adopt flexi working hours, leave
policies for elderly and child care, onsite childcare and financial assistance. These
practices in an organization results with less loss of knowledge workers to
competitors.
The Four family-friendly HR practices are: 1- Flextime: A work arrangement
wherein employees work a certain number of core hours, but has a freedom to start
and end time. 2- Telework: A work to home provision wherein employees work at
least some of their regularly scheduled hours at home and for pay. They use
technology like laptop or mobile to stay communicated with their employers. 3-
Childcare services: A variety of childcare support services, including information
and referral services, assistance with external suppliers, or on-site centers. 4-
Eldercare services: A variety of eldercare support services, including information
and referral services, assistance with external suppliers, or on-site centres. For the
purposes of this report, eldercare services were defined as ―available‖ if employees
indicated that their employer offered the service. Work-life balance practices not
only benefits a firm but the employees, the team and divisions where the WLB
strategies are implemented. These benefits include increased morale, productivity
and employe eand customer engagement. Work-life balance, in its broadest sense, is
defined as a satisfactory level of involvement or fit‘ between the multiple roles in a
person‘s life (Hudson, 2005). WLBPs are those institutionalized structural and procedural
arrangements, as well as formal and informal practices that make it easier for individuals to
manage the often-conflicting worlds of work and family lives (Osterman, 1995). Today
with the demographic shift in the workforce women make up 40 percent of the global
workforce, and they are becoming an increasingly important part of the world‘s formal
workforce as they shift from agricultural work to industry and service sector jobs
(International Labor Office, 2008). Family-friendly

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 However, it is not what can be personally achieved without the support of the organisation. So
what are the options that organisations can deploy to assist their employees achieve work-life
balance. Work-life balance options Employers are realising that the quality of an employee’s
personal and family life impacts work quality and that there are concrete business reasons to
promote work and non-work integration (Lockwood, 2003). As Vlems (2005) notes, when
organisations decide to facilitate their employee.

Many organizations have started implementing flexi time and telecommunicating through
which its easier for an employee to work as per their convenience. It helps the companies in
long run to retain their high potential workforce. A 29-year old Nidhi Sharma, senior
technical architect at HCL Technologies, who availed of the telecommuting policy for five
months after the birth of her twin daughters. She says that "This was the only option that
allowed me to take care of my kids

2.2 RESEARCH METHODOLOY

Research design is the outline of the methods that will be followed in a sequential manner
for conducting the study. Research design proposed for the study is ‘Descriptive’ type of
research. This type of research deals with quality of responses from the respondents,
attitudes, interests, technical skills, experience, behavioural, beliefs and values, emotions,
personality, self-concept etc.

2.3 SCOPE OF THE STUDY

 The study covers the various aspects in employee work life Balance and
measured increase in productivity accountability, commitment better
team work and communication improved morale, less negative organizational
stress.

 The study aims to analyze the HR problems related with Quality of Work Life
of nurses employed in private hospitals in Malappuram District and is expected
to provide an insight into the issues of Quality of Work Life of the nurses

 The study will be able to identify the problems related to the Quality of Work
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 Life (QWL) of its employees, their job satisfaction and work life balance.

 The study is expected to identify the bottlenecks in implementing the Quality

Work Life programs and the perception level of the employees about the

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 implementation of Quality Work Life programs

 This may help private hospitals (in Malappuram District) to be in a position to

take adequate steps forward to improve the quality work life balance of their
employees and to frame appropriate guidelines and policies to amend quality
work life balance programs successfully and to make periodic survey to assess
the quality work life balance.

 The study help us to understand the situation and difficulties of nurses (Health
sector employees) during a pandemic situation or an epidemic situations like
Nipah, COVID-19 etc…

 This study will also help us to understand how pandemic situation of Covid-19
affected nurses work life balance.

2.4 OBJECTIVES OF THE STUDY

 To study the work life balance among the private hospital nurses.
 To analyze the problems faced by the nurses in achieving work life balance.
 To identify the personal and demographic factors which are affecting their work life
balance in both favorably and adversely.
 To give suggestions to them in achieving quality work life balance.

2.5 SAMPLING

 SAMPLING TECHNIQUE

The total sampling technique used here is convenient sampling technique and the
sample size for this research will be 100.

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  SOURCES OF DATA COLLECTION

The required data for this research will be collected through both primary and
secondary data.

a. PRI MARY DATA: - Primary data will be collected through questionnaire, face
to face interview and telephonic interview.
b. SECONDARY DATA; - Secondary data will be obtained from text books,
articles and websites etc.

2.6 TOOLS FOR DATA COLLECTION

QUESTIONNAIRE: - The primary data will be collected through questionnaire.

SCHEDULE: - The data will be collected through telephonic interview with the respondents.

Google Forms: - The data will be also collected through Google forms considering the other
social factors too.

2.7 LIMITATIONS OF STUDY

Sample size is limited to 100 nurses

Lockdown caused by global pandemic; COVID-19

There may be errors due to the bias of the respondents

Due to time constraints and busy schedule of nurses, it was difficult to interact
with them completely (The time stipulated for the project is very short)

The study is limited to nurses in Malappuram district, kerala. There for

thefindings of the study cannot be extended to other areas

Relevant papers and documents were not available sufficiently

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 Difficulty to access respondents (nurses)

Inconvenience due to global pandemic issue

Inconvenient shift for taking interview

No proper co-operation from the organization side

Difficulty of spreading global pandemic Covid-19

Safety measures to prevent spreading of global pandemic such as mask, gloves,

sanitizer etc… was difficult to carry and conduct interview (reduces the
effectiveness and efficiency of the interview)

I am also less experienced in this regard

2.8 DATA ANALYSIS

The data will be collected through google forms as it is convenient to collect the data during this
pandemic situation and it will be analysed by percentage analysis and further it will be converted
into tables, charts and graphs.

2.9 STATEMENT OF THE PROBLEM

Lack of work flexibility, high work pressure and longer working hours are stressing out many
health sector industry workers, reducing their job performance and productivity as well as
causing broken homes. In the community, there is growing concern that the quality of home
and work life is deteriorating. These have resulted to poor employee input and performance at
their job place, because an employee, who finds it difficult to properly balance his or her family
life, tends to also have difficulties managing tasks at his or her workplace, therefore resulting
in poor employee performance. Moreover, there is a view, widely promoted by some
management professionals but not strongly supported by sound empirical evidence, that
workers are less willing to display unlimited commitment to the organization.

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 work life balance and organizational commitment for nurses(employees) are the most
paramount factors for them because they are playing a crucial role in their organization's
performance, productivity, efficiency and effectiveness. Improper work life balance of nurses
put the efficiency and effectiveness optimum utilization resources in the organization which
may leads to improper treatment of patients (customer) of hospital gradually which will result
in the failure of that hospital. So the employees work life balance (and job satisfaction) are the
major factors which will contribute to success of an organization

One of the important careers among them is Nursing Professional. Health care industry
is fully service oriented. In the competitive world, the demand of health care industry has also
increased because of the huge population and change in life style of the people. Still the health
care sector is in growing phase with certain limitations, which creates a heavy pressure on
Nursing Professionals and it may affect their work life. The pressure from extended working
hours, compulsory overtime, chances of getting deceased, increased stress level at their job
leads to job dissatisfaction which ultimately end up with higher attrition rate and low morale.
In this context, it would be more relevant to make an attempt to study the problem related to
Work Life Balance of Nurses which may help the health care sector to drastically reduce the
attrition rate and to provide high level of job satisfaction to the Nurses.

Traditionally the role of women was confined household works such as

cooking, cleaning, raising children, etc. They were looked upon as care giver or as home
keeper and were denied access outside home. But now the story is different. They have an
important role to play even outside the home. With the potential education and employment
opportunities today, most homes have become dual earners because of increase in expenses
and necessities. The expansion of higher education has also enhanced job prospects for
women and there is a shift in the role models from stay-at-home mothers to successful
professional women. Women achieved tremendous progress in every walk of life and made
a mark wherever they are. But her role at home has not changed much. The wife still cooks,
does household work, takes care of the family members, family commitments and runs the
house. With increase in pressure at work place and important demands at home, the work life
balance is at stake. They have chosen their career as per their wish and eligibility.

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 Past few years studies show that the importance of understanding emotions, managing
emotions in the workplace and attaining higher emotional intelligence have gained a lot of
attention not only on a personal or individual level but also at the organizational level.
Emotions play a vital role and influence every other feeling and expression of the human
body. Human emotions usually change rapidly and are strong in intensity that always
responds to a particular situation or event. Life without work is an illusion. Work is as
inseparable as important in life. Work-life decides the lifestyle and standard of living of a
person. Achieving a healthy work-life balance is not easy yet it is an extremely important
requirement in human life. Specific positive emotions of pleasure, satisfaction, enjoyment,
happiness and a smile at the workplace have become a prime requirement for more than
40% of jobs, and especially for the service industry. This can be termed as emotional
management, where employees at the workplace display specific artificial emotions as per
the jobs demand, regardless of their actual emotions. The study focuses on understanding
the concepts of Emotional Labour, work-life balance and study the relationship between
Emotional Labour and work-life balance.

The conflict between work and domestic responsibilities, especially in this Covid-19
pandemic era has called for inquest for employees of these government-owned hospitals.
This challenge would be attributed to the fear of Covid-19 pandemic by the public who
come in contact with the healthcare professionals, demographic and workplace changes –
such as; an increasing number of women in the workplaces, economic downturn which
abhors idleness and made able-bodied people seek for all manner of paid jobs,
underemployment, working beyond an acceptable number of hours due to influx of Covid-
19 patients, exploitation from the employers which leads to an employee stretching
beyond his/her limit, advancement in technology which encourages teleworking (working
from home) and isolation of healthcare professionals from their family and loved ones to
curtail the spread of the virus. All these might constitute a certain degree of bottlenecks in
balancing employees official engagements and their personal affairs. The activities of
these hospitals, due to Covid-19 pandemic are different from other hospitals within the
state. The healthcare professionals in the hospitals understudied, work round the clock
attending to patients, and also avoiding coming in close contact with their family and
loved ones to avoid the spread or infecting or being infected by thevirus. Most of these
healthcare workers were seen as potential carriers by the public. Some of them do not visit
their homes or have dealings with the public. They were isolated in order not to have
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 dealings with people, without due consideration to their personal lives and domestic
responsibilities, thereby leading to stress and in some instances causing domestic violence,
which may lead to many couples separating or outright divorce, neglect of other areas of
life and parents not spending enough time with their children which might lead to other
health-related issues. It is against the backdrop of the aforementioned challenges that this
study seeks to determine the effect of work-life balance on employee performance in
government-owned hospitals in Anambra State.

PROFILE OF THE SELECTEDORGANISATIONS AND RESPONDENTS

3.1 PROFILE OF THE SELECTED ORGANISATION

a) ASTER MIMS, KOTTAKKAL

Aster MIMS Kottakkal was officially inaugurated in October
2009 by his excellency,
Dr. A P J Abdul Kalam, Ex - President of India. Aster MIMS
Kottakkal is headed by a visionary leader Padmashree Dr. Azad
Moopen. It is a 150 bed tertiary level, super specialty hospital with a
keen eye on the economic aspects of healthcare from patients'
perspective.

All staff is trained in Basic Life Support (BLS) measures. All staff
directly involved in patient care (nurses, emergency medical team,
doctors) is trained in Advanced Cardiac Life Support (ACLS) as per
American Heart Association (AHA) protocols. We have set up a full
- fledged, protocol - driven Emergency Medicine Department which
also happens to be the first of its kind in Malappuram district. Aster
MIMS Kottakkal is an answer to the health care needs of a growing
population across district, promising a comprehensive, caring and
cost-effective medical treatment of world-class quality. And, they
achieve it through a team of highly qualified and committed medical
professionals & Paramedical staffs supported by the most advanced
medical technologies. Aiming a better tomorrow in the field of

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 medical science, the centre supports advanced medical education. At
Aster MIMS Kottakkal, they ensure an ethical medical practice,
upholding the philosophy that profit must only be a by-product rather
than an aim, in the field of health care.

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 b) NEHA HOSPITAL, KOTTAKKAL
Neha Hospital in Kottakkal, Malappuram is a top player in the
category Hospitality Services in the Malappuram. This well-known
establishment acts as a one-stop destination servicing customers both
local and from other parts of Malappuram. Over the course of its
journey, this business has established a firm foothold in its industry.
The belief that customer satisfaction is as important as their products
and services, have helped this establishment garner a vast base of
customers, which continues to grow by the day

c) ALMAS HOSPITAL, CHANGUVETTY

Almas Hospital, a Multi-Level Super Speciality Referral
Hospital situated in the heart of Kottakkal City. In today’s world,
where hospitals are becoming a business rather than a service, Almas
is an exception. We are providing international level services to the
people at a very affordable cost. Its impressive services and
unmatched operative efficiency has gained all round recognition
from the people. Now Almas is becoming the most trusted name in
healthcare services.

This ISO Certified (9001-2015) 400 bedded multi-speciality referral

hospital was established in 2002 with an aim to Provide World Class
Treatment to all at affordable rates. Within a short span of time,
Almas became a renowned name in the health care sector. This
tremendous growth, with-in 8 years was the result of our teamwork
of the Doctors, Management, Nursing and Paramedical and
Administrative Team, under the leadership of our Chairman &
Managing Director Dr. P.A. Kabeer.

Recently Almas established a Dialysis Department having 22

machines and well qualified technicians to provide dialysis services
to the poor patients at free of cost in association with Integrated
Medical Brotherhood (IMB) Kerala Chapter.

31 | P a g e
 d) HMS HOSPITAL, PALATHARA

HEARTS MALABAR Clinical Solutions Pvt Ltd is a registered

company in Kerala health sector as per the provisions of company
Act 1956 with its headquarters at 1/801 A, B.G. Road, WestHill,
Kozhikode – 673005, Kerala – India. Dr. Byju Cheriya Kachery, one
of the eminent Interventional Cardiologists in South India is the
Chairman and Managing Director and Dr. Muraleedharan AK a
popular Cardiothoracic Anaesthesiologist and Intensivist is the
Executive Director. The other Board Members include a team of
highly qualified and committed Doctors in South India.

The company is now confident to look into its future for establishing
many more ventures of international standard for providing
comprehensive healthcare in Cardiac and allied specialties.

e) HARRISON MEDICAL CENTRE, EDARIKODE

Harrison Medical Centre in Kottakkal, Malappuram has a well-
equipped clinic with all the modern equipment. The clinic has
separate waiting and consultation areas which allow enough space
for patients to wait conveniently at the clinic. Being a specialized
ENT, the doctor offers a number of medical services. These include
Orthopaedic Treatment among others. The clinic is operational
between 00:00 - 23:59. Payments can be made via various modes
like Cash. Among the finest ENT in the city, Harrison Medical
Centre in Kottakkal, Malappuram is known for offering excellent
patient care. The clinic is located centrally in Kottakkal, a prominent
locality in the city. There is no dearth of public modes of transport to
reach the clinic from all major areas of the city.
services.

Harrison Medical Centre was established in 1996 with an aim to

32 | P a g e
 Provide Best Quality Healthcare Services to all at affordable cost
under the Leadership of Dr. Damanlal.

We have all important departments with qualified and professional

doctors and paramedical staff with all necessary ultra-modern
equipments. Within a short span of time, Harrison Medical Centre
became a renowned name in the health care sector. This tremendous
growth, within 20 years was the result of our team work of the
Doctors, Management, Nursing and Paramedical and Administrative
Team, under the leadership of our Managing Director Dr.Damanlal.

f) AL-NOOR HOSPITAL, THALAKKADATHUR

Al Noor Hospital, Thalakkadathur, a Speciality Hospital in
Malappuram district of Kerala. Get contact information and details
about the various specialities and treatments offered at Al Noor
Hospital, Thalakkadathur. The hospital is equipped with Ambulance,
Facilities, Neonatology, Antenatal Care, Intensive Care Unit etc

g) CITY HOSPITAL,TIRUR
City Hospital in Tirur, Malappuram Private Hospital, Standard Ward
Care. Nursing services, laboratory, Doctors Consulting X-
ray and diagnostic procedures, and interpretation and has a well-
equipped clinic with all the modern equipment. The clinic has
separate waiting and consultation areas which allow enough space
for patients to wait conveniently at the clinic.

Among the finest Hospitals in the city, City Hospital in Tirur,

Malappuram is known for offering excellent patient care. The clinic
is located centrally in Tirur, a prominent locality in the city. There is
no dearth of public modes of transport to reach the clinic from all
major areas of the city.

33 | P a g e
 h) TIRUR MISSION HOSPITAL, POONGOTUKULAM
Tirur Mission Hospital became a reality in july 1st 2005.
Located at Poongottukkulan the birth place of the great legend
Tunjath Ezhuthachan. It is the first multi-specialty high tech
hospital in the area. It is just 5 minute Drive from the Tirur
Railway station and one hour from karipoor International Air
Terminal. A team of young and dynamic doctors is behind
Making this project a reality. The nursing care and the
hospitality services meet international standards. The warm
and peaceful atmosphere with greenery and landscapes brings
fresh and warmth in to the hearts of the patients. Ample parking
space is uniqueness in Tirur Mission Hospital. Hospital’s
Mission is to honourably serve the needs of the community by
providing service of a superior quality at fair price to poor patients.
They will achieve this by providing patients through and
uncompromising commitment to patient satisfaction.

i) MALABAR HOSPITAL, MANJERI

Malabar Hospital was incepted in 2000 with all ultra-modern

facilities as a 150 bedded multispecialty hospital situated in Raiiv
Gandhi Bypass Road Manjeri. Started by a group of doctors and
well-wishers, this is a non-profit oriented venture. After 19 years this
hospital has reached a commendable position in this small town of
Manjeri. This venture has been growing steadily over the years,
thanks to the dedication of the staff. Desire to give best care, making
treatment affordable are the cornerstones of this institution. Advance
in medical technology have seen in latest diagnostics and treatment
equipment. With all the basic and preclinical departments led by
pioneers in the respective field ours is the best. We have the prestige.
The mission of Malabar Hospital Pvt Ltd is setting the standards for
excellence in the delivery of patient care, patient safety, and the
quality of healthcare experiences accreditation of NABH the only

34 | P a g e
 one in Manjeri. Hospital also provide Patient friendly, profession
friendly environment

j) NIZAR HOSPITAL, VALANCHERY

Nizar Hospital, ever since its inception in 1962 by late Dr N K

Mohammed, has been providing yeoman services to the sick and the
suffering. The Nizar Hospital Situated very close to Valanchery town
in MALAPPURAM District, Kerala. The hospital has several
department like General Medicine, Cardiology, Paediatrics,
Gynaecology, Orthopediatic, Surgery, Dermatology and many
others.

k) KALLIYATH HOSPITAL, POOKAYIL

Kalliyath Hospital Pookayil, a Speciality Hospital in
Malappuram district of Kerala. The hospital is equipped with
Biochemistry, ECG, Intensive Care Unit, Diagnostic Centre,
Facilities etc ... and the finest Hospitals in the city, Kalliyath
Hospital in Tirur, Malappuram is known for offering excellent
patient care. The clinic is located centrally in Tirur, a prominent
locality in the city. It stands close to Pookkayil which not only makes
it convenient for people from the vicinity to consult the doctor but
also for those from other neighbourhoods to seek medical guidance.
There is no dearth of public modes of transport to reach the clinic
from all major areas of the city.

l) UNITY MISSION HOSPITAL, THANALUR

Unitymission hospital is committed to provide high quality health
care services to the needy, the poor and the weak at affordable cost
ensuring their optimum satisfaction for the purpose of alleviating
human suffering and affirming human dignity in the midst of pain
and loss and striving to improve our services continuously.

35 | P a g e
 thishospital is committed to provide high quality health care services
to the needy, the poor and the weak at affordable cost ensuring their
optimum satisfaction for the purpose of alleviating human suffering
and affirming human dignity in the midst of pain and loss and
striving to improve our services continuously.

m) LAILAS HOSPITAL, CHEMMAD

Lailas Hospital, prestigious for its service and hospitality to the

people for more than two decades, started and established in 1994 at
Chemmad, Malappuram District, State of Kerala, India. During its
inception no other medical facilities were available to the people in
that wide locality. In addition to the General Treatment the institution
is recognized for prioritizing its focus on Gynaecology & Obstetrics
as well as Paediatrics & Surgery specialities. The hospital has round
the clock medical facilities which includes 24 hours Laboratory,
Pharmacy, Emergency Department, Casualty etc. Around 20 years
back in its early ages (1996), the institution pioneered in providing
an Ultrasound Scanning facility which was unheard of in that locality
at the time. Denoted and acknowledged as ‘the people’s doctor’ , the
Chief Gynaecologist of Lailas Hospital, Dr. Laila Beegum, in a span
of 23 years had the honour of conducting and supervising the highest
number of child deliveries in the world. This is considered to be a
World Record and has been recognized and published by various
media. She is awarded and honoured for her achievements by many
Honourable Ministers of the State and by various Organizations. She
is a popular personality in the local as well as international media
and is expected to enter her dignified name in the ‘Guinness Book of
World Records’ not too far. Apart from this remarkable
accomplishment, Lailas Hospital is distinguished in having the
lowest caesarean rate and the lowest neonatal mortality rate in the
country. Having successfully served the people for 23 years, the
institution now expects to extend its outstanding services globally.

36 | P a g e
 n) MKH HOSPITAL, TIRURANGADI

M.K Haji Orphanage Hospital a 200 bedded Multi speciality hospital

is providing quality health care services to the marginalized section
of people in this rural area, especially the orphans, poor and
downtrodden, for the last 16 years. The rates and charges in this
hospital is very moderate and affordable. Treatments to the orphans
and families below poverty level (BPL) are 100% free of cost, and
for other eligible IP patients concessional rates are also given.
The hospital is equipped with state of the art modern medical
equipment and facilities, such as well-equipped and computerized
Laboratory (24 hours), Computerised Pharmacy (24 hours), Accident
Trauma Unit, Casualty (24 hours), ICCU, ICU,NICU,PICU, X-Ray,
ECG, Audiogram and Tympanometry, Scanning, Foetal Monitor,
Colour Doppler, TMT, Endoscopy, Physiotherapy, Modern Theatre
complex with C-Arm facility, Modern Labour room, 24 hours
Ambulance Services etc..

o) AL SALAMA HOSPITAL, VENGARA

Over the last three decades we have transformed ourselves into one
of the best multispecialty hospitals in Malappuram with 200 beds and
a full complement of facilities and services that assure quality
healthcare at an affordable cost to the community. This has been
achieved as a result of our commitment to provide an exceptional
experience to each of our patients through a quality driven process
focused on team work, professional integrity and compassionate care
delivery. Al salama offer highly Specialised Medical Care, on one
site, from some of the foremost national And international specialists
In their fields of medicine, The greatest asset and they ensure that
they have highly experienced physicians, surgeons and well trained
support staff who work as one team and They pride ourselves in

37 | P a g e
 providing compassionate and individualized care with the right
attitude to patients in a safe and ambient environment.

p) MOULANA HOSPITAL, PERINTALMANNA

Moulana Hospital commenced its services in 1990 with its sights at
setting up a Super Specialty Referral Hospital, Equipped with the
most advanced diagnostic and Medical Care Facilities. Since then,
moulana have grown manifold and gained confidence of the people
far and wide, especially the needy in the Malabar Region. Moulana
Hospital has now been recognized as a Fully-Equipped Super
Specialty Referral Hospital with most advanced Facilities and
services to care for 450 Inpatients. Our Super Speciality Departments
include Neurosurgery, Neurology, Cardiology, Cardiothoracic
Surgery, Nephrology, Urology, Gastroenterology, Pulmonology,
Endocrinology and Rheumatology & Clinical Immunology. All the
Departments are headed by Eminent Doctors with many years of
Patient care experience. The First Cardiovascular & Thoracic
Surgery Department in Malappuram District was started in Moulana
Hospital in 2004. In-Vitro Fertilization (IVF) and ICSI facilities
were started with the able assistance of an Australian Embryologist
in the Department of Infertility.

Moulana hospital is committed to provide high quality health

care services to the needy, the poor and the weak at affordable cost
ensuring their optimum satisfaction for the purpose of alleviating
human suffering and affirming human dignity in the midst of pain
and loss and striving to improve our services continuously.

q) SUPRIYA SPECIALITY HOSPITAL,

PUTHANATHANI

Among the finest Hospitals in the city, Supriya Speciality Hospital

in Puthanathani, Malappuram is known for offering excellent patient
care. The clinic is located centrally in Puthanathani, a prominent

38 | P a g e
 locality in the city. There is no dearth of public modes of transport to
reach the clinic from all major areas of the city. Supriya Speciality
Hospital in Puthanathani, Malappuram has a well-equipped clinic
with all the modern equipment. The clinic has separate waiting and
consultation areas which allow enough space for patients to wait
conveniently at the clinic. Being a specialized Hospitals, the doctor
offers a number of medical services.

39 | P a g e
 Work-life Balance of the nurses during pandemic

This study found that only 27.7% of the nurses had very good work-life balance while a
majority (30.9%) of the nurses had good work-life balance. These findings could be due to the
complexity of nursing profession and female nurses also find it more difficult because they need
to work at home as well as in the hospital. The already existing struggle to balance work and
life among nurses is further complicated during this pandemic. The COVID-19 pandemic has
seen a great number of protocols, policies, and procedures implemented in the hospitals which
are constantly being revised. Sudden, unforeseen changes in the health care industry, especially
in nursing led to various crises such as inadequate staffing and changeover of staff. Hence, the
nurses would have found it challenging to maintain very good work-life balance. No supporting
studies are documented regarding work-life balance of the nurses during pandemic. However,
pre pandemic studies have reported that majority of the nurses had dissatisfaction with their
work-life balance and studies have also revealed that nurses had moderate and very good quality
of work-life . These findings are not consistent with the present study findings. The difference
could be connected to divergence in cultural environment as the reported studies were done in
different nations and also could be due to the various instruments used for gathering the data.
Relationship between demographic characteristics of the nurses and their work-life
balance during pandemic
The findings in the present study did not demonstrate significant relationship
between age, experience of the nurses and their work-life balance whereas there was significant
relationship in other studies. This could possibly be due to ever-changing policies and protocols,
the unfamiliarity and uncertainty associated with the pandemic as the issues were similar for
both experienced and novice nurses. Statistically significant association was seen between
work-life balance of nurses and their religion (ϰ 2 – 15.638, p = 0.001). These finding could be
attributed to the outbreak of pandemic resulting in uncertainty in their life, whereby nurses
would have coped by praying to God and performing religious rituals. Hence the above finding
enlightens that having strong spiritual beliefs helped nurses to achieve a very good work-life
balance. The current study did not find association between marital status and work-life balance
of nurses. This result is dissimilar with other studies. This could be attributed to a slightly
higher mean age of married women in this study (35.78± 6.83). It is possible that with
increasing age, women tend to become more mature and confident in handling crises at home
and work. The present study also identified that there existed no association between taking care
of children, performing house-hold work and caring for other relatives by the nurses and their

40 | P a g e
 work-life balance while there was significant association in other studies. The dissimilarity in
the findings could be viewed in the Work-life Balance of Nurses during perspective of cultural
milieu in our nation where women take pleasure in doing household tasks deeming it their
obligation and hence it would not have affected their work-life balance

A healthy and balanced personal and professional life plays a vital role in increasing
productivity and satisfaction in an individuals life. When adjustment is done at a
psychological or emotional level by employees at the job, it can be termed as Emotional
Labour. Emotions are hard to handle, but if an employee wins over his emotions and is able to
showcase his/her need-based emotions to make the customers/management and others happy
and satisfied, then he/she assures selfgrowth as well as organizational growth. The service
industry, in particular, is more inclined to employ such personnel who are emotionally strong
and can handle the pressure of Emotional Labour. Work-life balance is a term that was
originated first in UK, followed by US. Work-life balance is the essence of a happy and
healthy mental and emotional life. In today's fast-paced life and technologically connected
world, expectations from employees at work have risen to the highest and they are expected to
stay connected to their work 24x7 round the clock. In such a situation, mentally they are never
away from work though they might be physically at home. This, today has become a universal
problem. When an individual is neither satisfied at work nor able to live a happy personal life,
it leads to work-life imbalance. Professional growth of such slows down and if this continues
for a longer period of time, it adversely affects the growth of the organization. Adaption to the
work culture is the secret of achieving work-life balance. Emotional Labour and work-life
balance are interdependent. Positive emotional display of employees’

41 | P a g e
 3.2 PROFILE OF THE SELECTED RESPONDENTS
(OCCUPATION OF ALL THE RESPONDENTS ARE NURESES WHO IS
WORKING IN PRIVATE HOSPITALS IN MALAPPURAM DISTRICT, KERALA)

NAME EXPERIEN MARITAL

GENDER AGE INCOME
CE STATUS
PREFER
1) ARYA M NAIR FEMALE 25-30 15000-30000 5-10 YEARS NOT TO
SAY
2) ARDRA DAS FEMALE 20-25 0-15000 0-5 YEARS SINGLE
3) AISHWARYA P FEMALE 20-25 0-15000 0-5 YEARS MARRIED
4) AMINA MOL FEMALE 20-25 0-15000 0-5 YEARS DIVORCED
5) ASNA K FEMALE 20-25 0-15000 0-5 YEARS MARRIED
45000- 15 YEARS-
6) BHAVANA FEMALE 35-Above WIDOWED
Above Above
7) BHAVANI J FEMALE 20-25 0-15000 0-5 YEARS MARRIED

8) BHARATHI R FEMALE 30-35 30000-45000 10-15 MARRIED

YEARS
9) BHAMA V FEMALE 20-25 0-15000 0-5 YEARS MARRIED
10) CHAITHRA R FEMALE 20-25 0-15000 0-5 YEARS MARRIED
11) CHAITHANYA S FEMALE 25-30 15000-30000 5-10 YEARS DIVORCED
12) CHARULATHA FEMALE 20-25 0-15000 0-5 YEARS MARRIED

13) CHEMBAKAM S FEMALE 30-35 30000-45000 10-15 DIVORCED

YEARS
14) DEEPTHI S FEMALE 20-25 0-15000 0-5 YEARS MARRIED
15) DIVYA P FEMALE 20-25 0-15000 0-5 YEARS MARRIED
16) DIVYA S FEMALE 20-25 0-15000 MARRIED
KUMAR 0-5 YEARS
17) DIVYA UNNI FEMALE 20-25 0-15000 0-5 YEARS MARRIED
18) DRISHYA T FEMALE 20-25 0-15000 0-5 YEARS SINGLE
19) ELINA THOMAS FEMALE 20-25 0-15000 0-5 YEARS SINGLE
20) ELISA B FEMALE 20-25 0-15000 0-5 YEARS SINGLE
21) FATHIMA FEMALE 20-25 0-15000 SINGLE
THESNI 0-5 YEARS
22) FAIMA KS FEMALE 20-25 0-15000 0-5 YEARS SINGLE
23) FARHANA M FEMALE 20-25 0-15000 0-5 YEARS SINGLE

42 | P a g e
 24) FARSANA K FEMALE 20-25 0-15000 0-5 YEARS SINGLE
25) FIDHA KV FEMALE 20-25 0-15000 0-5 YEARS SINGLE
26) FEBINA FEMALE 20-25 0-15000 PREFER NOT TO
SHERIN 0-5 YEARS SAY
27) FATHIMA FEMALE 20-25 0-15000 SINGLE
SERIN 0-5 YEARS
28) GOURI S FEMALE 20-25 0-15000 0-5 YEARS SINGLE
29) GOPIKA R FEMALE 20-25 0-15000 0-5 YEARS SINGLE
30) GOUTHAMI N FEMALE 20-25 0-15000 0-5 YEARS SINGLE
31) GAYATHRI S FEMALE 20-25 0-15000 0-5 YEARS SINGLE
32) GEEJI RAJESH FEMALE 20-25 0-15000 0-5 YEARS SINGLE
33) GEETHA V FEMALE 20-25 0-15000 0-5 YEARS SINGLE
34) GIRIJA N FEMALE 20-25 0-15000 0-5 YEARS SINGLE
35) HELEN S FEMALE 20-25 0-15000 0-5 YEARS SINGLE
36) HASNA M FEMALE 20-25 0-15000 0-5 YEARS SINGLE
37) HARSHALA P FEMALE 20-25 0-15000 0-5 YEARS SINGLE
38) HARITHA R FEMALE 20-25 0-15000 0-5 YEARS SINGLE
39) HIMA FEMALE 20-25 0-15000 0-5 YEARS SINGLE
40) HARSHA FEMALE 20-25 0-15000 SINGLE
VARIER 0-5 YEARS
41) ISHMA M FEMALE 20-25 0-15000 0-5 YEARS SINGLE
42) ILENA FEMALE 30-35 30000- WIDOWED
JOSEPH 45000 10-15 YEARS
43) INIYA FEMALE 20-25 0-15000 SINGLE
GOPALAN 0-5 YEARS
44) INDRA VS FEMALE 20-25 0-15000 0-5 YEARS SINGLE
45) JAYA R FEMALE 20-25 0-15000 0-5 YEARS SINGLE
46) JUMANA K FEMALE 20-25 0-15000 0-5 YEARS SINGLE
47) JUMAILATH T FEMALE 20-25 0-15000 0-5 YEARS SINGLE
48) JOUHARA FEMALE 20-25 0-15000 0-5 YEARS SINGLE
49) JISHMA M FEMALE 20-25 0-15000 0-5 YEARS SINGLE
50) JAMILA
FEMALE 20-25 0-15000 0-5 YEARS SINGLE
PARVIN
51) ASKAR MALE 20-25 0-15000 SINGLE
MATTIL 0-5 YEARS
52) BISHAR C MALE 20-25 0-15000 0-5 YEARS SINGLE
45000- 15 YEARS-
53) CHACKO KT MALE 35-Above DIVORCED
Above Above
54) DOMNIC MALE 20-25 0-15000 SINGLE
TOMAS 0-5 YEARS

43 | P a g e
 55) EBIN MALE 20-25 0-15000 SINGLE
VARGEESE 0-5 YEARS
56) FASAN M MALE 15000- SINGLE
25-30 5-10 YEARS
30000
57) GOPALAN A MALE 15000- SINGLE
25-30 5-10 YEARS
30000
58) HARSHAL KV MALE 20-25 0-15000 0-5 YEARS DIVORCED
59) IJAS MALE 15000- SINGLE
MOHAMED 25-30 5-10 YEARS
30000
60) JASIR MALE 20-25 0-15000 SINGLE
MANGATIL 0-5 YEARS
61) KARAN VV MALE 20-25 0-15000 0-5 YEARS SINGLE
62) LIJO K MALE 20-25 0-15000 SINGLE
JOSEPH 0-5 YEARS
63) MAHMOOD P MALE 20-25 0-15000 0-5 YEARS SINGLE
64) NOBLE MALE 20-25 0-15000 SINGLE
THOMAS 0-5 YEARS
65) OSMAN T MALE 15000- SINGLE
25-30 5-10 YEARS
30000
66) PRASHANTH MALE 20-25 0-15000 PREFER NOT TO
N 0-5 YEARS SAY
67) QALEEL MALE 20-25 0-15000 SINGLE
USMAN 0-5 YEARS
68) RASHID AP MALE 20-25 0-15000 0-5 YEARS MARRIED
69) SANDEEP TP MALE 20-25 0-15000 0-5 YEARS MARRIED
70) THARIK MALE 20-25 0-15000 MARRIED
ANWAR 0-5 YEARS
71) UBAID MALE 20-25 0-15000 MARRIED
IBRAHIM 0-5 YEARS
72) VAHID MALE 20-25 0-15000 MARRIED
AHSAN 0-5 YEARS
73) VASUDEV MALE 20-25 0-15000 MARRIED
NAIR 0-5 YEARS
74) VISHAG T MALE 15000- MARRIED
25-30 5-10 YEARS
30000
75) VENUGOPAL MALE 20-25 0-15000 MARRIED
D 0-5 YEARS
76) FEMALE 20-25 0-15000 MARRIED
KAMARUNNISA 0-5 YEARS
77) KADHEEJA FEMALE 20-25 0-15000 0-5 YEARS SINGLE
78) KAVYA FEMALE 20-25 MARRIED
SHANISH 0-15000 0-5 YEARS
79) LAVANYA J FEMALE 20-25 0-15000 0-5 YEARS MARRIED
80) LIYA KS FEMALE 20-25 0-15000 0-5 YEARS MARRIED
81) LAMEESHA FEMALE 20-25 0-15000 SINGLE
RV 0-5 YEARS
30000-
82) MANEESHI V FEMALE 30-35 10-15 YEARS MARRIED
45000
83) MEENA FEMALE 20-25 0-15000 MARRIED
KUMARI 0-5 YEARS
84) MEERA S FEMALE 20-25 0-15000 SINGLE
NAIR 0-5 YEARS
85) MARIYA FEMALE 20-25 SINGLE
CHAKO 0-15000 0-5 YEARS
86) NAVYA K FEMALE 20-25 0-15000 0-5 YEARS SINGLE
44 | P a g e
 87) NAMRITHA S FEMALE 20-25 0-15000 0-5 YEARS SINGLE
88) NEHA
FEMALE 20-25 0-15000 0-5 YEARS SINGLE
RAHMAN
89) NITHYA DAS FEMALE 20-25 0-15000 0-5 YEARS SINGLE
90) PARVATI FEMALE 20-25 0-15000 SINGLE
RAJESH 0-5 YEARS
91) PAVITRA FEMALE 25-30 15000- 5-10 SINGLE
GOPAL 30000 YEARS
92) RIYA FEMALE 20-25 0-15000 SINGLE
MOHAMED 0-5 YEARS
93) RENUKA T FEMALE 20-25 0-15000 0-5 YEARS SINGLE
94) SUSHMITHA FEMALE 20-25 0-15000 0-5 YEARS SINGLE
95) SUSHMA KT FEMALE 20-25 0-15000 0-5 YEARS SINGLE
96) SHWETHA U FEMALE 20-25 0-15000 0-5 YEARS SINGLE
97) SHEETHAL FEMALE 20-25 0-15000 SINGLE
KIRAN 0-5 YEARS
98) FEMALE 25-30 15000- 5-10 SINGLE
SREELAKSHMI 30000 YEARS
99) SREE DEVI FEMALE 25-30 15000- 5-10 PREFER NOT TO
30000 YEARS SAY
100) SRISHTI FEMALE 25-30 15000- 5-10 SINGLE
NAIR 30000 YEARS

45 | P a g e
 DATA ANALYSIS ANDINTERPRETATION

4.1 AGE OF RESPONDENTS

TABLE 4.1

AGE NO. OF RESPONDENTS PERCENTAGE

20-25 83 83%
25-30 11 11%
30-35 4 4%
35-Above 2 2%
TOTAL 100 100%

GRAPH 4.1

20-25 20-25
83%
25-30 25-30
11% 30-35
35-Above

30-35
4%

35-Above
2%

INTERPRETATION
From the above graph, it is found that the respondents (nurses)
taken for the study of work life balance of nurses in private hospitals of Malappuram district,
83% of the respondents are lies in 20-25 age category while 11% in the age category of 25-30,
4% lies in the age category 30-35 and only 2% lies in the category of 35&Above age category.

46 | P a g e
 4.2 GENDER OF THE RESPONDENTS

TABLE 4.2

GENDER NO. OF PERCENTAGE

RESPONDENTS

MALE 25 25%

FEMALE 75 75%

OTHERS 0 0%

TOTAL 100 100%

GRAPH 4.2

GENDER

FEMALE, 75%

MALE , 25%

OTHERS, 0%

INTERPRETATION

According to data collection analysis 75% of the respondents (nurses) for the study are
females while 25% of the respondents for the study are males and study didn’t receive any
other’s (like transgender) category for the study.

47 | P a g e
 4.3 INCOME OF THE RESPONDENTS

TABLE 4.3

INCOME NO. OF PERCENTAHE

(PER MONTH) RESPONDENTS

0-15000 83 83%
15000-30000 11 11%
30000-45000 4 4%
45000-Above 2 2%

TOTAL 100 100

GRAPH 4.3

INCOME

0-15000, 83%
RESPONDENTS (%)

15000-30000, 11%
30000-45000, 4% 45000-Above, 4%

0-15000 15000-30000 30000-45000 45000-Above

INCOME (₹)

INTERPRETATION
As per the data and information collected from the respondents,
majority (83% of total respondents) of the respondents are belongs to the ₹0-₹15000 income
category, majority of this categories are belonged to 20-25age category while 11%
percentage belongs to ₹15000-₹30000 (majority of them are 25-30 age category), 4% belongs
to ₹30000-₹45000 (30-35 age category) and finally only 2% belongs ₹45000&Above
category (senior respondents or nurses 35 and above age category )

48 | P a g e
 4.4 WORK EXPERIENCE OF RESPONDENT

TABLE 4.4
NO. OF YEARS NO. OF PERCENTAGE
RESPONDENTS

0-5 YEARS 83 83%

5YEARS-10YEARS 11 13%
10YEARS-15YEARS 4 4%
15YEARS- Above 2 2%
TOTAL 100 100%

GRAPH 4.4

15YEARS& ABOVE,
15YEARS& ABOVE
2%
YEAR OF EXPERIENCE

10-15YEARS 10-15YEARS, 4%

5-10YEARS 5-10YEARS, 11%

O-5 YEARS O-5 YEARS, 83%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

RESPONDENTS (%)

INTERPRETATION
The respondents of age category 20-25 are more in the study, so the majority of
the level of experience of the employee is too low. 83% of total respondents are having
maximum of below 5 years of experience.

49 | P a g e
 4.5 MARITAL STATUS OF THE RESPONDENTS

TABLE 4.5

MARITAL STATUS NO. OF PERCENTAGE

RESPONDENTS

SINGLE 64 64%
MARRIED 25 25%
DIVORCED 5 5%
WIDOWED 2 2%
PREFER NOT TO SAY 4 4%
TOTAL 100 100%

GRAPH 4.5

Chart Title

PREFER NOT TO SAY PREFER NOT TO SAY,

4%

WIDOWED
MARITAL STATUS

WIDOWED, 2%

DIVORCED
DIVORCED, 5%

MARRIED
MARRIED, 25%

SINGLE
SINGLE, 65%

0% 10% 20% 30% 40% 50% 60% 70%

PERCENTAGE

INTERPRETATION
By considering & analysing the respondents marital status 65% of the
respondents are single, Other 25% respondents are married, while other 5% and 2% of the
respondents are divorced & widowed respectively and some of the respondents (4% of the
total respondents) are not ready to provide their marital status.

50 | P a g e
 4.6 ARE YOU SATISFIED WITH THE PRESENT JOB?

TABLE 4.6

LEVEL OF NO. OF PERCENTAGE

SATISFACTION RESPONDENTS

HIGHLY SATISFIED 50 50%

SATISFIED 27 27%
NEUTRAL 13 13%
UNSATISFIED 7 7%
HIGHLY UNSATISFIED 3 3%

TOTAL 100 100%

GRAPH 4.6

HIGHLY
HIGHLY DISSATISFIED
DISSATISFIED, 3%

DISSATISFIED DISSATISFIED, 7%
SATISFACTION LEVEL

NEUTRAL NEUTRAL, 13%

SATISFIED SATISFIED, 27%

HIGHLY SATISFIED,
HIGHLY SATISFIED
50%

0 10 20 30 40 50 60
NO. OF RESPONDENTS

INTERPRETATION
Majority of the respondents are highly satisfied with their present job ie, 50% of
total respondents are highly satisfied, 27% of the other respondents are satisfied but not
highly satisfied, 13% of respondents neither satisfied nor dissatisfied (neutral) and while 7%
are dissatisfied and 3% are highly dissatisfied from the selected respondents

51 | P a g e
 4.7 HOW DO YOU FEEL ABOUT THE AMOUNT OFTHE TIME YOU SPEND
AT WORK?
TABLE 4.7

OPINION NO. OF PERCENTAGE

RESPONDENCE

VERY HAPPY 56 56%

HAPPY 24 24%
NEUTRAL 10 10%
UNHAPPY 8 8%
VERY UNHAPPY 2 2%
TOTAL 100 100%

GRAPH 4.7

VERY HAPPY
56%

HAPPY
24%

VERY UNHAPPY NEUTRAL

2% UNHAPPY 10%
8%

VERY HAPPY HAPPY NEUTRAL UNHAPPY VERY UNHAPPY

INTERPRETATION
As per the data. 56% respondents feel very happy about their amount of time spend in
work and 24% respondents are happy but not extremely happy but 2% respondents are
extremely unhappy and 8% are unhappy while 10% respondents are neither happy or unhappy

52 | P a g e
 4.8 HOW MANY DAYS IN A WEEK DO YOU
NORMALLY WORK?
TABLE 4.8

NO. OF WORKING NO. OF PERCENTAGE

DAYS RESPONDENTS

LESS THAN 5 DAYS NIL 0%

5DAYS 12 12%
6DAYS 78 78%
7DAYS 10 10%
TOTAL 100 100%

GRAPH 4.8

6 DAYS, 78%
80
NO. OF RESPONDENTS

60

40
LESS THAN 5 DAYS, 5 DAYS, 12% 7 DAYS, 10%
20
0%
0
LESS THAN 5 DAYS 5 DAYS 6 DAYS 7 DAYS
NO. OF DAYS

INTERPRETATION
The majority of the respondents belongs to 6 days working respondents or nurses
(they are fresher and belongs to 20-25 age category ), the 10% of total respondents who work
7 days in a week are the senior most and highly paid respondents in the organisation. While
5days working respondents are the probationary working, pregnant respondents etc…

53 | P a g e
 4.9 HOW MANY HOURS IN A DAY DO YOU
NORMALLY WORK?
TABLE 4.9

WORKING HOURS NO. OF PERCENTAGE

PER DAY RESPONDENTS

4-6 HOURS 15 15%

6-8 HOURS 40 40%
8-10 HOURS 20 20%
10-12 HOURS 25 25%
MORE THAN 12 HOURS 10 10%
TOTAL 100 100%

GRAPH 4.9

40 40%

35

30
NO. OF RESPONDENTS

25%
25
20%
20
15%
15
10%
10

0
4-6 HOURS 6-8 HOURS 8-10 HOURS 10-12 HOURS MORE THAN 12
HOURS
WORKING HOURS

INTERPRETATION
As per the survey the data received are showing the maximum number of employees
working in 6-8 hours while the maximum hours working is more 12 hours only 10% total
respondents are showing it. Even though they are highly experienced and paid respondents it
is very difficult to have a proper work life balance especially women respondents.

54 | P a g e
 4.10 DO YOU ABLE TO GIVE TIME FOR SELF?

TABLE 4.10

OPINION NO. OF PERCENTAGE

EMPLOYEES

ALWAYS 25 25%
SOMETIMES 24 24%
NEUTRAL 23 23%
RARELY 22 22%
NEVER 6 6%
TOTAL 100 100%

GRAPH 4.10

6%

25%
22%
ALWAYS
SOMETIMES
NEUTRAL
RARELY
NEVER

24%
23%

INTERPRETATION
From the study we can understand around 94% are at least rarely getting time for self
on 6 % of total respondents are not at all getting time for self because of work and life
burden resulted due to improper work life balance

55 | P a g e
 4.11 DO YOU ABLE TO SPEND QUALITY TIMEWITH YOUR DEAR
ONES?
TABLE 4.11

OPINION NO. OF PERCENTAGE

RESPONDENTS

ALWAYS 45 45%
SOMETIMES 40 40%
RARELY 15 15%
NEVER 0 0%
TOTAL 100 100%

GRAPH 4.11

SOMETIMES
40%
ALWAYS
45%

NEVER RARELY
0% 15%

ALWAYS SOMETIMES RARELY NEVER

INTERPRETATION
From the figure we get a crystal clear picture that all the respondents are getting time and
quality time with their dear ones.

56 | P a g e
 4.12 ARE YOU STAYING WITH YOUR FAMILY?

TABLE 4.12

RESPONSE NO. OF PERCENTAGE

RESPONDENTS

YES 88 88%
NO 12 12%
TOTAL 100 100%

GRAPH 4.12

NO
12%

YES
88%

YES NO

INTERPRETATION

In malappuram district the 88% of the total respondents are staying with their family
while the rest 12% of total respondents are staying away from families. Ie, they are staying
hostels, PGs, lodges, etc…

57 | P a g e
 IF YES,

4.12(a) FAMILY IS
TABLE 4.12(a)

TYPE OF FAMILY NO. OF PERCENTAGE

RESPONDENTS

JOINT FAMILY 75 85.2

NUCLEAR FAMILY 13 14.8
TOTAL 88 100%

GRAPH 4.12(a)

JOINT FAMILY
85%

JOINT FAMILY
NUCLEAR FAMILY

NUCLEAR FAMILY
15%

INTERPRETATION

According to the data received from respondents 85% respondents who staying with their
family are from joint family and rest 15% of them are in nuclear families.

58 | P a g e
 IF YES,

4.12(b) DO YOU HAVE KIDS?

TABLE 4.12(b)

RESPONSE NO. OF PERCENTAGE

RESPONDENTS

YES 18 20.4%
NO 70 79.6
TOTAL 88 100%

GRAPH 4.12(b)

NO
80%

YES
20%

YES NO

INTERPRETATION

The selected respondents who all are staying with their family having kids are 20 in
number (and 18% of total number respondents staying with family)

59 | P a g e
 4.13 DO YOUR FAMILY SUPPORT FOR THE WORK?TABLE 4.13
RESPONSE NO. OF RESPONSE PERCENTAGE
ALWAYS 43 43%
SOMETIMES 0 0%
NEUTRAL 10 10%
RARELY 0 0%
NEVER 47 47%
TOTAL 100 100%

GRAPH 4.13

NEVER NEVER, 47%

RARELY RARELY, 0%
RESPONSE

NEUTRAL NEUTRAL, 10%

SOMETIMES SOMETIMES, 0%

ALWAYS ALWAYS, 43%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

RESPONDENTS(%)

INTERPRETATION
Malappuram is consist of rural and semi urban areas so mentality of the families are
not to send women for the work, by considering my respondents majority of them are women
but unfortunately majority of women workers will not get support for doing work while boys
does. So, 47% who never get supports completely women and who get 43% support are
mainly men.

60 | P a g e
 4.14 RATE YOUR RESPONSE

TABLE 4.14

QUSTIONS ALWAYS OFTEN FREQUENTLY SOME RARELY NEVER

(%) (%) (%) TIME(%) (%) (%)
DO YOU GET 12 30 13 43 2 0
ENOUGH TIME
TOSPEND WITH
YOUR FAMILY?
HAVE YOU MISSED 7 29 21 37 5 1
ANY FUNCTION?

HOW OFTEN YOU 7 15 15 39 20 4

ATTEND
FAMILYGATHERING
HOW OFTEN YOU 7 22 12 30 26 3
GO FOR A
HOLIDAYWITH
YOUR FAMILY
GRAPH 4.14

INTERPRETAION
Since my respondents are working health sector it is difficult for them to attend social
gatherings but they can spend quality time with their dear ones.

61 | P a g e
 4.15 DO YOU WORRY ABOUT WORK WHEN NOT INWORK PLACE?
TABLE 4.15

RESPONSE NO. OF PERCENTAGE

RESPONDENTS

YES 60 60%
NO 40 40%
TOTAL 100 100%

GRAPH 4.15
RESPONSE(%)

YES, 60%

NO, 40%

YES NO
RESPONDENTS

INTERPRETATION
The majority of the respondents are worried about the work place when they are
not in work place because the respondents we taken for study are from health sector so they
worried about their patients and all so always worried about work and work place when they
are not in work place

62 | P a g e
 4.16 DOES YOUR ORGANIZATION PROVIDE YOUCOUNSELLING
SERVICE FOR EMPLOYEES?
TABLE 4.16

RESPONSE NO. OF PERCENTAGE

RESPONDENTS

YES 35 35%
MAYBE 55 55%
NO 10 10%
TOTAL 100 100%

GRAPH 4.16

MAYBE
55%

YES
MAYBE
YES
35% NO
NO
10%

INTERPRETATION
It is very important nowadays to stay both mentally and physically fit, so every organisations
are providing counselling but the employees ie, my respondents are not making use of it they
may be unaware about it. So 55% of the respondents are not aware about counselling and rest
35% are aware about it while the others left (10%) are completely unaware.

63 | P a g e
 The Institute of Medicine’s 2010 report The Future of Nursing: Leading Change, Advancing
Health clearly articulated the need for more nurses with doctoral degrees in order to educate
nurses to meet the demands for health care services resulting from the Patient Protection and
Affordable Care Act (P.L. 111-148, 2010) and the growing populations of elderly individuals
and those with chronic illnesses. The National Research Council (2005) specifically identified
the shortage of nursing faculty who are scientists and researchers. The Institute of Medicine
and the National Research Council identified the need for doctorally prepared nurses to
conduct research that strengthens the scientific bases of nursing practice as well as improves
the health, safety, and care of patients with complex health needs. Many of the health issues
identified in the National Academy of Sciences’ 2013 Report to Congress are clearly within
the purview of doctorally prepared nurses, including both PhD- and DNP-prepared nurses,
and include health promotion and risk reduction; facilitating individuals and families as they
cope or adapt to long-term chronic disease; strategies to improve the lives of diverse
population groups, including children and older adults; and endof-life care (National
Academy of Sciences, 2013). The call for the preparation of more doctorally prepared nurses
has resulted in rapid increases in the number of doctoral programs nationally and in the
growing number of doctoral students (Smeltzer et al., 2014b); the majority of these programs
are practicefocused doctoral programs (DNP programs). There has been a dramatic increase
in the number of students enrolled in these programs and the number of graduates since the
DNP was first proposed in the United States. In contrast, the numbers of students enrolled in
and graduating from research-focused programs (PhD programs) pale in comparison to those
enrolling in and graduating from DNP programs (American Association of Colleges of
Nursing [AACN], 2014a, 2014b). The pressure to increase the numbers of students and
faculty prepared to teach in nursing programs has led to increased workloads of nursing
faculty who teach in doctoral programs while trying to maintain their research and
scholarship as well as a semblance of a personal or family life (Smeltzer et al., 2014a).
Although it is widely recognized that PhD faculty are expected to engage in research and
scholarship and that DNP program graduates are not prepared to conduct rigorous empirical
research, they are nevertheless expected to contribute to clinical scholarship. Scholarship
activities expected of DNP faculty include participation in peer-reviewed publications

64 | P a g e
 4.17 PLEASE TICK THE MOST APPROPRIATE OPTION ONSTATEMENTS ON
WORK LIFE BALANCE

TABLE 4.17 (WLB = Work Life Balance)

PARTICULARS STRONGLY AGREE NEUTRAL DISAGREE STRONGLY

AGREE (%) (%) (%) (%) DISAGREE(%)
ENABLES 14% 58% 28% 0% 0%
PEOPLE TO
WORK BETTER
ENTIRELY 24% 34% 40% 2% 0%
EMPLOYERS ,
PARTLY
INDIVIDUALS
RESPONSIBILITY
ENTIRELY 12% 36% 43% 8% 1%
EMPLOYERS ,
PARTLY
INDIVIDUALS
RESPONSIBILITY
GRAPH 4.17

INTERPRETATION

65 | P a g e
 Based on data given Work Life Balance is very important in organisational productivity.

4.18 RATE THE LEVEL OF WORK PRESSURE ON THE SCALE OF 1-5 (1-High
work pressure & 5-Low workpressure)
TABLE 4.18
RESPONSE NO. OF PERCENTAGE
RESPONDENTS
1 52 52%
2 27 27%
3 11 11%
4 6 6%
5 4 4%
TOTAL 100 100%

GRAPH 4.18

5 5, 4%

4 4, 6%
RATES(1-5)

3 3, 11%

2 2, 27%

1 1, 52%

0% 10% 20% 30% 40% 50% 60%

RESPONSE (%)

INTERPRETATION
The rating given for the work pressure is high because the health sector industry
consist of stress, depression etc…accordingly the level of work pressure increase
accordingly

66 | P a g e
 4.19 I FIND IT DIFFICULT TO CREATE A HEALTHYWORK AND LIFE
BALANCE.

TABLE 4.19
RESPONSE NO. OF PERCENTAGE
RESPONDENTS
STRONGLY DISAGREE 30 30%
DISAGREE 25 25%
NEUTRAL 15 15%
AGREE 20 20%
STRONGLY AGREE 10 10%
TOTAL 100 100%

GRAPH 4.19

STRONGLY DISAGREE,
30%
30%
DISAGREE, 25%
25%
AGREE, 20%
20%
NEUTRAL, 15%
15%
STRONGLY AGREE,
10%
10%

5%

0%
STRONGLY DISAGREE NEUTRAL AGREE STRONGLY
DISAGREE AGREE

INTERPRETATION
As per the data and information collected 30% of the total respondents are strongly
disagree with their healthy work life balance while 25% disagree but 10% of them are
strongly agree while 20% of them are merely agreeing with their healthy work life
balance, in between other15% of total respondents neither agreeing nor disagreeing.

67 | P a g e
 4.20 DO YOU BELIEVE THAT YOUR SUPERIOR’SSTYLE SUPPORT
YOUR WORK LIFE BALANCE?

TABLE 4.20
RESPONSE NO. OF RESPONDENDS PERCENTAGE

SOMETIMES 40 40%
ALWAYS 20 20%
RARELY 40 40%
TOTAL 100 100%

GRAPH 4.20
45%
SOMETIMES, 40% RARELY, 40%
40%

35%

30%
RESPONDENTS (%)

25%
ALWAYS, 20%
20%

15%

10%

5%

0%
SOMETIMES ALWAYS RARELY
RESPONSE

INTERPRETATION

From the respondents point of view 40% of total respondents believe that sometimes superior’s
style support their work life balance (leadership style) while 20% believe that always the
superior’s style support work life balance of respondents and other 40% of the respondents
believe rarely it helps in work life balance.

68 | P a g e
 4.21 CAN YOU OPENLY DISCUSS ISSUES RELATEDTO YOUR WORK LIFE
WITH YOUR SUPERIOR?

TABLE 4.21
RESPONSE NO. OF PERCENTAGE
RESPONDENCE
YES, ALL THE TIME 20 20%
YES, SOMETIMES 30 30%
DEPENDS ON 50 50%
THE
MATTER
NOT AT ALL 0 0%
TOTAL 100 100%

GRAPH 4.21

NOT AT ALL
NOT AT ALL, 0%

DEPENDS O THE MATTER

DEPENDS ON THE
RESPONSES

MATTER, 50%

YES, SOMETIMES
YES, SOMETIMES, 30%

YES, ALL THE TIME

YES, ALL THE TIME,
20%

0% 10% 20% 30% 40% 50% 60%

RESPONDENTS (%)

INTERPRETATION
The issues related with work life balance can be shared and discussed with
immediate superiors for reaching in to solution or solving the issue. As per respondents
opinion 50% of the respondents claiming that it can be discussed depends on the matter while
30% of them are telling it can be discussed sometime whatever may be the matter and no one
said that discussion with superior will not at all helps (0%) in work life balance.

69 | P a g e
 Today this Work-life balance is a challenging issue as Indian organizations have
the advantage of young and energetic workforce. But to efficiently utilize these resources the
Human Resource department has to explore some innovative policies and practices. The
McCrindle Research study of 3000 Australians shows that work-life balance is the number
one factor of job attraction & retention (even above salary). The Workplace Employee
Relations Survey 1998 suggests that the workplaces that are doing best on a number of
dimensions were those with 'high commitment management practices' well embedded in the
labour process, and where a large proportion of employees feel committed to the
organisation. Hence it reduces abseentism, increase productivity and job satisfaction. Many
researchers have proof that work and family are no longer separate, but simultaneously
influence each other. There is evidence that work and family are no longer two separate role
domains rather are interdependent and have positive influence on each other (Greenhaus and
Powell, 2006). In a study by Baral (2009) explored that in Indian organisations families
significantly contributes to work in terms of enhancing performance and positive emotions at
the workplace. These policies and practices enhance the performance of an employee and
motivate them to be more committed towards their job. All together family-friendly policies
are advantageous for employees to keep them mentally distress, however it results in job
satisfaction. It‘s the time to recognize the value and contribution of WLBPs on employee‘s
lifestyle and organization performance.

70 | P a g e
 4.22 HAVE YOU EVER GOT INTO DEPRESSIONBECAUSE OF YOUR
WORK PRESSURE?

TABLE 4.22
RESPONSE NO. OF PERCENTAGE
RESPONDENTS
YES 60 60%
NO 31 31%
MAYBE 9 9%
TOTAL 100 100%

GRAPH 4.22

YES, 60%

MAYBE, 31%

NO, 9%

YES MAYBE NO

INTERPRETATION

The respondents who are health conscious are worried about their both physical and
mental health, So 60% of respondents worried about the depression due to work pressure
while 31% of the total respondents are not all taking care about mental health and not aware
of it and the rest 9% are not at all getting any depression or stress due to work over burden.

71 | P a g e
 4.23 DOES THE WORK PRESSURE AFFECT YOURHEALTH?
TABLE 4.23

RESPONSE NO. OF PERCENTAGE

RESPONDENTS

YES 70 70%
NO 10 10%
MAYBE 20 20%
TOTAL 100 100%

GRAPH 4.23

MAYBE
20%

YES
NO NO
10%
MAYBE

YES
70%

INTERPRETATION
The work pressure affect both physical health and mental health. As per the data
recorded 70% of the respondents are suffering from health issues related with work pressure
while the other 20% of them are getting enough time for workout, relaxation etc.. so they
don’t get much affected by work pressure (it depend on organisation policy, working shifts
etc..) and the rest 10% are not health conscious at all so they are giving the opinion as maybe
those work pressure affect the health.

72 | P a g e
 4.24 DO YOU MANAGE TIME FOR PHYSICAL
EXERCISE?
TABLE 4.24

RESPONSE NO. OF PERCENTAGE

RESPONDENTS
FREQUENTLY 10 10%
SOMETIMES 40 40%
NEUTRAL 20 20%
RARELY 30 30%
NEVER 0 0%
TOTAL 100 100%

GRAPH 4.24

SOMETI S, 40%
ME
RESPONDENTS(%)

RARELY %
, 30

NEUTR 20%
FREQU AL,

EN , 10%
FREQUENTLY SOMETIMES NEUTRAL RARELY NEVER
TL
RESPONSE
Y
NEVER, 0%

INTERPRETATION
According to the response from respondents 10% of the respondents are frequently
getting time for physical exercise while 40% of them are sometimes getting work for physical
exercise while 20% is like they might get and might not get time for physical exercise, 30% of
the remaining respondents rarely getting time for exercise and there is no one who never get
time for physical exercise.

73 | P a g e
 4.25 HAVE YOU EVER COME ACROSS A CONFLICT WITHIN THE
ORGANIZATION, WHICH AFFECTED YOUR WORK LIFE BALANCE?
TABLE 4.25

RESPONSE NO. OF PERCENTAGE

RESPONSENDENTS
YES 50 50%
NO 50 50%
TOTAL 100 100%

GRAPH 4.25

YES, 50%
NO, 50%
YES
NO

INTERPRETATIONS

As per the survey there is a 50-50 possibilities that all the respondents come
across a conflict within the organization, which affected your work life balance ie, 50% of
them came across this issue but 50% are not

74 | P a g e
 4.26 I AM UNABLE TO ESTABLISH A CLEAR DIRECTION AND DEVELOP
PERSONAL AND CAREER GOALS
TABLE 4.26
RESPONSE NO. OF PERCENTAGE
RESPONDENTS
STRONGLY DISAGREE 75 75%
DISAGREE 10 10%
NEUTRAL 5 5%
AGREE 8 8%
STRONGLY AGREE 2 2%
TOTAL 100 100%

GRAPH 4.26

STRONGLY
DISAGREE
75%

STRONGLY AGREE
DISAGREE
2%
AGREE NEUTRAL 10%
8% 5%
INTERPRETATION
The sample respondents taken are unable to establish a clear direction and develop
personal and career goals ie, 75% of them are strongly disagree, that means they are not at
all able to establish a clear personal and career due to work stress and pressure while the
peoples who strongly agree are 2% of total respondents it ie, that is not a favorable
condition for both employees and organization.

75 | P a g e
 4.27 DO YOU HAVE A WELL-BALANCED WORKLIFE AND PERSONAL
LIFE?

TABLE 4.27

RESPONSE NO. OF PERCENTAGE

RESPONDENCE
YES 20 20%
NO 80 80%
TOTAL 100 100%

GRAPH 4.27

NO
80%
YES
NO

YES
20%

INTERPRETATION

From the data above mentioned collected & received sample respondents it gives a
crystal picture about the majority of respondents are not having well balanced work life balance
(80% of total respondents) while 20% do have well balanced work life balance.

76 | P a g e
 Although this study indicated that doctoral program faculty in nursing generally
view their work-life balance favorably, future doctoral program faculty will likely place high
priority on work-life balance and may be less tolerant of heavy workloads experienced by
current faculty. The expectation that retiring nursing faculty will be replaced by faculty from
Generation X and Generation Y suggests the need to monitor how these faculty members
adapt to the increasing faculty workload among doctoral program faculty and their need to
teach and mentor doctoral students, conduct research, and participate in service. Furthermore,
efforts are needed to address their expectations for greater balance in their work/life to ensure
that there are adequate numbers of faculty committed to the teaching and mentoring of future
doctoral students. The presence of four generations of faculty members (i.e.,
Traditionalists/Developers, Baby Boomers, Generation X, and Generation Y) may lead to
differences in views about work-life balance and potential conflicts (Espinoza, 2012;
PricewaterhouseCoopers LLP, 2013). Also of importance is the continuing high proportion of
women in nursing and nursing education, with over 94% of participants in this study being
female. Although differences in work-life balance by gender could not be examined in this
because of the small number of male respondents, it is widely acknowledged that women
continue to carry out the bulk of child care, domestic chores, and care for aging parents and
other family members with special needs (American Association of University Professors,
2001; National Alliance for Caregiving, 2009). Thus, these issues need to be taken into
consideration when examining work-life balance of nursing faculty teaching in doctoral
programs.

77 | P a g e
 4.28 DO YOU WORK OVER-TIME?

TABLE 4.28

RESPONSE NO. OF PERCENTAGE

RESPONDENTS
YES 60 60%
NO 40 40%
TOTAL 100 100%

GRAPH 2.48

NO, 40%

NO
RESPONSE

YES, 60%
YES

RESPONDENTS(%)

INTERPRETATION

The respondents working are ready to work overtime are 60% of total respondents
while 40% of them are not because of they are staying with family joint family who are
singles want to take care of parents while married respondents wants to take of parents,
children etc… if they are ready to work the quality of work life balance will low.

78 | P a g e
 Much of the existing research on work–family enrichment, work–life balance, and job and
family satisfaction have largely focused on how the social and environmental systems
affect the individual. To date, little is known about how the individual’s cognition (in the
form of selfpercepts and beliefs) is related to the aforementioned constructs, hence this
study sought to contribute towards filling this gap. Importantly, the results showed that
both self-efficacy and work–life balance served as explanatory mediating mechanisms
through which work–family enrichment influenced employees’ job and family satisfaction.
Furthermore, there was empirical support for the relatively distal work–family enrichment
predicting the more proximal selfefficacy, work–life balance and satisfaction constructs at
a later point in time. This strengthens the arguments of social cognitive theory and theory
of self-efficacy that have informed the

4.29 ARE YOU HAPPY WITH THE WORK SHIFTS ORWORKING HOURS?
TABLE 4.29

RESPONSE NO. OF PERCENTAGE

RESPONDENTS
YES 10 10%
NO 90 90%
TOTAL 100 100%

GRAPH 4.29

90%
NO, 90%
80%

70%

60%
RESPONDENCE(%)

50%

40%

30%

20% YES, 10%

10%

0%
YES NO
RESPONSE

79 | P a g e
 INTERPRETATION

Even though majority of them are ready to work over time they are not convenient by
their working hours or working shifts. The majority of them are 20-25 age category who
give up their entertainments for the job. So, from the data given only 10% of total
respondents are satisfied with their work shift or working time while other 90% are not.

People today have become a part of an imaginary race of grabbing positions and
promotions at workplace to secure their jobs. With this mindset they are ready to do overtime
and offer extra hours at work without even understanding the ill-effects of cutting down their
family time or at times, even putting their relationships at stake. Insecurity at the job is one of
the prime reasons for poor work-life balance which can pose serious mental and physical
health issues like dissatisfaction, anxiety, fatigue, insomnia, lower immunity, stress that
might put one at risk of substance abuse. Overall, all this ultimately negatively affects
organizations growth as this might also lead to a higher rate of absenteeism. Employees
committed to devoting extra hours means taking extra responsibility, leading to extra stress
and challenges, which further reduces their productivity
In today's competitive work-world the number of jobs and professions requiring
emotional labour has drastically increased. Employees are required to showcase their
emotional behaviour in an appropriate way as per the job's demand. This in turn risks their
work-life balance. Emotional labour at work poses an invisible mental or psychological
burden that is subconsciously carried at home even after working hours, this negatively
affects work-life balance. Extra hours of devotion at work to secure positions and promotions
lead to stress, anxiety and fatigue, which might indulge a person to lower the self-confidence.
A person with low self-confidence may not be in a mental state to display the required
emotional labour at work. Organizations today believe in providing a healthy work
environment for employees satisfaction and sustainable organizational growth. Emotional
labour and work-life balance, both play a vital role in employees life. On one hand,
emotional labour promises an effective adaptation of the work culture, while on the other
hand work-life balance helps bring harmony between professional and personal life. In
today's modern age employees are not treated as mere machines but are treated as assets of
the organization. Every organization want to keep their employees happy and satisfied. They

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 aim at providing a work culture that is easy to adapt and accommodate its employees and
promote a healthy and harmonious work-life balance. As every coin has a flip side, similarly,
if there is a negative side of emotional labour the other side has to be positive that is
professional satisfaction and growth and feeling of achievement when customers and clients
are happy. Things might be difficult but not impossible. Managements nowadays are taking
ultimate care and are hosting recreational activities, indoor and outdoor to boost the morale
of their employees indulging them to enjoy a balanced work-life.

Work-life balance is a concept that focuses on striking a balance between the number
of hours we allocate to our work and private life activities to avoid crisis between both
demands. Due to dynamism, the competitive nature of Nigeria healthcare industry and the
challenge of novel Covid-19 pandemic, work-life balance of medical professionals appear to
be of utmost important at this moment, this is because of the important role they play in this
trying period. Organizations are social systems where human resources are very paramount
for the achievement of a desired goal (Stern & Stephen, 1996). This study is focused on two
major government-owned hospitals in Anambra State, Nigeria: Nnamdi Azikiwe University
Teaching Hospital, Nnewi (NAUTH) and Chukwuemeka Odumegwu Ojukwu University
Teaching Hospital (COOUTH). The former is a Federal Government University Teaching
Hospital, while the latter is a State Government-owned University Teaching Hospital. These
hospitals were selected for this study because of their status as teaching hospitals, and their
role as isolation centres in the face of Covid-19 pandemic in Anambra State, Nigeria. Again,
this study is focused on only four categories of staff of these hospitals; doctors, nurses,
pharmacists and laboratory scientists. These are medical professionals who regularly come in
contact with Covid-19 patients and other general patients. The conflict between work and
domestic responsibilities, especially in this Covid-19 pandemic era has called for inquest for
employees of these government-owned hospitals. This challenge would be attributed to the
fear of Covid-19 pandemic by the public who come in contact with the healthcare
professionals, demographic and workplace changes – such as; an increasing number of
women in the workplaces, economic downturn which abhors idleness and made able-bodied
people seek for all manner of paid jobs, underemployment, working beyond an acceptable
number of hours due to influx of Covid-19 patients, exploitation from the employers which
leads to an employee stretching beyond his/her limit, advancement in technology which
encourages teleworking (working from home) and isolation of healthcare professionals from

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 their family and loved ones to curtail the spread of the virus. All these might constitute a
certain degree of bottlenecks in balancing employees official engagements and their personal
affairs. The activities of these hospitals, due to Covid-19 pandemic are different from other
hospitals within the state. The healthcare professionals in the hospitals understudied, work
round the clock attending to patients.

study’s theoretical framework. Consistent with the triadic reciprocal determinism

model which proposes a dynamic interplay among environmental, personal and cognitive
factors in influencing an individual’s self-percepts, this study has shown that it is important
to consider the human agency and person–cognitive mechanisms in making sense of work
and non-work issues. The findings also emphasised the importance of the positive
interactions between the work and family domains, both of which were traditionally
considered to be independent or conflicting, thereby reflecting more adequately the nature of
work–family relationships. Furthermore, they confirmed Barnett and Hyde’s (2001) view that
active engagement in either the work or non-work domain (or both) provides access to
resources and experiences that can subsequently contribute to personal fulfilment. Another
strength of the current research is that it has built upon previous research on work–family
conflict and enrichment to examine the predictive utility of work–life balance, thereby
contributing to its emerging literature. Similar to recent developments (e.g., Brough et al.
2007; Brough at al. 2014b) in the theoretical explanations underpinning work–life balance
and contrary to the well-established notion that multiple roles lead to strain and stress, this
study showed that role responsibilities and demands can facilitate and enhance certain work,
non-work, and work–life outcomes. Finally, the study also recognised that the three work–
family constructs—work–family conflict, work–family enrichment, and work–life balance—
are theoretically distinct, thereby echoing Kalliath and Brough’s (2008) view that work–
family constructs should not be investigated without careful theorisation and
conceptualisation

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 Work-life balance is an increasingly demanding issue. Nowadays organizations are more
focusing on staffing function by capturing talented human capital and great efforts are made to
the occupational wellness of the employees. Researchers have been done many studies to
measure the work-life balance that prevails in various countries. Although work has been done in
many areas of work- life balance of employees, occupational wellness much more need to
address in Sri Lankan context in order to maintain a healthy environment. With the theoretical
approach of Seiwart’s Life Balance Model and “Enrichment theory” as a joint function the
purpose of this study was constructed as identifying underlined factor that explains the model
towards work-life balance of selected population. The research question addressed by the study
is what is the underlined factor which best explains towards the work-life balance of the
employees? A questionnaire was developed by using Life-Balance Questionnaire, a self-report
scale (Gropel, 2004) which covered four life areas namely 1.Contact/Relationships
2.Work/Achievement 3. Body/Health and Life Meaningfulness. Internal reliability was also
confirmed using the Cronbach’s alpha coefficient (0.97) which consisted of 20 items. By taking
KMO value 0.702, sampling adequacy is higher than minimum index which indicates “sampling
adequacy’ is an acceptable level. The results suggested body/health is best variable to underline
indicating 0.72 of communality value. Based on the findings, the researchers would recommend
organizations should concern about the wellness approach when they make the company policies
in order to fulfill its version through maintaining work-life Balance.

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 4.30 HOW DO YOU MANAGE YOUR WORK
PRESSURE?
TABLE 4.30

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS
YOGA 21 21%
RELAXING ALONE 22 22%
SPENDING TIME WITH 10 10%
FAMILY&FRIENDS
GYM 23 23%
OTHERS 24 24%
TOTAL 100 100%

GRAPH 4.30

OTHERS
24%

YOGA

GYM
23% RELAXING ALONE
YOGA
21%
SPENDING TIME WITH FAMILY&
FRIENDS
GYM

OTHERS

SPENDING TIME
WITH FAMILY&
FRIENDS RELAXING ALONE
10% 22%

INTERPRETATION
Above mentioned are the few activities done by the sample respondents to manage the
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 work pressure ie, 10% of them are spend time with friends and family, other 23% them are
going to (majority are males), other 21% of them will do yoga but other 22% of them will
relax alone while the rest 24% spend time in riding, picnic, shopping etc…

ATMOSPHERE AT WORKPLACE, WORKINGCULTURE AND WORKING CONDITION.

TABLE 4.31

OPINION NO. OF PERCENTAGE

RESPONDENTS

EXCELLENT 82 82%
GOOD 11 11%
AVERAGE 5 5%
BAD 2 2%
TOTAL 100 100%

GRAPH 4.31

EXCELLENT
82%

EXCELLENT
GOOD
AVERAGE
BAD

GOOD
BAD 11%
2% AVERAGE
5%

INTERPRETATION
From the graphical representation of responses from the respondents considered 82%
them are having the opinion their organisation have excellent atmosphere at workplace,
working culture and working condition while 11% other respondents are having good opinion,
5% having opinion of on an average atmosphere at workplace, working culture and working

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 condition but only rest 2% of respondents having bad opinion atmosphere at workplace,
working culture and working condition

The work environment is getting competitive day by day and employees are feeling that they
cannot manage their personal life and family due to increased burden of work. They are feeling
hurdles in meeting the responsibilities of their family. It is also witnessed by working male and
females that they cannot take off for their personal life commitments neither they can get reduce
working hour to manage personal life. In order to retain employees and make them productive
organization must understand the work life balance and the impact of work life balance on
productivity and efficiency (Williams, 2000). This issue is gaining popularity all around the
globe and becoming critical issue to tackle. Now organizations are acknowledging that that
employees need equal time and importance to their personal life along with work, and if it is
proper manages it can increase productivity of the employees. So it is recognized that individual
need a balance between work responsibility and responsibilities of his/her individual life.
Employers can get high commitment from the employees by giving them flexible working
environment and in return employees enjoy the work and flexible working environment and
increase their self-esteem, which leads to less turnover

The need to research on work/life balance was realized by scholars and analysts during 1980s and 1990s
when development of policies pertaining to benefits provided to the families of employees started
surfacing. During this time period the women’s are encouraged to work, especially those who have
children at home. With the passage of time the work life balance has shifted to all genders and was
focusing on all the issues of personal life other than work. In recent times there are rules, regulations,
policies and strategies for the balancing of individual life along with work and organization is
responding to the needs and demands of the employees accordingly. Organizations allows individual to
spend more and more time with their families for their personal interest other than work (Kanter, 1977).
The challenge of work life balance is getting critical importance across all the organizations and it needs
much attention Lockwood (2003). Due to the changing work environment it is becoming obvious for
human resource managers to seek solutions for proper work life balance and make strategies for the
proper execution as the impact of these policies will be high commitment, increased employees
performance and productivity, improving motivation, morale and satisfaction of the employees. Keeping
pace with workplace trends and retaining employees with valuable knowledge is a concern for all
employers.

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 In a study of the transition of nurses from clinical positions to the faculty role, Schriner (2004) described
cultural dissonance in new nursing faculty as they adjust to a faculty role based on the values they bring
from clinical practice. Nurses moving from clinical practice to the faculty role encounter values
associated with the clinical role of the nursing profession, the academic discipline of nursing, and the
culture of the professoriate. Each of these roles is associated with different values, which may lead to
dissonance among nursing faculty teaching in doctoral programs who have to meet a new set of
expectations associated with academic life and being a teacher and mentor to doctoral students. Schriner
further stated that cultural dissonance among faculty who move to nursing education from clinical
practice may result in conflict with other nursing faculty, which in turn influences the transition of nurses
into academe. Predictors of poor work-life balance among doctoral program faculty in this study
includedroutinely sacrificing weekend time, down time, and overall time to fulfill the role of doctoral
faculty; experiencing exhaustion because of time focused on doctoral students, and the belief that
workload is detrimental to health and well-being. A predictor of good work-life balance was the
experience of fulfillment in faculty doing what they loved, knowing their students, and having students
who produce quality work. Although the doctoral faculty in this study generally had better work-life
balance than expected based on results of a previous focus group study, it is anticipated that subsequent
generations of faculty (e.g., Generation X and Generation Y cohorts), including those teaching PhD and
DNP students in doctoral nursing programs, will place greater value on work-life and be less tolerant of
a low level of work-life balance. The failure to identify differences in work-life balance by the type of
institution and the type of doctoral program suggests that work-life issues are universal across nursing
faculty programs. Multiple studies have shown that work-life balance is of growing concern to all
faculty, including those teaching doctoral students in nursing programs, because they simultaneously
attempt to maintain their research and scholarship, teaching, and service. Recommendations have been
made to address work-life balance as part of promoting healthy work environments. With the opening of
increasing numbers of PhD and DNP programs and the growing need for faculty prepared to teach in
those programs, the hiring of new faculty, and the likelihood of their moving rapidly to the role of
doctoral program faculty, the issue of work-life balance needs to be a high priority. The poorer work-life
balance reported by younger faculty in this study supports the need to address this issue if the profession
is to have an adequate cadre of faculty available to move into doctoral-level teaching. An unsatisfactory
work-life balance among new faculty may lead to their departure from academe. On the other hand,
retirement of senior tenured faculty because of poor work-life balance may result in the loss of the most
senior and seasoned faculty who could serve as mentors to doctoral students and newly hired faculty

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 4.31 DO YOU HAVE SCOPE FOR FLEXIBILITY OFTIME?
TABLE 4.32

RESPONSE NO. OF PERCENTAGE

RESPONDENCE
ALWAYS 0 0%
SOMETIMES 10 10%
NEUTRAL 20 20%
RARELY 30 30%
NEVER 40 40%
TOTAL 100 100%

GRAPH 4.32

RARELY
30%

NEUTRAL
20%

NEVER
40%
SOMETIMES
10%
ALWAYS
0%

ALWAYS SOMETIMES NEUTRAL RARELY NEVER

INTERPRETATION
As per the survey 40% of total respondents are having the opinion they don’t have
scope for flexibility of time for work while some of them have (30%) the flexibility rarely,
20% of them have a neutral flexibility of time (depends on the time and situation) and the
rest 10% have flexibility very rarely but they don’t have flexibility always (0%).

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 4.32 HOW BIG AN IMPACT WORK HAS ON WORKLIFE BALANCE?
TABLE 4.33
RESPONSE SPENDING GET TAKECARE TAKE PART IN
TIME WITH HOME OF COMMUNITY
FRIENDS ON PERSONAL ACTIVITIES/
TIME BUSINESS FULFILL
RELIGIOUS
COMMITMENT
ALWAYS 29 20 17 14
SOMETIMES 54 60 44 49
DON’T KNOW 5 13 20 15
RARELY 12 7 10 16
NEVER 0 0 9 6
TOTAL 100 100 100 100

GRAPH4.33

INTERPRETATION
From the data and information collected above we can identify, understand, analyse and
interpret that sometime they do have high or maximum impact on personal and religious
matters for quality work life balance while it is not possible always, rarely, never or even if
they don’t know

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 4.33 RATE THE LEVEL OF SATISFACTION YOU ARE HAVING WITH THE
FOLLOWING FACTORS IN YOUR PRESENT WORK LIFE.

TABLE 4.34

PARTICULA HIGHL SATISFIE NEUTRA UNSATISFI HIGHLY

RS Y D L ED UNSATISFI
SATISFI ED
ED
SALARY 13 51 27 8 1

FAMILY 30 53 17 0 0
SUPPORT
ACHIEVING 19 31 42 6 2
INDIVIDUAL
CAREERGOALS
KIND OF JOB 16 52 26 5 1

GRAPH4.34

INTERPRETATION

The graphical representation is all about respondents’ rating given for satisfaction level
following particulars like salary, family support, achieving individual career goals and kind of
jobs. As per the data they all merely satisfied but not highly satisfied but the level of
respondents’ satisfaction are very low.

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 4.34 HOW IMPORTANT ARE THE GIVEN FACTOR FOR YOU IN ACHIEVING
A WORK LIFE BALANCE?
TABLE 4.35
RESPONSE VERY HIGH NEUTRAL LOW VERY TOTAL
HIGH LOW
SALARY 32 36 30 5 0 100

TRAVELLING 14 38 42 7 2 100
FOR WORK
WORKING 28 40 30 2 0 100
ENVIRONMENT
SUPERIOR 38 34 24 4 0 100
BEHAVIOURS
SUBORDINATE 30 34 30 3 3 100
BEHAVIOUR
ORGANISATION 30 35 25 8 2 100
POLICY
HEALTH 47 30 18 4 1 100

GRAPH 4.35

INTERPRETATION
The question was for understanding and analysing importance of the particulars like salary,
travelling for work, working environment, superiors’ behaviour, subordinate behaviour,
organisation policy and health in work life balance. From the data got they give high
importance to health and low importance to superiors’ behaviour compared to other particulars.

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 4.35 WE ALL KNOW THAT LAST YEAR WE FACED EPIDEMIC DISEASE
BECAUSE OF NIPAH VIRUS, NOW WE ARE FACING PANADEMIC DISEASE
DUE TO CORONA VIRUS (COVID-19). AS A PERSON WORKING IN HEALTH
SECTOR INDUSTRY ARE YOU ABLE TO MAINTAIN A QUALIT WORK LIFE
BALANCE?
TABLE 4.36
RESPONSE NO. OF PERCENTAGE
RESPONDENCE
YES, ALL THE TIME 5 5%
YES, SOMETIMES 40 40%
DEPENDS ON THE 50 50%
DISEASE
CONDITION
NOT AT ALL 5 5%
TOTAL 100 100%

GRAPH 4.36

YES, SOMETIMES,
50%

YES, ALL THE TIME,

40%

DEPENDS ON THE
MATTER, 5%
NOT AT ALL, 5%

INTERPRETATION
All the Covid-19 & Nipah (Pandemic& Epidemic disease respectively) patients are treated in
government hospitals, clinic, nursing homes etc… so it won’t affect the quality work life
balance of respondents in private hospitals. If anyone (VIPs) demands for private hospital
treatment it will affect their work life balance while taking care of them properly.

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 SUMMARY OF FINDINGS,CONCLUSIONS AND SUGGESTIONS

5.1 SUMMARY OF FINDINGS

5.1(A) FINDINGS

 Maintaining a healthy work life balance for the nurses especially in private hospital is
difficult

 For women having kids and also don’t have any encouragement or support from family
to work is very difficult to maintain a balanced work life and personal life

 Dual role of women (house wife & nurse) makes them more stressed which may leads
to depression in future which adversely which adversely have an impact on quality work
life balance

 Even though the respondents are satisfied with their job and happy with the time spend
in job they are unhappy stress and depression from the work burden.

 The respondents are also dissatisfied about rigidity (not flexible) of working hours,
because the employees should be competent to meet the patients care and hospitality.

 There are respondents who works 7 days in a week and also works more than 12 hours
(these are the respondents who possess more than 15 years of experience and their
presence will bring efficiency , effectiveness and productivity in doing work and
making others to do the work) for them it is very difficult to maintain a balanced work
life balance

 Health problems faced by women respondents are more with having proper relaxation
and work overload

 It is not always possible attend and attentive in social gatherings and religious festivals

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 it leads to an isolation from society and put down the density of social relations like
friendship, family etc…

 To some extent sharing of issues and problem related to immediate superiors helps to
reduce the issue or to reach a solution for the issue or problem facing.

 Sometimes superior style can support the work life balance of the respondents it will
make a positive impact if superior is empathetic if not it will have a negative

 The sample respondents are not getting enough time to have self-care (both mental and
physical health care)

 There is a 50-50 chance that conflict within the organization affect work life balance
from superior stress and colleagues organizational politics

 As per the potentials respondents’ response we can understand that there very limited
scope for personal and career growth for them in healthcare industry

 Some respondents are even ready work overtime because they are interested, happy and
satisfied in serving and taking care patients (widowed respondents) and some
respondents works overtime for salary

 Majority of respondents are satisfied with their atmosphere at work, working culture
and working condition because they are comfortable & convenient in their workplace

 Male respondents are not interested in their kind of job there is perception in there the
nursing job is mainly mend for women. So they are embarrassed and unsatisfied about
their job

 Malappuram is a district consist of rural and semi-urban areas, so hospitals the work
pressure faced will be small compared to other urban and metropolitan areas

 In such situation of pandemic disease we are facing this year (because COVID-19 virus)
and last year situation of epidemic disease (because of NIPAH virus) the respondents
will not get any change in their work or work life balance but they are worried about
spreading of such disease affect their health.

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 Nurses and PCAs are the largest groups of front-line healthcare service workers
delivering care in communities in Aotearoa New Zealand (hereafter Aotearoa), yet
they are often the least recognized group of healthcare providers (Green, 2020;
Lukewich et al., 2021). These workers provide a spectrum of services ranging from
supporting daily living to administering complex pharmaceutical interventions. They
are pivotal in ensuring effective and ethical care provision for “home-based” patients
during pandemics (Ives et al., 2009; World Health Organization, 2020). Community
based registered nurses (RNs) and personal care assistants (PCAs) deliver
individualised patient care, most often in patient’s homes, away from their colleagues
and institutional support systems. They often work irregular shifts, in close physical
contact with patients, and in community settings, putting them at heightened risk of
infection.
Popular media depict carers, especially nurses, as dedicated and equipped with
both the instinct and the motivation to serve. Further, health care workers are often
imagined, and indeed expected, to be a self-sacrificing workforce that can be
depended on beyond all odds (Shan et al., 2021). Many of our respondents had
internalised such expectations and used them to evaluate themselves as carers and as
moral persons; they could take satisfaction in having done what they thought was
right, despite the increased workload that this created (see also Blanco-Donoso et al.,
2021). Nurses and PCAs were not necessarily being required to do more but applying
their own moral compass and extending themselves to do more for their patients,
without any extra pay or formal recognition.

The second mediator is work–life balance, defined as ‘the individual perception that
work and non-work activities are compatible and promote growth in accordance with
an individual’s current life priorities’ (Kalliath and Brough 2008, p. 326). The present
study distinguished work– life balance from work–family enrichment. The former
refers to an overall sense of contentment, while the latter is a cross-domain construct,
in which there is a transfer of or generation of resources from one domain to the
other. This conceptualisation of work–life balance further emphasised perceptions as
opposed to objective measures, recognising that perceptions of balance may change
over time owing to varying life priorities. Fried et al. (2002) found that complexities
and challenges associated with work and family roles have an inverse relationship
with work–life balance satisfaction, because employees in less challenging and

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 complex work and family environments tended to possess fewer skills (e.g., planning,
organising, multi-tasking, motivating others) and psychological resources (e.g., self-
esteem, self-efficacy) to meet work and family demands, and, consequently, had
lower satisfaction with their work–life balance. Their study highlighted the
importance of expectations, perceptions and attitudes in work–life balance, since
objective measures (e.g., time, position, type of occupation) may not be thoroughly
representative of the concept. Using Brough et al.’s (2014b) new work–life balance
measure, this study also sought to contribute to the theoretical refinement of work–
life balance through examining WFE and FWE as antecedents and recognising that
multiple role demands may facilitate, enrich, or enhance certain work–life outcomes.
In summary, when employees’ work experiences have a positive and additive effect
on their family role and vice versa, or when participation in both work and family
roles buffer the distress caused by either of the roles (Greenhaus and Powell 2006),
employees are more likely to experience increased satisfaction in both roles. The
employee is assumed to have benefited from successfully participating in both work
and family roles through the bi-directional spillover of developmental resources,
positive affect, psychosocial capital and efficiency gains (Carlson et al. 2006).
Consequently, he or she is more likely to believe in his or her own ability to maintain
a balance between work and non-work demands, thereby acquiring a strong sense of
self-efficacy, and subsequently, achieving work–life balance. Work–life balance, in
turn, leads to both job and family satisfaction because an employee who has achieved
work–life balance is most probably experiencing good functioning at work and at
home with minimum interrole conflict (Greenhaus and Allen 2011). Self-efficacy and
work–life balance thus constitute the important mechanism that mediates the
enrichment–satisfaction relationship

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 5.1(B) SUMMARY

The study and survey related project entitled “A STUDY ON

WORKLIFE BALANCE AMONG PRIVATE HOSPITAL NURSES IN
MALAPPURAM
DISTRICT, KERALA” helps us to access, record, understand, analyse and interpret the work
life balance among the private hospital nurses in malappuram district, the problems faced by
the nurses in achieving work life balance and the personal and demographic factors which
are affecting their work life balance in both positively and negatively of private hospital
nurses inMalappuram district.
From the analysis and interpretation of the response received from the data and information
collected, we got a crystal-clear picture of the defect or adverse effect of unbalanced work
life balance on respondents (nurses) and the organisation (private hospitals) they are
Increased level of stress and stress-related illness like depression, Lower-life satisfaction,
Higher rates of family strife, violence, and divorce, Growing problems with parenting and
supervision of children and adolescents, Escalating rates of juvenile delinquency and
violence, higher rates of absenteeism and turnover, reduced productivity, a productive
employee turns unproductive, takes work for granted, does not completes work on time, gives
more stress to personal life andpersonal demands decreased job satisfaction.

SUGGESTIONS TO THE ORGANIZATION

As a result of the data analysis and interpretation, here are some

suggestions to improve the work life balance of nurses of private hospitals in
Malappuram District, Kerala. They are as following:

Organization should provide efficient and effective counselling for their employees
struggling with unbalanced work life balance, stress & depression (also organization
should make sure that all the employees are aware of counselling facility available in the
organization to reach the optimum benefit to employee) and all the employees should
utilizeit to the maximum possible extent

Superiors’ style should be empathetic and sympathetic, so that to some extent

employees can reduce or solve the problems by sharing it to immediate superior on right
time.
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 Superiors should make sure that any subordinate is working under them have any
difficulty facing related with their work life balance, if it is there send them immediately
counselling.

The key to solve or find solution for this issue or problem related to quality work life
balance lies in the effective management of human resources - developing them through
performance appraisal, potential appraisal and development, feedback and performance
coaching, career planning and development, induction training, job rotation,
organizational development, employee welfare and Quality of Work Life (QWL), support
diversity initiatives. For the employee, there is most less stress work environment,
increased happiness & motivation productivity enhance optimum efficiency, effectiveness
and productivity in work performance

Periodic and regular health check-ups and short rejuvenating programs for both mental
andphysical health could go a long way in easing stress and depression

There is a better chance of reaching both personal and career goals satisfactorily,
interactive and interesting training and development interventions, incentivizing extra
effort and time through creative and innovative schemes and employee engagement
initiatives

The organization can provide regular medical checkup which tends improve the medical
facilities.

Incentivizing extra hours worked can put in by employees by a well-designed reward

system within the organization.

Team culture, peer relations also influence the quality of work life of the employees. So
there should be good relationship between colleagues

If always flexible working hours or work shift is not available colleagues can develop
into a self-managed teams, so that there would be a greater sense of belongingness to that

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 team, generating an excellent team spirit. When employees require to take leave or an
urgent fewhours off, other employees could pitch in for them.

Though the concept of flexi-working hours may be very difficult in service

organizations especially in health sector service industry, it could be explored in certain
departments

Provide substantial freedom, independence and discretion to employees in scheduling their

work

Identify the reason why and where work is more stressful and develop healthy HR
practices& policies implement them as soon as possible to reduce burnout and stress

Excluding salary provide certain allowances, perquisites etc… to meet their shortage of
income.

Continue with the environment and sanitation hygiene facilities in such situations
employees might be very much satisfied

Quality of food in the canteen and other facilities of the company must be improved so that
it will also satisfy the employees.

Provide enough time for rest and entertainments for employees

Give awareness class to families those who didn’t support women working

Provide women employees healthy and safe working condition

Give men employees counselling and awareness to overcome the societies perception aboutnursing
is only for women.

Superiors should make sure that never allows conflict within the organization affect quality
work life balance

Give employees time and support for personal and career training and development

Provide fair and excellent atmosphere for work, set up good working culture and working

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 condition.

Even if the flexibility of time is always not possible to maximum extent women employees
struggling by dual role in work and home should give maximum flexibility for balanced
work life balance

Provide proper training, precautions and awareness while facing the EPIDEMIC &
PANDEMIC disease (caused by NIPAH VIRUS & COVID-19 VIRUS respectively) for
self-health care and treatment purpose.

5.2 CONCLUSION
From the study it is clear that employee (nurses) work life
balance in private hospital in Malappuram district, Kerala is good, But there is a small
gap from employee satisfaction to company.

The project entitled “A STUDY ON WORKLIFE BALANCE AMONG PRIVATE

HOSPITAL NURSES IN MALAPPURAM DISTRICT, KERALA” was the study done to
determine the work life balance among nurses working in Malappuram district, Kerala. The
project’s findings revealed us that, there was a moderate work life balance reported among
nurses in private hospitals. Work-life balance programs offer a kind of win-win situation for
employee for both professional life and personal life. While the organization may perceive
work-life balance as the dilemma of managing work responsibilities and non-work
responsibilities, work-life balance from the employer‘s point of view encompasses the
challenge of creating a supportive company culture where employees can focus on their jobs

while at work. In whichever way it is revealed that, the existence of effective work-life balance
programs in an organization will provide both the employee and organization excellent
productive performance. The working condition and environment of the nurses was given least
importance and also they were voluntarily compelled to manage with limited resources of
organization. Even though the nurses in the private sector reported lesser work load, majority
of them were extremely dissatisfied with salary and financial benefits. The salary in the private
sector was significantly very low. There is a need for Critical reflections on the work life
balance debate, organizations to adopt human resource strategies and policies that
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 accommodate the work-life needs of a diverse workforce in the current situation.
The key to solve or find solution for this issue or problem related to quality
work life balance lies in the effective management of human resources - developing them
through performance appraisal, potential appraisal and development, feedback and
performance coaching, career planning and development, induction training, job rotation,
organizational development, employee welfare and Quality of Work Life (QWL), support
diversity initiatives. For the employee, there is most less stress work environment, increased
happiness & motivation productivity enhance optimum efficiency, effectiveness and
productivity in work performance, and also it includes a better chance of reaching both personal
and career goals satisfactorily, interactive and interesting training and development
interventions, incentivizing extra effort and time through creative and innovative schemes and
employee engagement initiatives. Extremely good work life balance is directly related to work.
Even if we ignore the benefits that healthy work life balance brings to the organization, we
can’t be blind to the fact that conflict in work life and family life always results in a demotivated
and stressed employees who would be less productive, less efficient and less effective.
Organizations must make available various resources like, flexible work time always especially
for women, better rest rooms, etc… since these have been a direct link for job satisfaction and
organizational commitment for all employees who have family obligations. Organizations must
innovate, create and invest to develop practices which make the employee feel engaged and to
feel that he is a vital part of the organization

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