Contents

Page No
Certificated of Approval i
Declaration ii
Acknowledgement iii
Contents iv-v
List of Tables vi
List of Figures vii

Chapter I: INTRODUCTION 01-03

Chapter II: REVIEW OF LITERATURE 04-24I.

2.1 Meaning of Flexible work Arrangements 04

2.2 Defining Flexibility 04-06
2.3 Theory of Flexible Work Arrangements 06
2.4 Effectiveness in Flexible Work Arrangements 07-09
2.5 Benefits of FWA 09-10
2.6 Importance of FWA 10-11
2.7 Impact of Flexibility on employee’s engagement
and on employee’s satisfaction 11-12
2.8 Effect of age and generation characteristics of FWA 12-14
2.9 FWA being useful during pandemic
situations like covid-19 14-15
2.9.1 Types of FWA 15-17
2.9.2 Pros and Cons of FWA 18-20
2.9.3 Flexible work arrangements and its process 21-24

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Chapter III : RESEARCH METHODOLOGY 24-28

3.1 Title of study 25

3.2 Statement of the problem 25
3.3 Research Objectives 25-26
3.3.1 Scope of the study and objectives 26
3.4 Research Design 27
3.5 Sampling technique 28
3.5.1 Sample size 28
3.5.2 Tools of data collection 28
3.5.3 Sources of data 28
3.6 Limitations of the study 28-29
3.7 Pre-Testing 29
3.8 Hypothesis 29-30
3.9 Research Methodology 30-31
3.9.1 Testing of Hypothesis 31
3.9.2 Analysis of interpretation 31

Chapter IV: DATA ANALYSIS AND INTERPRETATION 32-97

Chapter V: FINDINGS AND SUGGESTIONS 98-103

Bibliography: 104-109

Appendix: 110-120
1. Company Profile
2. Questionnaire

v
LIST OF TABLES
LIST OF FIGURES
 2023

INTRODUCTION
 CHAPTER 1

INTRODUCTION

In recent years, flexible work arrangements (FWAs) have gained popularity as a way for
employees to balance their work and personal lives. FWAs refer to work arrangements that
offer employees the ability to choose when, where, and how they work. Some common FWAs
include telecommuting, flexible hours, compressed workweeks, and job sharing. These
arrangements have been found to improve work-life balance and increase employee
satisfaction, which in turn can lead to higher levels of employee retention. This research
explores the impact of flexible work arrangements on work-life balance and employee
retention. Specifically, the research will examine the relationship between flexible work
arrangements, work-life balance, and employee retention, as well as factors that may
influence the effectiveness of flexible work arrangements in achieving these outcomes.

Work-life balance is a critical issue in today's fast-paced and competitive work environment.
Employees often struggle to manage their personal and professional lives, leading to stress,
burnout, and decreased productivity. However, FWAs provide employees with the flexibility
they need to balance their work and personal obligations, which can lead to a more productive
and engaged workforce.

Employee retention is another critical issue facing organizations today. High turnover rates
can be costly for companies, as they must spend time and resources recruiting, training, and
onboarding new employees. However, offering FWAs can improve employee retention rates
by providing employees with the flexibility and support they need to manage their personal
and professional lives.

In recent years, many companies have implemented FWAs to attract and retain talented
employees and to improve employee satisfaction and productivity. However, the impact of
FWAs on employee retention and work-life balance has not been extensively researched in
the human resources field.

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This study aims to fill this gap by examining the relationship between FWAs and work-life
balance and employee retention, and by identifying the specific types of FWAs that are most
effective in achieving these outcomes. The findings of this study will be of interest to human
resource professionals, managers, employees and workers who are looking to implement or
improve FWAs in their organizations.

Overall, this research thesis will contribute to a better understanding of the influence of FWAs
on work-life balance and employee retention, and will provide insights that can help
organizations create more flexible and supportive work environments for their employees.

The survey will be designed to collect data on employees' perceptions of the impact of
different types of FWAs on their work-life balance, job satisfaction, and intent to stay with
their current employer. The survey will also collect demographic information such as age,
gender, and job position.

After the survey data has been collected and analysed, a subset of survey respondents will be
selected for semi-structured interviews. The interviews will be used to gather more detailed
information on employees' experiences with FWAs, including any challenges they have faced
and how they have adapted to working in a flexible environment. The interviews will also
explore employees' perceptions of how FWAs will affect their career development and
opportunities for advancement.

The data collected from the survey and interviews will be analysed using the appropriate
qualitative or quantitative methods. The quantitative data will be analysed to identify any
significant relationships between different types of FWAs and work-life balance, job
satisfaction, and intent to stay. The qualitative data will be analysed using content analysis to
identify common themes and patterns in employees' experiences with FWAs.

Overall, this approach will provide a comprehensive understanding of the influence of

flexible work arrangements on work-life balance and employee retention, and will allow for
a more nuanced analysis of the data using the appropriate sampling technique method that
holds suitable for the study.

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The primary goal of flexible work arrangements (FWAs) is to provide employees with more
control over their work schedules and environments, which can help them achieve better
work-life balance. FWAs are designed to enable employees to meet their work obligations
while also allowing them to fulfil their personal responsibilities and pursue their personal
interests.

By offering FWAs, organizations aim to increase employee satisfaction and reduce turnover
by creating a supportive work environment that meets the diverse needs of their employees.
FWAs can also improve employee productivity and engagement, as employees who have
more control over their work schedules and environments may feel more motivated and
committed to their work.

Overall, the primary goal of FWAs is to create a win-win situation for both employees and
employers, where employees can achieve better work-life balance, while employers can retain
talented employees and achieve their business objectives.

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LITERATURE REVIEW
GEETHA D S
 CHAPTER 2

2.REVIEW OF LITERATURE

2.1 MEANING OF FLEXIBLE WORK ARRANGEMENTS:

Flexible work arrangements (FWAs) refer to alternative work schedules or arrangements that
allow employees to have more control over their work schedules and environments, beyond
the traditional 9-to-5, in-office workday. FWAs can include options such as telecommuting,
flexible work hours, compressed workweeks, part-time work, job sharing, and other
arrangements that give employees more control over when, where, and how they work.

FWAs are becoming increasingly popular as more employers recognize the benefits of
offering greater flexibility to their employees. FWAs can help employees achieve better
work-life balance by enabling them to fulfill their personal and family responsibilities while
still meeting their work obligations. Additionally, FWAs can help organizations attract and
retain talented employees, reduce absenteeism, increase employee satisfaction and
productivity, and even reduce real estate and overhead costs associated with maintaining a
physical office space.

2.2 DEFINING FLEXIBILITY

Flexibility includes a range of possibilities related to an employee's choice to do

work and its related tasks in the time and location that better fits their arrangements
Flexibility in a working environment can differ into two main topics:

• Structural flexibility involves the type of contract an organization offers to

its employees and its structure within departments and hierarchies. Structural flexible
organizations offer employees a diverse contractual arrangements basis, and a flexible
working location and hours, while inflexible organizations have a traditional culture of
hierarchy and an equal set of terms and conditions for all employees.

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• Cultural flexibility is related to an organization's beliefs, attitudes, and values, being a
strategic engagement tool. Culturally flexible organizations provide plenty of flexible
working arrangements to their employees, such as flexible working hours, flexible working
locations, and flexible options to annual leave, aiming to increase their performance and
engagement. Even though employees can be resistant to work-related changes, including their
opinions and views towards greater flexibility can be essential to their trust and commitment.
From then on, the more flexible an organization becomes, the more employees will accept
and appreciate changes. Another view includes flexibility in organizations that can be split
into three categories:

• Flexible or favourable organizations have a culture of flexibility, offering many flexible

working arrangements to their employees in a favourable way. Besides, employers share the
same values and beliefs with employees, whose opinions are heard and considered.
• Flexible or contradictory organizations implement flexible working practices, but not as
effective as flexible or favorable ones. In these organizations, flexibility is not within the
company's culture and values, implicating the outcome of flexible working practices, such as
working overtime, difficulty in managing work-life balance, and reduction of employee
productivity and satisfaction.
• In rigid or inflexible organizations, there are fewer or nonflexible practices
in the company. Rigid companies can try to implement flexible working practices, but
frequently without assessing if they benefit the company and its employees. Consequently,
flexibility is not as adequate as it should be and often frustrate employees from expecting
better work-life balance and not having it properly.

Flexible work is the flexibility given to work how long, when and where suits employees,
implying a range of possibilities and arrangements. Flexible working practices comprise the
type of contracts (part-time, full-time, and term-time); flexible working hours; remotely work
(work all or part of the work from anywhere but the employer's workplace); commissioned
outcomes (work related to production and not fixed hours), and; zero-hours contract
(Employees can be called to work when needed and paid for the hours they work).Another
type of flexibility is the definition of a dress code in the workplace once it has a representative
meaning of the culture and service of the organization. However, the strict requirement for
employees to wear a specific dress code or a uniform may influence their identity and personal

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expression. Therefore, giving flexibility and aligning them with employees might benefit both
employers and employees.

The objective of managing flexibility is to fulfil operational needs and consequently enhance
employees' engagement and satisfaction. Therefore, there must be an awareness of what
drives an organization to implement a culture of flexibility. Many factors can influence an
organization to implement a flexible structure or a culture of flexibility, such as increase
employees` productivity, retain and attract talents and create a competitive advantage in the
market.

2.3 THEORY OF FLEXIBLE WORK ARRANGEMENTS

Flexible work arrangements (FWAs), as a concept encompasses a range of practices and

strategies aimed at providing employees with greater flexibility and control over their work.
However, there are several theoretical perspectives that help explain why organizations might
adopt FWAs and the potential benefits of doing so.

One of the theoretical perspectives is human capital theory, which suggests that investing in
employees and offering them flexible work arrangements can help organizations attract and
retain high-quality talent. By providing employees with greater flexibility, organizations can
improve employee job satisfaction, reduce turnover, and increase productivity.

There are several other theoretical frameworks that underpin the concept of flexible work
arrangements (FWAs). These include the work-life balance theory, which suggests that
FWAs can help employees balance their work and personal responsibilities, resulting in
higher levels of job satisfaction, motivation, and overall well-being. This theory posits that
employees who have greater control over their work schedules and environments are more
likely to experience less conflict between their work and non-work obligations, leading to
reduced stress and better health outcomes.

Another relevant theory is the psychological contract theory, which suggests that employers
and employees have an implicit understanding of what they expect from each other. When
employers offer FWAs, they are seen as fulfilling their obligations to provide a supportive

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work environment that meets the diverse needs of their employees. In turn, employees who
are offered FWAs are more likely to reciprocate with higher levels of job satisfaction,
commitment, and loyalty.

Additionally, the social exchange theory suggests that offering FWAs can improve the
employee-employer relationship by creating a sense of reciprocity and trust. When employers
offer FWAs, they signal that they value their employees and are committed to creating a
positive work environment. Employees who are offered FWAs are more likely to reciprocate
by demonstrating greater job performance, engagement, and commitment.

Finally, the resource-based view of the firm theory suggests that offering FWAs can provide
a competitive advantage for organizations by enabling them to attract and retain talented
employees who are seeking greater flexibility in their work arrangements. By offering FWAs,
organizations can tap into a wider pool of talent, retain experienced employees, and foster a
more diverse and inclusive workplace culture.

Overall, these theoretical frameworks highlight the benefits of FWAs for both employees and
employers and provide a foundation for understanding why FWAs are becoming increasingly
important in the modern workplace.

2.4 EFFECTIVENESS IN FLEXIBLE WORK ARRANGEMENTS

Flexible work arrangements can be highly effective for employees in organizations, as they
provide increased control and flexibility over work schedules and locations. The effectiveness
of flexible work arrangements may depend on a variety of factors, including the type of
arrangement offered, the nature of the work, and the preferences and needs of individual
employees.

Research has shown that flexible work arrangements can have a number of positive outcomes
for employees, including improved work-life balance, reduced stress and burnout, increased
job satisfaction, and higher levels of productivity. For example, telecommuting can allow
employees to avoid long commutes, reduce distractions, and work during their most
productive hours, while flextime and compressed workweeks can allow employees to better
manage their personal and professional responsibilities.
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In addition to these benefits, flexible work arrangements can also help organizations to attract
and retain top talent, reduce absenteeism and turnover, and increase overall employee
engagement and morale. They can also lead to cost savings for organizations by reducing the
need for office space and other resources.

However, it is important to note that not all flexible work arrangements are equally effective
for all employees or in all situations. For example, some employees may struggle with
isolation or distractions when working from home, while others may prefer the structure of a
traditional work schedule. In order to be effective, flexible work arrangements must be
tailored to the needs and preferences of individual employees, and must be supported by clear
policies and guidelines that ensure that work is completed on time and to a high standard.

Considering the importance of good flexible working practices is necessary to analyze the
effectiveness of flexibility in organizations, and employers should often communicate with
employees and evaluate these practices.

Work-life balance is a benefit granted by flexible working practices that enable people to give
an equal commitment to both personal and professional life. Employers could also benefit
from flexible working as it facilitates and improves recruitment, retention, absenteeism, and
employer branding. Some companies offer various flexible working possibilities. However,
they do not investigate the needs of the business and its employees, implicating lower
effectiveness of these practices.

The key factors that can influence an effective flexible working policy are:
• The business and employees’ flexibility needs;
• An efficient communication, where employees are informed about the flexible working
opportunities (inside and outside of the company);
• The identification of roles and duties, allowing that employees recognize their role on
flexible work to the achievement of the company’s goals;
• The assessment of flexible work with a small group to enable analysis and needs of
amendments;
• An acceptable change to flexible working, convincing managers and employees that this
change can bring benefits for them and the company, and ;
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• Measurement and evaluation of flexible working effectiveness in the organization. Flexible
working can be highly beneficial to an organization if applied correctly.

2.5 BENEFITS OF FWA

Among the benefits the major ones are attracting new talents, increasing employee
engagement, and employee retention and promoting work-life balance. Some of the main key
benefits include:

1.Improved work-life balance:

Flexible work arrangements allow employees to better balance their work and personal
responsibilities. This can lead to reduced stress, improved job satisfaction, and increased
loyalty to the organization.

2.Increased job satisfaction:

When employees have more control over their work, they tend to be more satisfied with their
jobs. This can lead to increased motivation, productivity, and commitment to the
organization.

3.Reduced absenteeism and turnover:

When employees are able to better balance their work and personal responsibilities, they are
less likely to miss work or leave the organization.

4.Increased productivity:
Flexible work arrangements can allow employees to work during their most productive hours,
reduce commuting time, and avoid workplace distractions, all of which can lead to increased
productivity.

5.Cost savings:
Flexible work arrangements can lead to cost savings for both employees and organizations.
For example, telecommuting can reduce commuting costs for employees and reduce the need
for office space for organizations.

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6.Improved health and well-being:
Flexible work arrangements can help employees to manage their stress levels and reduce the
risk of burnout. This can have a positive impact on their physical and mental health.

7.Increased diversity and inclusion:

Flexible work arrangements can make it easier for employees with disabilities, caregiving
responsibilities, or other personal circumstances to participate in the workforce, leading to
increased diversity and inclusion in the workplace.

Overall, flexible work arrangements can be a powerful tool for improving work-life balance,
job satisfaction, productivity, and employee retention, while also reducing costs and
promoting diversity and inclusion in the workplace. Also, flexible work arrangements can
provide numerous benefits to both employees and organizations, and can help create a more
productive and engaged workforce. However, it is important to note that not all flexible work
arrangements are equally effective for all employees or all types of jobs, and that clear policies
and guidelines must be in place to ensure that work is completed on time and to a high
standard.

2.6 IMPORTANCE OF FLEXIBLE WORK ARRANGEMENTS

Flexibility in the workplace is super important for employee well-being and office workflows
in equal measure. For far too long employees have been treated like robots and stripped of
their individuality and personal needs or obligations.

The truth is, everyone is different. And the more businesses and organizations come to realize
this, the more they seek to gain. A flexible workplace is mutually beneficial. Workers achieve
superior work-life harmony, and companies start to see the best of their employees.

Flexible working is so important and essential for employees since they

1. Prioritize families
Family life needs a flexible schedule and working environment. Working parents have
responsibilities. The nine-to-five won’t always fit, but that doesn’t mean they can’t ace their

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jobs. If your employees have families, they might just need to work outside the box from time
to time. Facilitating a flexible approach helps your employees do their best work.

2. Reduce stress and burnout

Traditional office working environments can be seriously stressful. Research shows that
improving flexibility at work is good for your employees’ mental health. In companies that
introduce flex-time arrangements, stress-related issues fall.

3. Health and wellness

Would you believe it, flex work can even benefit the physical health of your employees. It’s
true. Think about how hard it is to fit daily exercise into a typical workday. Especially if
you’ve also got to factor in commuting time into and out of work. Employees’ commutes can
take hours out of each day. When workers have a flexible work schedule, or work from home,
time for exercise is much easier to come by.

4. Employee morale
Offering flexible working to your employees is a way of showing them that you trust them.
Feeling trusted is a direct line to office morale and employee loyalty. You’re telling your
workers that their needs matter—because they do!

5. Boost productivity
Finally, the natural outcome of all of this employee empowerment is great work. When
employees feel valued, heard, and taken care of, they inevitably work harder. They enjoy their
jobs more, and that means super-high productivity levels all around.

2.7 IMPACT OF FLEXIBILITY ON EMPLOYEE’S ENGAGEMENT AND ON

EMPLOYEE’S SATISFICATION:

An employee engagement occurs when people have identification with organizations’ values
and, consequently, are committed to their work and organization. As a result, employee
engagement correlates to commitment, motivation, wellbeing, job satisfaction, passion, and
vitality.

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Flexible working might positively influence employee engagement, job satisfaction and
increase productivity. For example, remote working and flexible working hours can increase
autonomy and lower work-family conflict, enhancing the relations between family members.
Flexible working arrangements are not only beneficial to employees, but also for employers,
as there is or it should be a strategy behind all practices of flexible working to boost the
business outcomes and have a workforce more motivated, productive and satisfied.

Flexible working arrangements can be excellent for some employees but not necessarily for
all the organization’s workforce. Therefore, if flexible working practices are not well
evaluated and employees cannot choose their working preferences, it might negatively affect
employees’ work-life balance and levels of engagement and productivity.

Therefore, organizations that aim to enhance employees’ engagement and productivity

through flexibility must understand employees’ needs and adapt flexible working practices to
fit in the business strategy. Work engagement reveals individuals’ involvement and
performance in their jobs and positively affects them when working in a flexible environment.
Some critical aspects of employees’ engagement are their age/generation and gender, which
relates to a set of attitudes and behaviours that affect work-life experiences.

2.8 EFFECT OF AGE AND GENERATION CHARACTERISTICS ON FWA

Distinct age groups/generations have different motivations associated with flexible working
that shift from work-related goals and personal family-related goals. For example, older
workers are more likely to interest in flexible working for personal reasons such as family
and health. In contrast, young workers benefit from flexible working toward work-related
goals and work-life balance.

Flexible working hours, such as part-time jobs, reduced hours, or the flexibility to choose the
time to work, may have engaged some older workers to prolong their working lives after
average retiring age.

Also, the older employees may be less engaged in the workplace than younger ones, as they
gradually decrease their efforts towards work when retirement age approaches. Different
generations may have distinct preferences related to types of flexibility. For younger workers,
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it is commonly preferable to a blended perspective between work and non-work activities,
being able to dictate their schedule and its flexibility.

On the other hand, older workers usually favour defining days, hours of work, and non-work.
The range of flexible work forms that interest older workers might differ from what motivates
flexibility for young workers.

Considering the different values, preferences, circumstances, and expectative of an

individual need for flexible work can vary significantly:

• Age group (1946-1964) are getting to the retiring age, but most of them are willing to
continue working beyond that, and possibly, they will need some flexibility to do so. They
may decide to reduce their hours, use flexible working arrangements to adapt to their family-
work needs, and even prefer to work from home because of mobility. This category of age
group see flexible working as an option to stay in instead of retiring. Employers can also
benefit from it by keeping more employees that are experienced in the workforce and not
getting many workers retiring simultaneously.

• Age group “Generation X” (1965-1980) is the generation that values most work-life balance,
stability, and happiness. For that reason, they are more likely to have a conflict on the
management of family-work arrangements and give importance to flexible working
arrangements in an organization. Generation X is very committed, sometimes can be resistant
to change, but they are not very loyal to organizations. As a result, organizations should
consider their needs and desire for a work-life balance by implementing flexible working
arrangements to retain them.

• Age group “Millennials” (1980-1999) are very keen on technology, requiring higher
investment in devices and new technology, as well as adapting the workplace arrangements
to supply the employee’s needs. Video conferencing is very popular within them, and face-
to-face meetings will be less common in the coming years. Flexibility is also a practice that
most Millennials look for in an organization, and 75 per cent of them consider that flexible
policies are fundamental.

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• Age group Generation Z (2000-2012) are technology experts and prefer to communicate
through text messages instead of traditional emails. For them, flexible working arrangements
and diversity are fundamental in the workplace. They are the generation that is most
concerned about being in a diverse and inclusive workplace. Besides, they make an effort to
improve their performance, but they also expect rewards and a good work environment to
engage them within their jobs and the organization.

The type of flexibility offered to employees has to fit their needs to impact positively in their
lives. However, some situations like pandemic Covid-19, might force changes in the work
arrangements, independent of the employees’ preferences.

2.9 FWA BEING USEFUL DURING PANDEMIC SITUATIONS LIKE COVID-19

The Covid-19 pandemic affected the lives of both workers and employers worldwide.
Moreover, the pandemic forced changes in employees’ work arrangements such as flexible
location and hours, financial consequences, and shortage of hours.

Forcibly, due to the situation people worked from home and with flexible working
arrangements, resulting in increased daily working hours and distractions due to family
obligations. This situation is especially relevant considering working mothers, which were
negatively affected on their career goals due to the intensification of childcare during
lockdown. The immediate and temporary effects of the Covid-19 pandemic were changing
employees’ level of motivations and commitment, job satisfaction, interest, and challenging
the management of work-life balance. The employees felt differently about flexible working
before and during the pandemic. Before, many workers had the autonomy to work from home
a few days of the week, but now they no longer have this choice. Employees are feeling
trapped, with implications to their mental and physical health.

Alternatively, flexible working improves work-life balance and increases employees’

productivity and focus towards the job. Besides, employee satisfaction now aligns with
flexibility and work-family arrangements as these practices turned to be a requirement to most
workers. Furthermore, some employees are managing to keep or increase their productivity
levels and engagement towards the job. Some people are pleased with the situation as there

14
is more flexibility related to breaking times, more time to spend with their children and
family, to do exercises and study.
The sudden changes to flexible working arrangements also enabled employees to know how
they best perform their jobs and how they like to do it. Acknowledging that now they can
change and choose their working lives to fit what is better for them. Even with the challenges,
many organizations recognize that a post-pandemic reality will have more acceptance of
working from home and working schedules. Companies as Google and Facebook declared
that they presume that most workers will remain working from home and have offered
training and allowances to equip home working spaces.

Also, the workplace is not the same after Covid-19 as the number of people who have adapted
well to remote working has increased significantly during the pandemic. There was a
revolution happening at the workplace, and the future of work will incorporate flexibility,
agility, and a range of adaptable skills.

2.9.1 TYPES OF FLEXIBLE WORK ARRANGEMENTS

Employers may opt to flexible working arrangements to make their employees' lives easier.
A flexible working arrangement can improve our productivity, job satisfaction and overall
happiness. Here are some types of flexible working arrangements that might be suitable for a
workplace:

1. Flex time
This type of working arrangement provides one with flexibility regarding their workday's
start and end times. An employer can specify certain times that one can work during the day,
and typically have the option of when to begin and end their workday at a time that's more
convenient to their personal schedule. Some employers can also opt to flexible or unlimited
paid time off. Typically, this also helps to reward your quality of work as opposed to focusing
on the number of hours they work.

This allows employees to vary their work schedule, as long as they work a set number of
hours each week. For example, an employee might start work earlier or later in the day,
depending on their personal needs.

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2. Compressed workweek
A compressed or condensed workweek allows the employer to work 40 hours in less than five
days. One may start earlier or finish later than the normal workday. For example, one may
work four 10-hour days. This schedule, for example, might allow one to take an extra day or
decrease commuting costs each week. This involves working longer hours for fewer days in
a week. For example, working four 10-hour days instead of five 8-hour days.

3. Reduced hours or part-time work

Employees may choose to work fewer than the standard full-time workweek. These
arrangements may be on a temporary or permanent basis depending on individual
circumstances. It may also be available in some cases for employees with medical conditions.
One may be able to negotiate or choose work hours to coincide with peak workload hours,
depending on the type of business.

Employee benefits and qualifications for government programs, such as employment

insurance or pension plans, may experience an impact, so be sure to conduct research before
starting a reduced-hour or part-time arrangement. This involves working fewer hours than a
typical full-time position, often with a pro-rated salary and benefits.

4. Annualized hours
Annualized hours, also known as banking hours, allow you and a member of your team to
agree on a maximum number of days and work hours for a certain period. This is often a
combination of flex time and compressed workweek programs and can help reduce overtime
hours. These arrangements may be helpful in fields where there's variation in demands, such
as peak hours or seasonal peaks.

5. Flex place
Also known as telecommuting or teleworking, flex place allows one to work remotely from
their home or another location. While some employees work remotely 100% of the time,
others may come into the office a few days per week. With this arrangement, a person and a
team member employee can determine details, such as hours of work and how one plans to
communicate with coworkers and customers. This allows employees to work remotely from
home or other locations rather than commuting to an office every day.

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6. Job sharing
With job sharing, at least one of the coworkers split one full-time position and the required
working hours. This arrangement essentially operates like part-time work for employees
while letting employers receive the equivalent of one full-time employee. Job sharing may
affect pay, benefits and holidays. For example, a full-time schedule might be from 2 to 10
p.m., but two employees split a schedule where one works from 2 to 6 p.m. and the other
works from 6 to 10 p.m. Two employees share one full-time position, dividing the
responsibilities and workload between them.

7. Work sharing
Companies often allow work sharing to avoid layoffs. With this arrangement, employers
temporarily reduce the number of hours and salaries for staff while maintaining the number
of people they employ. For example, all copy editors at a newspaper may work a four-day
schedule at a lower wage than their previous five-day week.

8. Phased retirement
With this type of flexible working arrangement, the employer agrees on a schedule that
gradually reduces their full-time work commitments. For example, the employer may decide
to schedule their responsibilities over a series of months or years as one nears retirement. This
phased period can be useful to train one’s replacement, plan to restructure or let coworkers
adjust to the redistribution of tasks.

9. Leaves and sabbaticals

Leaves and sabbaticals are authorized periods of time away from work without loss of
employment rights. Paid or unpaid leaves are usually available for family, health care,
education or leisure reasons. Sabbaticals are usually paid, or partially funded, and occur in
addition to vacation time. In some cases, self-funded leaves may be possible where an
employer withholds a portion of the employee's salary and returns it to the employee as pay
during the time away from work.

10.Freelancing or contract work

This involves working as a self-employed individual on a project or contract basis, often with
greater control over one's schedule and workload.

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2.9.2 PROS AND CONS OF FWA
Some of the advantages that flexible working arrangements provide to employees
include:

1.Greater work-life balance

A flexible working arrangement might make it easier to meet your family's needs,
personal obligations and life responsibilities. This is work-life balance. For example, one
can get your child from school in the middle of the day, take a yoga class in the morning
or be home when you have groceries delivered in the afternoon. Having this balance
increases your chances of job satisfaction as you're more likely to want to perform well at
work.

A flexible working schedule gives one an increased sense of empowerment regarding

their work schedule and environment. The ability to set our own schedule and work where
one can improve morale and create greater job satisfaction. It can also reduce the risk of
burnout.

2.Greater productivity
With a flexible work schedule, one can have the opportunity to set your own work hours
and work during the most productive hours. For example, if one can tend to get more work
done during the morning, one can structure their work schedule accordingly. If one can
complete more work at night, they can move their work schedule to later hours to ensure
the greatest level of productivity.

3.Reduced commute
If one can have a flexible working arrangement that allows to work from home, they can
avoid making the trip to a physical workplace each day. This allows one to avoid traffic
and time. One can also reduce the stress and costs associated with commuting.

4.Lowered childcare costs

Depending on your flexible working arrangement, one may see a decrease in childcare
costs. If one works remotely, they can still opt to pay for some type of childcare since one

18
may not be able to effectively complete their work while watching their children. If the
worker and their partner both have flexible working arrangements, one might coordinate
their schedules to avoid paying for childcare.

5.Reduced tardiness and absenteeism

Creating an own work schedule or adjusting it to fit their needs helps them to start work
on time and reduce the times you call in sick. When one doesn't have to commute, for
example, one can avoid running late due to traffic. It is also less likely to call in sick to
work since they are present at home already.

6.Customized workspace
If one has a flexible working arrangement to work from home, one can create a workspace
customized to their interests and productivity. For example, instead of working in a
cubicle, one can arrange a home office with the right setup for themselves. Creating their
own workspace can help one to find greater job satisfaction and motivation.

Disadvantages of flexible working arrangements

While a flexible working arrangement comes with many benefits, it can also present some
drawbacks. Acknowledging these drawbacks can help one determine how much they can
value a flexible working arrangement. Here are some of the disadvantages of flexible working
arrangements:

1.Diminished communication with staff

If one works from home, they may have a harder time communicating. While one can still
interact through video calls, phone calls, emails and online communication platforms, it's not
the same as speaking with someone in person. When they're not able to communicate
effectively, it can hinder their productivity and the quality of their work.

With a flexible arrangement, one can make a greater effort to coordinate and plan projects
with in-office employees. To combat this, some employers may require one to work certain
hours to ensure their team is available at the same time.

19
2.Inclination to work more

If one doesn't have a clear balance between their work and home life, they may feel like
they're working all the time. It's harder to stop working when the computer is accessible at all
hours or when one doesn't have a separate workspace in their home. It can be beneficial to
enforce boundaries between their personal space and their workspace. For example, one can
set a time to avoid their computer when they've completed all their tasks for the day.

3.Decreased sense of teamwork

If one works from home, they may feel isolated from their coworkers. While one can still
interact with their colleagues online, communicating personally often provides them with a
greater sense of community and helps them feel like they're not alone. Without the support or
physical presence of their colleagues, they're more likely to feel isolated. While still enjoying
flexible working arrangements, the coworkers can plan to meet in person occasionally to
increase the feeling of inclusion.

4.Reduced productivity

A flexible working arrangement may lead to less productivity if it's not used effectively. For
example, some employees may find it hard to adapt to a flexible working arrangement without
a concrete working schedule and oversight. Not having either of these may reduce their
productivity since they will no longer have an active source of motivation or the assurance
that often comes with an in-office job.

Learning to adapt to a remote work environment can help one to improve their productivity.
One can refine their schedule with a to-do list to acknowledge when they plan to complete
tasks, and one can monitor the amount of time they spend on each task to help them visualize
their progress. It may also be helpful to minimize distractions in their home so their remote
workspace resembles the one they may have in a traditional office.

20
2.9.3 FLEXIBLE WORK ARRANGEMENTS AND IT’S PROCESS

Flexible work arrangements can offer many benefits to both employees and employers, but
implementing them successfully requires careful planning and communication. Here is a
general process for implementing flexible work arrangements:

Identify the need: Determine the specific reasons why a flexible work arrangement is
needed, such as improving work-life balance, reducing commuting time, or accommodating
a personal situation.

Choose the right arrangement: Determine the best flexible work arrangement for the
situation, based on the employee's job responsibilities and the organization's needs.

Establish policies: Create clear policies and guidelines for the flexible work arrangement,
including expectations for communication, work hours, and productivity.

Train managers and employees: Ensure that managers and employees are trained on the
policies and procedures for the flexible work arrangement, including any technology or
communication tools that may be needed.

Monitor and evaluate: Regularly assess the effectiveness of the flexible work arrangement,
including its impact on productivity, employee satisfaction, and organizational goals.

Adjust as needed: Modify the arrangement as needed based on feedback and evaluation, to
ensure that it continues to meet the needs of both employees and the organization.

It's important to note that each organization's process for implementing flexible work
arrangements may vary depending on their specific needs and culture. Open communication,
transparency, and flexibility are key to ensuring the success of any flexible work arrangement.

The process of implementing flexible work arrangements can vary depending on the type
of arrangement and the organization's policies and procedures. Here are some general
steps that organizations can follow:

21
Assess the organization's needs: Determine which flexible work arrangements would be
most beneficial for the organization and its employees. Consider the nature of the work,
the culture of the organization, and the needs of the employees.

Develop policies and procedures: Create policies and procedures that outline the
expectations for employees who participate in flexible work arrangements. This should
include information about how to request a flexible work arrangement, how to track work
hours, and how to communicate with colleagues and supervisors.

Communicate with employees: Inform employees about the flexible work arrangements
available to them and how to request them. Make sure employees understand the
requirements and expectations of each arrangement.

Review and approve requests: Review each employee's request for a flexible work
arrangement and determine whether it is feasible and meets the needs of the organization.
Approve requests that meet the organization's requirements.

Monitor and evaluate performance: Monitor the performance of employees who

participate in flexible work arrangements to ensure that they are meeting their goals and
objectives. Evaluate the effectiveness of the flexible work arrangements periodically and
make adjustments as needed.

Provide support and resources: Provide employees with the necessary resources, such as
technology and training, to enable them to work effectively in flexible work arrangements.

Maintain communication and collaboration: Establish clear communication channels and

encourage collaboration between employees who work in flexible arrangements and those
who work on-site to ensure that everyone is working toward the organization's goals.
Overall, implementing flexible work arrangements requires careful planning,
communication, and monitoring to ensure that they are successful and meet the needs of
the organization and its employees.

22
23
24
RESEARCH METHODOLOGY
GEETHA D S
 CHAPTER 3

3.RESEARCH METHODOLOGY

3.1 TITLE OF THE STUDY:

“A study on the influence of flexible work arrangements on employee retention and work-
life balance with reference to Vasavi Honda Private limited, Villupuram.”

3.2 STATEMENT OF THE PROBLEM:

Research problem definition

This research focuses on the impact of flexibility on employee performance and satisfaction
across generations. It is an important topic considering the increase of flexible working
practices in organizations. Although several companies argue that these practices support the
work-life balance of their employees, it is necessary to evaluate if flexible working influences
employees' performance and satisfaction. Moreover, it is crucial to consider that individuals
are subjectively different, and people from different ages/generations and gender can
comprehend the same topic in opposite views. Therefore, the research question of this
research is: “How would the influence of flexible working arrangements would be on
engagement and satisfaction of employees.

3.3 RESEARCH OBJECTIVES

This research considered several aspects within the complexity of assessing employee’s
personal information about engagement and satisfaction that are presented below:

1) To assess employee engagement at the workplace

This research presents an evaluation of the history and definition of engagement in the
workplace, identifying the aspects that positively and negatively employee’s engagement;
exploring the benefits to invest in employee engagement, and investigating how flexible
working arrangements might influence employee engagement.

25
2) To investigate flexible working arrangements
Another aspect assessed is the definition of flexibility, evaluating the management and
effectiveness of flexibility in organizations and, the influence of flexible working
arrangements in employee’s experience in the workplace,

3) To evaluate the influence of flexibility on employees’ engagement and satisfaction

More specifically, this research aims to identify the importance of flexible working
arrangements and their influence on employees’ engagement and satisfaction. Moreover, it
also aims to evaluate whether employers can benefit by implementing flexible working
practices.

4) To Identify the different interests and values in the workplace by age groups and
genders
This research also researches the characteristics of different age groups and genders in the
workplace, identifying their interests and values and evaluating their preferences and thoughts
about flexible working arrangements. It also shows how the different groups were affected
by flexibility in their engagement, productivity, and satisfaction at work.

5) To identify the positive and negative effects of the sudden changes in the workplace
It is based on how employers and employees are managing it. Moreover, it presents a
reflection on aspects that have been already changing to the future of work.

3.3.1 SCOPE OF THE STUDY AND OBJECTIVES

i) To identify the relationship between Flexible Working Arrangements and Employees

ii) To analyze the impact of Flexible Working Arrangements on Employees Satisfaction

The study objective was to determine the influence of flexible work arrangements on
performance of the employees with reference to the employees working at Vasavi Honda
Private Limited, Villupuram.

26
3.4 RESEARCH DESIGN

A descriptive research design was used for the study, where primary and secondary sources
for data collection were used. Questionnaire was adapted according to the research of similar
nature. Sampling techniques applied in this study was mainly simple sampling technique and
convenience sampling. The study was conducted with the sample size of 50. Primary data
was collected by Questionnaire. More than 100 questionnaires were distributed and 50 of
them were complete in all respect which was considered for the study.

The Research design is the planned sequence of the entire process involved in conducting a
research study. It includes an overall picture of what the researcher will do, right from the
formulation of the problem to its implication and the analysis of the data. The research design
adopted by the researcher is descriptive research design since it portrays accurately the
characteristics of a particular group.

27
3.5 SAMPLING TECHNIQUE:

The adopted sampling technique for the purpose of the research study is "Simple random
sampling" technique.

3.5.1 SAMPLE SIZE:

For the purpose of the study, the size of the sample is 50. In this study, 50 samples have been
selected from the field of study, from Vasavi Honda Private Limited, Villupuram.

3.5.2 TOOLS OF DATA COLLECTION:

The questionnaire has been used for gathering data for the purpose of the study. A questionnaire
is a tool, which consists of sets of questions structured to elicit the required response and data
from the respondents. The questionnaire was translated into Tamil and administered to the
respondents.

3.5.3 SOURCES OF DATA:

The data were collected for the purpose of the study has been collected through two main
categories.

PRIMARY DATA:

It refers to the collection of information directly from the field, through questionnaire method
at Vasavi Honda Pvt Ltd at Villupuram.

SECONDARY DATA:

The secondary data were collected from materials like books, journals, magazines, and related
websites.

3.6 LIMITATIONS OF THE STUDY:

• The respondent's responses for the questionnaire might be biased.

28
 • Even though the survey was conducted among the employees in organization it may

not reflect the real opinion of the all the employees.

• The relatively small sample size limits the ability to generalize the findings to other

contexts.

• Implementing FWAs with employees whose work is less tangibly measured.

• Some of the interviewed employees might be less objective.

• The effects of FWAs could be somewhat distorted by other enabling cultural elements

of employee engagement

Because of time constrain the sample size is restricted to 50, which may not reflect the opinion
of the entire employees group.

3.7 PRE-TESTING:

To ensure whether the questionnaire prepared by the researcher will be effective or not a pre-
testing was done on few of the samples. The changes that were made because of pre-testing
were not significant.

3.8 HYPOTHESIS:

Null Hypothesis H0:

There is no significance influence of flexible work arrangements on performance of the

automobile industry in and around Villupuram.

Alternative Hypothesis

H1: The relationship between flexible working arrangement and employee satisfaction

is significant.

H2: The impact of flexible working arrangement on employee satisfaction is significant.

29
H3: Significant relationship between flexible working arrangement and stress-free

life(happiness).

H4: Significant relationship between flexible working arrangement and social relationship.

H5: Significant relationship between flexible working arrangement and physical health.

3.9 RESEARCH METHODOLOGY

The sample size was determined by use of the following formula;

n= Z² p q

e²

n adjusted= Nn

N+ n

Therefore;

n = Z² pq N

e²(N-1) + Z² pq

Where n = number of samples, N=Total population and e= precision level 0.05.

Z=Standard normal distribution set at 1.96 corresponding to a confidence level of 95%

P=probability of success

q= probability of failure

n= 1.96² x 0.6 x 0.05

0.05 x 0.05

n= 0.115248

0.0025

n=46.992

Rounding off

30
 n=50

Therefore, the required sample size is calculated as 50 employees.

3.9.1 TESTING OF HYPOTHESIS

Hypothesis testing is done by using Cronbach alpha technique. Cronbach alpha technique
was applied to check the Questionnaire reliability. The techniques were applied to the
statements. There are two variables on which it is being checked i.e., Flexible working
Arrangement and Employees Satisfaction where in employees satisfaction covers
Psychological (happiness), Physical (health) and Social (relationship).

3.9.2 ANALYSIS AND INTERPRETATION

The data collected were analyzed and interpreted using bar graph maker and pie chart
generator online using Canva.

31
DATA ANALYSIS & INTERPRETATION
GEETHA D S
 CHAPTER-4
DATA ANALYSIS & INTERPRETATION

TABLE-1

RESPONDENTS BY THEIR AGE

INFERENCE:

It can be observed that a vast majority (44 %) of the respondents are in 25-30 years of age, (32
%) of the respondents belongs to the age group of 31 to 35 years while the remaining (16%)
respondents are in 36-40 years of age (8%) of the respondents are above the 40 years

Thus, it can be inferred that majority of the respondents belongs to the 25-30 years of age
in the field of study.

32
AGE OF THE RESPONDENT

Figure 1

33
 TABLE-2

SEX GROUP OF THE RESPONDENTS

INFERENCE:

It can be observed from above tables that, majority of the respondents (86%) are male and
remaining (14%) of respondents is female.

Thus, it can be inferred that majority of the respondents in the field of study are Male
employees.

34
SEX GROUP OF THE RESPONDENT

Figure 2

35
 TABLE-3

MARITAL STATUS OF THE RESPONDENTS

INFERENCE:

The above table mentioned about marital status of the respondents.

It is inferred that majority (52%) of the respondents are single and nearly half (48%) of the
respondents are married.

Thus, it can be seen that most of the respondents are single in the field of study.

36
MARITAL STATUS OF THE RESPONDENT

Figure 3

37
 TABLE-4

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

INFERENCE:

From the above table it is inferred that (52%) of the respondents are under the qualification of
Degree and (20%) of the respondent are under the qualification of diploma and Also among
the technically qualified respondents, one fourth (14 %) of the respondents have I.T.I. Among
the non-technically qualified respondents, a little less than half (4%) of the respondents have
S.S.L.C. qualification while a little less than (10%) of the respondents have their Higher
secondary qualification.

Thus, it can be inferred that all the respondents under the study are majority of the
respondents have degree qualification in the field of study.

38
EDUCATIONAL QUALIFICATION

Figure 4

39
 TABLE-5

DEPARTMENT OF THE RESPONDENTS

INFERENCE:

This table mentioned about department of the respondents. That, we inferred majorities
(34%) of the respondents working in mechanic department, (22%) of the respondents
working in marketing departments, and (20%) of the respondents working in production
department. Only (14%) of the respondents working in quality control department and (6%) of
the respondents working in purchase department and few (4%) of the respondents working in
human resource department.

40
DEPARTMENT OF THE RESPONDENTS

Figure 5

41
 TABLE-6

DESIGNATION OF THE RESPONDENTS

INFERENCE:

From the table, it can be observed that a little less than half (32%) of the respondents are
employees, while a little less than half (24%) of the respondents are managers. (22%) of the
respondents are Engineers (16%) of the respondents are supervisors and (6%) of the
respondents are executives.

Thus, it can be inferred that a majority of the respondents are employees in the field of
study.

42
DESIGNATION OF THE RESPONDENTS

Figure 6

43
 TABLE-7

EXPERIENCE OF THE RESPONDENTS

INFERENCE:

It is evident from the above table that (62%) of the respondents have below 5 Years of
experience and (28%) of the respondents belong to 5-10 Years of experience. only (10%) of
the respondent are above 10 Years of experience.

Thus, it can be inferred that majority of the respondents have less than 0-5 years of work
experience

44
EXPERIENCE OF THE RESPONDENTS

Figure 7

45
 TABLE-8

SHOWING RESPONDENTS BY HOW STRESSED

THEY FEEL DUE TO WORKLOAD

INFERENCE:

The above table reflects that, we inferred that majority (78%) of respondents feel stressed due
to workload. Remaining (22%) of the respondents comparatively do not feel much stressed due
to the workload.

Thus, it can be inferred from the above table that stress due to workload among the
respondents is high in the field of study.

46
STRESS DUE TO WORKLOAD

Figure 8

47
 TABLE-9

SHOWING RESPONDENTS IF THEY HAVE AMPLE TIME

FOR THEIR PERSONAL LIFE APART FROM WORK

INFERENCE:

The above table reflects that, we inferred that majority (60%) of respondents do not have
enough time for their personal life apart from their work-life. Remaining (40%) of the
respondents comparatively are somewhat able to balance their personal life and work life.

Thus, it can be inferred from the above table that the time left for personal life apart from
work-life among the respondents is low in the field of study.

48
TIME FOR PERSONAL LIFE APART FROM WORK

8% 16% 32% 44%

Figure 9

49
 TABLE-10

SHOWING RESPONDENTS BY THEIR CONSIDERATION TO

LEAVE THE JOB DUE TO WORK-LIFE BALANCE ISSUES

INFERENCE:

The above table reflects that, we inferred that majority (58%) of respondents are considering
to leave their job due to work-life balance issues. Remaining (2%) of the respondents have
already left the job due to work-life balance issues. And the other (4%) are not considering to
leave the job.

Thus, it can be inferred from the above table that the consideration and need to leave the
job due to work-life balance issues among the respondents is high in the field of study.

50
NEED TO LEAVE JOB DUE TO WORK-LIFE
BALANCE ISSUES

Figure 9

51
 TABLE-11

SHOWING RESPONDENTS BY THEIR SATISFACTION WITH

THEIR CURRENT WORK SCHEDULE

INFERENCE:

The above table reflects that, we inferred that majority (71%) not very satisfied with their
current work schedule. Remaining (29%) are satisfied among which (4%) are very satisfied
and rest (25%) are somewhat satisfied.

Thus, it can be inferred from the above table that the satisfaction towards the current
work schedule among the respondents is low in the field of study.

52
SATISFACTION ON CURRENT WORK SCHEDULE

Figure 11

53
 TABLE-12

SHOWING RESPONDENTS IF THE CURRENT WORK SCHEDULE IS

PROVIDING GOOD WORK-LIFE BALANCE

INFERENCE:

The above table reflects that, we inferred that majority (58%) of the respondents’ current work
schedule is not providing them a good work life balance. Remaining (42%) of the respondents
face a good-work life balance out of which 32% of them somewhat undergo a good-work life
balance and the rest 10% assures to have a good work-life balance.

Thus, it can be inferred from the above table that the provision of good work life balance
based on current work schedule among the respondents is low in the field of study.

54
CURRENT WORK SCHEDULE AND
WORK LIFE BALANCE

Figure 12

55
 TABLE-13

SHOWING RESPONDENTS BASED ON THEIR PREFERENCE FOR A

DIFFERENT WORK SCHEDULE

INFERENCE:

The above table reflects that, we inferred that majority (80%) of the respondents wanted and
preferred for a different work schedule pattern. Remaining (20%) of the respondents were not
willing to adapt or change to new work-schedule patterns.

Thus, it can be inferred from the above table that the preference for a new and different
work-schedule pattern among the respondents is high in the field of study.

56
PREFERENCE FOR A NEW WORK-SCHEDULE

Figure 13

57
 TABLE-14

SHOWING RESPONDENTS BASED ON THE IMPORTANCE OF

WORK-LIFE BALANCE IN A JOB

INFERENCE:

The above table reflects that, we inferred that majority (69%) of the respondents are
considering work-life balance to be important and essential. Remaining (31%) of the
respondents do not consider work-life balance as a necessity.

Thus, it can be inferred from the above table that the importance of work-life balance
among the respondents is high in the field of study.

58
IMPORTANCE OF WORK-LIFE BALANCE

Figure 14

59
 TABLE-15

SHOWING RESPONDENTS BASED ON IF ANY CHANGES HAVE BEEN

APPROACHED BY THE COMPANY FOR WORK-LIFE BALANCE

INFERENCE:

The above table reflects that, we inferred that majority (60%) of the respondents feel that not
many changes have been approached by the company to achieve work-life balance Remaining
(40%) of the respondents feel that the company has improved and made some approaches for
providing work-life balance.

Thus, it can be inferred from the above table that according to the respondents the
changes that have been approached by the company to improve work-life balance is low
in the field of study.

60
COMPANY’S APPROACH TO IMPROVE WORK-
LIFE BALANCE

Figure 15
61
 TABLE-16

SHOWING RESPONDENTS BASED ON PREFERENCE FOR

MORE FLEXIBILITY IN WORK SCHEDULE

INFERENCE:

The above table reflects that, we inferred that majority (72%) of the respondents prefer and
seek for more the provision of more flexibility in work schedule. Remaining (28%) of the
respondents feel that the there is enough flexibility in their working-schedule.

Thus, it can be inferred from the above table that the preference for provision of more
flexibility in work schedule among the respondents is high in the field of study.

62
PREFERENCE FOR FLEXIBILITY IN
WORK SCHEDULE

Figure 16
63
 TABLE-17

SHOWING RESPONDENTS BASSED ON THE MOST

SUITABLE TYPE OF FWA

INFERENCE:

The above table reflects that, we inferred that majority (50%) found flextime to be the most
suitable method of flexible work arrangement (FWA). Remaining (50%) of the respondents
selected other FWA methods among which (20%) of the respondents selected Telecommuting;
(20%) of the respondents chose compressed workweek method and the rest of (10%) chose Job
Sharing FWA method.

Thus, it can be inferred from the above table that flextime was considered to be the most
suitable FWA method. The selection of flextime FWA method and its suitability among
the respondents is high in the field of study.

64
 SELECTION OF THE MOST SUITABLE TYPE OF
FWA AMONG THE RESPONDENTS

50% 20% 20% 10%

Figure 17

65
 TABLE-18

SHOWING RESPONDENTS BASED ON THE EFFECT OF FWA

ON WORKING PRODUCTIVITY

INFERENCE:

The above table reflects that, we inferred that vast majority (90%) of the respondents believe
that their productivity will increase if FWA is bought into practice. Remaining (10%) of the
respondents feel that there will be no impact on their work productivity due to FWA.

Thus, it can be inferred from the above table that according to the respondents the
increase in work productivity due to FWA is high in the field of study.

66
EFFECT OF FWA ON WORK PRODUCTIVITY

Figure 18

67
 TABLE-19

SHOWING RESPONDENTS BASED ON THEIR WILL TO TAKE A

PAYCUT IN EXCHANGE FOR A FLEXIBLE WORK SCHEDULE

INFERENCE:

The above table reflects that, we inferred that vast majority (90%) of the respondents believe
that their productivity will increase if FWA is bought into practice. Remaining (10%) of the
respondents feel that there will be no impact on their work productivity due to FWA.

Thus, it can be inferred from the above table that the will to take a paycut in exchange
for a flexible work schedule among the respondents is low in the field of study.

68
WILL TO TAKE PAYCUT IN EXCHANGE FOR FWA

Figure 20

69
 TABLE-20

SHOWING RESPONDENTS BASED ON IF

FWA HELPS WITH WORK-LIFE BALANCE

INFERENCE:

The above table reflects that, we inferred that vast majority (92%) of the respondents agree that
FWA helps to bring in work-life balance. Remaining (8%) of the respondents do not feel the
need for FWA for work-life balance.

Thus, it can be inferred from the above table that the need for FWA for work-life balance
among the respondents is high in the field of study.

70
NEED FOR FWA FOR WORK-LIFE BALANCE

Figure 20

71
 TABLE-21

SHOWING RESPONDENTS BASED ON THE IMPORTANCE

OF A COMPANY TO OFFER FWA

INFERENCE:

The above table reflects that, we inferred that majority (51%%) of the respondents agree that
it is important for the company to offer FWAs to promote more work-life balance. Remaining
(49%) of the respondents do not find it necessary for the company to offer FWA for work-life
balance. Out of which (29%) considers it to be somewhat important for the company to offer
FWAs.

Thus, it can be inferred from the above table that the importance for a company to offer
FWAs for work-life balance among the respondents is high in the field of study.

72
NEED FOR FWA FOR WORK-LIFE BALANCE

Figure 21
73
 TABLE-22

SHOWING RESPONDENTS ON THE NUMBER

OF HOURS THEY WORK PER WEEK

INFERENCE:

The above table reflects that, we inferred that majority (66%) of the respondents worked for
51-60 hours. (20%) of the respondents worked for 40-50 hours. (10%) of the respondents
worked for less than 40 hours. Remaining (2%) of the respondents worked for more than 60
hours.

Thus, it can be inferred from the above table that among the respondents the ones who
worked for 51-60 hours is high in the field of study.

74
NUMBER OF WORKING HOURS PER WEEK

Figure 22

75
 TABLE-23

SHOWING RESPONDENTS BASED ON IF THE FACTOR

OF WORKLOAD IS MANAGEABLE

INFERENCE:

The above table reflects that, we inferred that majority (78%) of the respondents found that the
factor of workload was not manageable. The remaining (22%) of the respondents found their
work-load to be manageable.

Thus, it can be inferred from the above table that the workload is not manageable and
the factor of workload among the respondents is high in the field of study.

76
RESPONDENTS OPINION IF THE WORKLOAD IS
MANAGEABLE OR NOT

Figure 23

77
 TABLE-24

SHOWING RESPONDENTS BASED ON THE

SYMPTOMS EXPERIENCED DUE TO WORKLOAD

INFERENCE:

The above table reflects that, we inferred that majority (40%) of the respondents undergo the
symptoms of anxiety and depression. From the remaining (38%) of the respondents underwent
symptoms of Insomnia or difficulty in sleeping and (6%) of the respondents had physical health
problems and the rest of (5%) of the respondents didn’t undergo any health symptoms due to
workload.

Thus, it can be inferred from the above table that the symptom of depression and anxiety
due to workload among the respondents is high in the field of study.

78
RESPONDENTS’ HEALTH SYMPTOMS
DUE TO WORKLOAD

38% 40% 12% 10%

Figure 24

79
 TABLE-25

SHOWING RESPONDENTS BASED ON THE NEED TO TAKE SOME TIME

OFF WORK DUE TO JOB-RELATED STRESS OR BURNOUT IN PAST YEAR

INFERENCE:

The above table reflects that, we inferred that majority (78%) of the respondents found it
necessary to take time off from work due to job-relayed stress or burnout in past year. The
remaining (22%) of the respondents didn’t find it necessary so take time off from work.

Thus, it can be inferred from the above table that the need to take time off work due to
job-related stress or burnout in past year among the respondents is high in the field of
study.

80
NEED TO TAKE TIME OFF FROM WORK

Figure 25

81
 TABLE-26

SHOWING RESPONDENTS BASED ON HOW SUPPORTED THEY

FEEL BY THEIR CO-EMPLOYER IN MANAGING JOB-STRESS

INFERENCE:

The above table reflects that, we inferred that majority (48%) of the respondents found
themselves neutrally supported by their co-employers to manage job-related stress. (20%) of
the respondents found themselves very supported by their co-employers;(10%) felt not very
supported and (20%) felt very supported and the remaining (2%) were found to be not at all
supported by their co-employers to manage job-stress.

Thus, it can be inferred from the above table that the support from the co-employers to
manage job-related stress among the respondents is not very high in the field of study.

82
RESPONDENTS’ SUPPORT FROM CO EMPLOYERS
TO MANAGE JOB-STRESS

Figure 26

83
 TABLE-27

SHOWING RESPONDENTS BASED ON IF JOB DEMANDS ARE

REALISTIC AND ACHIEVABLE WITHIN WORKING HOURS

INFERENCE:

The above table reflects that, we inferred that majority (56%) of the respondents did not find
the job demands to be realistic and achievable within working hours. The remaining (44%) of
the respondents found the job-demands to be realistic and achievable within the working hours

Thus, it can be inferred from the above table that the probability of the job demands
being realistic and achievable within the working hours among the respondents is low in
the field of study.

84
JOB DEMANDS BEING REALISTIC AND
ACHIEVABLE WITHIN WORKING HOURS

Figure 27

85
 TABLE-28

SHOWING RESPONDENTS BASED ON THE IMPACT OF

WORK LOAD AND WORK SCHEDULE ON PERSONAL-LIFE

INFERENCE:

The above table reflects that, we inferred that majority (64%) of the respondents claim that the
work load and work schedule have impacted negatively on their personal life. The remaining
(30%) of the respondents claim to have positive impacts on personal life due to their work
schedule. The rest of (6%) claim that the work-load and work-schedule has had no impact on
their personal life.

Thus, it can be inferred from the above table that the negative impacts on personal life
due to workload and work schedule among the respondents is high in the field of study.

86
IMPACT OF WORK LOAD AND WORK SCHEDULE
ON PERSONAL LIFE

Figure 28

87
 TABLE-29

SHOWING RESPONDENTS BASED ON THE STEPS TAKEN

TO REDUCE JOB-RELATED STRESS

INFERENCE:

The above table reflects that, we inferred that majority (38%) of the respondents wanted to
follow the method of working for extra hours in a day and balancing it out by reducing the
working hours next day. (20%) of the respondents wanted to follow half-shift work per
day;(18%) of the respondents wanted to follow the method of paid holidays; and the remaining
(24%) wanted to select their own suitable work schedule.

Thus, it can be inferred from the above table that method of working for extra hours a
day and balancing it out by reducing the work hours the next day among the respondents
is high in the field of study.

88
STEPS THAT CAN BE TAKEN TO REDUCE JOB-
RELATED STRESS

Figure 29

89
 TABLE-30

SHOWING RESPONDENTS’ MONTHLY INCOME

INFERENCE:

The above table reflects that, we inferred that majority (46%) of the respondents earned an
income of 1.4 lakhs per year to 1.8 lakhs per year. (32%) of the respondents earned an income
of 90k per year to 1.2 lakhs per year and the remaining (22%) earned a higher income of 1.9
lakhs per year to 2.4lakhs per year.

Thus, it can be inferred from the above table that the majority of the respondents earned
an income or salary ranging from 1.4 lakhs per year to 1.8 lakhs per year.

90
RESPONDENTS, INCOME PER ANNUM

46% 32% 22%

Figure 30

91
 CRONBACH ALPHA TECHNIQUE

TABLE-1

RELIABILITY

Interpretation: Table above examines the reliability of each variable separately. It shows
the value of 0.711 for Flexible Working Arrangement and 0.761 for Employee Satisfaction.

TABLE-2

CORRELATION BETWEEN FLEXIBLE WORK ARRANGEMENTS AND

EMPLOYEE SATISFACTION

Interpretation: The table above depicts that r value is 0.625 at p value of 0.000 thus
reflecting Flexible Working Arrangement and Employee Satisfaction in this sector
have a positive correlation. So, hypothesis H1 is accepted.

92
 TABLE-3

CORRELATION BETWEEN FLEXIBLE WORK ARRANGEMENTS AND

PSYCHOLOGICAL WELL BEING(HAPPINESS)

Interpretation: The table above depicts that r value is 0.664 at p value of 0.000 thus
reflecting that Flexible Working Arrangement and Psychological wellbeing (Happiness) is
positively correlated. So, hypothesis H2 is accepted. Happiness component is considered as
an important indicator in terms of employee satisfaction and organizations which
provide the feature of Flexible Working Arrangement are providing happiness to its
employees.

93
 TABLE-4

CORRELATION BETWEEN FLEXIBLE WORK ARRANGEMENTS AND

SOCIAL RELATIONSHIP

Interpretation: The table above depicts that r value is 0.236 at p value of 0.018, reflecting
that Flexible Working Arrangement and Social Relationship within the employees is weakly
correlated. So, hypothesis H3 is accepted. Social Relationship component is not an
important indicator in terms of employee satisfaction and organizations which provide
the feature of Flexible Working Arrangement cannot cater to building social relationship
within employees.

94
 TABLE-5

CORRELATION BETWEEN FLEXIBLE WORK ARRANGEMENTS AND

PHYSICAL HEALTH

Interpretation: The table above depicts that r value is 0.436 at p value of 0.000 thus reflecting
a moderate correlation between Flexible Working Arrangement and Physical Health to
its employees. So, hypothesis H4 is accepted. Physical Health component is moderately
important indicator in terms of employee satisfaction and organizations which provide
the feature of Flexible Working Arrangement can cater to building physical Health of
employees.

95
IMPACT OF FLEXIBLE WORK ARRANGEMENTS AND EMPLOYEE
SATISFACTION

Regression analysis was conducted to examine how Flexible Working Arrangement impacts
the Satisfaction of employee. For the study Flexible Working Arrangement is independent
variable and Employee Satisfaction is dependent variable.

Regression analysis was conducted to examine how Flexible Working Arrangement impacts
the Satisfaction of employee. The table shows r square is 0.390, reflecting that independent
variable (Flexible Working Arrangement) can predict 39% of variation in dependent variable
(Employee Satisfaction). As per the Table it shows F value of 62.658 and p value (0.000),
which is less than 0.05 thus H1 is accepted and that there exist strategically significant
relationship among Flexible Working Arrangement on Employee Satisfaction.

Employee Satisfaction = = 42.107 + 1.008 (Flexible Working Arrangement)

96
 IMPLICATIONS

The present study examined that there exists positively strong correlation among
Flexible Working Arrangement and Employee Satisfaction of employees. Furthermore, study
is also in conformity with previous researches; reflecting that female’s employee satisfaction
from Flexible Working Arrangement can be increased. It has been found that there are
many respondents who are in favor of Flexible Working Arrangement leading to creating
positive employee satisfaction. For the employees of the companies the component
Psychological (Happiness) is the most important variable for employee satisfaction and social
relationship within employees is least important.

97
FINDINGS & SUGGESTIONS
SWEYTHAA K
 CHAPTER-5
FINDINGS

➢ It can be observed that a vast majority (44 %) of the respondents are in 25-30 years of
age, (32 %) of the respondents belongs to the age group of 31 to 35 years while the
remaining (16%) respondents are in 36-40 years of age (8%) of the respondents are
above the 40 years
➢ It can be observed that, majority of the respondents (86%) are male and remaining
(14%) of respondents is female.
➢ It is inferred that majority (52%) of the respondents are single and nearly half (48%) of
the respondents are married.
➢ It is observed that (52%) of the respondents are under the qualification of Degree and
(20%) of the respondent are under the qualification of diploma and Also among the
technically qualified respondents, one fourth (14 %) of the respondents have I.T.I.
Among the non-technically qualified respondents, a little less than half (4%) of the
respondents have S.S.L.C. qualification while a little less than (10%) of the respondents
have their Higher secondary qualification.
➢ Majorities (34%) of the respondents working in mechanic department, (22%) of the
respondents working in marketing departments, and (20%) of the respondents working
in production department. Only (14%) of the respondents working in quality control
department and (6%) of the respondents working in purchase department and few (4%)
of the respondents working in human resource department.
➢ It can be observed that a little less than half (32%) of the respondents are employees,
while a little less than half (24%) of the respondents are managers. (22%) of the
respondents are Engineers (16%) of the respondents are supervisors and (6%) of the
respondents are executives.
➢ It is evident that (62%) of the respondents have below 5 Years of experience and (28%)
of the respondents belong to 5-10 Years of experience. only (10%) of the respondent
are above 10 years of experience.
➢ It is observed that majority (78%) of respondents feel stressed due to workload.
Remaining (22%) of the respondents comparatively do not feel much stressed due to
the workload.

98
➢ It is observed that majority (60%) of respondents do not have enough time for their
personal life apart from their work-life. Remaining (40%) of the respondents
comparatively are somewhat able to balance their personal life and work life.
➢ It is observed that majority (58%) of respondents are considering to leave their job due
to work-life balance issues. Remaining (2%) of the respondents have already left the
job due to work-life balance issues. And the other (4%) are not considering to leave the
job.
➢ It is observed that majority (71%) not very satisfied with their current work schedule.
Remaining (29%) are satisfied among which (4%) are very satisfied and rest (25%) are
somewhat satisfied.
➢ It is observed that majority (58%) of the respondents’ current work schedule is not
providing them a good work life balance. Remaining (42%) of the respondents face a
good-work life balance out of which 32% of them somewhat undergo a good-work life
balance and the rest 10% assures to have a good work-life balance.
➢ It is observed that majority (80%) of the respondents wanted and preferred for a
different work schedule pattern. Remaining (20%) of the respondents were not willing
to adapt or change to new work-schedule patterns.
➢ It is observed that majority (69%) of the respondents are considering work-life balance
to be important and essential. Remaining (31%) of the respondents do not consider
work-life balance as a necessity.
➢ It is observed that majority (60%) of the respondents feel that not many changes have
been approached by the company to achieve work-life balance Remaining (40%) of the
respondents feel that the company has improved and made some approaches for
providing work-life balance.
➢ Majority (72%) of the respondents prefer and seek for more the provision of more
flexibility in work schedule. Remaining (28%) of the respondents feel that the there is
enough flexibility in their working-schedule.
➢ Majority (50%) found flextime to be the most suitable method of flexible work
arrangement (FWA). Remaining (50%) of the respondents selected other FWA
methods among which (20%) of the respondents selected Telecommuting; (20%) of the
respondents chose compressed workweek method and the rest of (10%) chose Job
Sharing FWA method.

99
➢ A vast majority (90%) of the respondents believe that their productivity will increase if
FWA is bought into practice. Remaining (10%) of the respondents feel that there will
be no impact on their work productivity due to FWA.
➢ Majority (94%) of the respondents were not willing to take a pay cut in exchange for a
flexible work schedule. Remaining (6%) of the respondents were found to be willing to
take a pay cut in exchange for a flexible work.
➢ Majority (92%) of the respondents agree that FWA helps to bring in work-life balance.
Remaining (8%) of the respondents do not feel the need for FWA for work-life balance.
➢ Majority (51%) of the respondents agree that it is important for the company to offer
FWAs to promote more work-life balance. Remaining (49%) of the respondents do not
find it necessary for the company to offer FWA for work-life balance. Out of which
(29%) considers it to be somewhat important for the company to offer FWAs.
➢ Majority (66%) of the respondents worked for 51-60 hours. (20%) of the respondents
worked for 40-50 hours. (10%) of the respondents worked for less than 40 hours.
Remaining (2%) of the respondents worked for more than 60 hours.
➢ Majority (78%) of the respondents found that the factor of workload was not
manageable. The remaining (22%) of the respondents found their work-load to be
manageable.
➢ Majority (40%) of the respondents undergo the symptoms of anxiety and depression.
From the remaining (38%) of the respondents underwent symptoms of Insomnia or
difficulty in sleeping and (6%) of the respondents had physical health problems and the
rest of (5%) of the respondents didn’t undergo any health symptoms due to workload.
➢ Majority (78%) of the respondents found it necessary to take time off from work due to
job-relayed stress or burnout in past year. The remaining (22%) of the respondents
didn’t find it necessary so take time off from work.
➢ Majority (48%) of the respondents found themselves neutrally supported by their co-
employers to manage job-related stress. (20%) of the respondents found themselves
very supported by their co-employers;(10%) felt not very supported and (20%) felt very
supported and the remaining (2%) were found to be not at all supported by their co-
employers to manage job-stress.
➢ Majority (56%) of the respondents did not find the job demands to be realistic and
achievable within working hours. The remaining (44%) of the respondents found the
job-demands to be realistic and achievable within the working hours.

100
➢ Majority (64%) of the respondents claim that the work load and work schedule have
impacted negatively on their personal life. The remaining (30%) of the respondents
claim to have positive impacts on personal life due to their work schedule. The rest of
(6%) claim that the work-load and work-schedule has had no impact on their personal
life.
➢ Majority (38%) of the respondents wanted to follow the method of working for extra
hours in a day and balancing it out by reducing the working hours next day. (20%) of
the respondents wanted to follow half-shift work per day;(18%) of the respondents
wanted to follow the method of paid holidays; and the remaining (24%) wanted to select
their own suitable work schedule.
➢ Majority (46%) of the respondents earned an income of 1.4 lakhs per year to 1.8 lakhs
per year. (32%) of the respondents earned an income of 90k per year to 1.2 lakhs per
year and the remaining (22%) earned a higher income of 1.9 lakhs per year to 2.4lakhs
per year.

101
 SUGGESTIONS

➢ Stress due to workload among the respondents is found to be high therefore use of
FWAs may be necessary.
➢ The consideration and need to leave the job due to work-life balance issues among
the respondents is found to be high. Hence FWA may help in bringing up employee
retention and reduce work-life balance issues.
➢ The satisfaction towards the current work schedule among the respondents may
be low therefore FWA might help in increasing work satisfaction.
➢ The provision of good work life balance based on current work schedule among
the respondents may be low therefore use of FWA may facilitate good relationship
between work life balance and work schedule.
➢ The preference for a new and different work-schedule pattern among the
respondents is found to be high. Therefore, with the help of FWA new work-
schedule patterns can be explored and brought into use.
➢ The importance of work-life balance among the respondents is found to be high.
Therefore work-life balance is found to be a very important factor among the
workers. Also, FWAs helps to promote work life balance.
➢ According to the respondents the changes that have been approached by the
company to improve work-life balance is low. Considering bringing new
approaches, the company can always find FWA as the best method for improving
Work-life balance.
➢ The preference for provision of more flexibility in work schedule among the
respondents is high. To induce more flexibility at a workplace, the use of flexible
work arrangements would be essential.
➢ Flextime was considered to be the most suitable FWA method. The selection of
flextime FWA method and its suitability among the respondents is high.
➢ According to the respondents the increase in work productivity due to FWA is
high in the field of study. The workers considered FWA has a good method to
practice to increase work productivity.
➢ The will to take a pay cut in exchange for a FWA schedule among the respondents
is low. The workers always prefer an FWA instead of a pay cut.
➢ The need for FWA for work-life balance among the respondents is high.

102
➢ The importance for a company to offer FWAs for work-life balance among the
respondents is high.
➢ Among the respondents the majority who worked for 51-60 hours is high.
Therefore, the use of flextime FWA method helps in reducing the work hours thus
also reducing work stress. The number of work hours and strain per day also
reduces.
➢ The workload is not manageable and the factor of workload among the
respondents is high. Therefore, the use of FWA helps in managing and reducing
work – load.
➢ The symptoms of depression and anxiety due to workload among the respondents
is high. Hard and tedious work schedule and patterns are the reason behind this.
Hence the use of FWAs helps in improving the mental health of the workers.
➢ The support from the co-employers to manage job-related stress among the
respondents is not very high. In the system of FWA method it enhances sociability
and encourages the workers to be more supportive amongst each other.
➢ The probability of the job demands being realistic and achievable within the
working hours among the respondents is low. The job demands seem to be almost
un achievable and non-realistic due to long and difficult work schedule patterns.
Hence use of FWA will for sure stop this problem.
➢ The negative impacts on personal life due to workload and work schedule among
the respondents is high. Introduction to the use of FWA might reduce affecting
the personal life of the workers negatively.
➢ Method of working for extra hours a day and balancing it out by reducing the
work hours the next day among the respondents is high. Therefore, this method of
FWA is considered to be highly flexible thus removing work stress and improving
work-life balance and employee retention.

103
CONCLUSION
GEETHA D S
 CONCLUSION

The research set out to explore the influence of FWAs on employee engagement. To
summarize firstly the research deals with the necessity for the organizations to implement
FWAs.This study examined the employee engagement benefits to be gained from
implementing FWAs. The benefits associated with FWAs can be summarized as work
arrangements that impact positively overall employee well-being, a precondition for
employee engagement, retention and work-life balance.

Furthermore, FWAs can promote employee productivity, which is a recognized outcome of

employee engagement. A primary objective of the research was to provide a better work
schedule for the employees thus promoting work-life balance. Also, out of all the FWA types
flextime arrangement was found to be the most suitable for the employees where one can
adjust their working time and balance it out thus reducing their workload and stress and it
also helps in retaining the employees in their company or organization.

The study examined that there was a significant impact of Flexible Working Arrangement
on Employee Satisfaction, Retention and work-life balance. Thus, the organizations should
give enough considerations to various options of Flexible Working Arrangement as this
impact the employee’s work life balance and enable to build loyalty towards the organization.
Psychological happiness is an important component of employee Satisfaction that can be
related to increased productivity gained by Flexible Working Arrangement and length of
service with the organization. Therefore, to cater to the employees of today it has become
imperative for the organizations to provide different benefits where Flexible Working
Arrangement is one of them. Also, that implementation of FWA has enabled the workers to
fulfill their obligation of work life balance, physical health.

103
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109
COMPANY’S PROFILE
GEETHA D S
 PROFILE OF THE COMPANY

A BRIEF PROFILE ABOUT THE COMPANY

Honda Motor Co., Ltd. engages in the manufacture and sale of automobiles, motorcycles, and
power products. It operates through the following segments: Automobile, Motorcycle,
Financial Services, and Power Product and Other Businesses. The Automobile segment
manufactures and sells automobiles and related accessories. The Motorcycle segment handles
all-terrain vehicles, motorcycle business, and related parts. The Financial Services segment
provides financial and insurance services. The Power Product and Other Businesses segment
offers power products and relevant parts.Established in the year 2011, Vasavi Honda in
Villupuram Headoffice,Villupuram listed under Motorcycle Dealers. Vasavi Honda
Showroom is located in Kamala Nagar (Villupuram), Villupuram. Based on 148 online
reviews, this Honda dealer has a very good rating of 3.2 stars. There are at least 1 Honda
dealers in Kamala Nagar (Villupuram), out of which this Honda dealer has an overall rank of
1.

COMPANY PROFILE OF VASAVI HONDA PVT LTD AT VILLUPURAM:

Name of the company : Vasavi Honda PVT LTD

Office address : Survey No.4.1, 5.1, Chennai-Mainroad,

Ayyankovilpattu,Viluppuram,

Tamil Nadu, India. Pin Code -605502

Factory Address : Kamala Nagar (Villupuram), Kilperumbakkam,

Maharajapuam, Santhanagopalapuram,

V.Marudur,VillupuramCollectorate,

Villupuram East, Villupuram, Villupuram West

Management : Jayakumar - Managing Director

Rajavel - Office Manager

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 Manufacturing Activity : They are motorcycle dealer dealing Motorcycle

manufacturing process. The process includes

Motorcycle Manufacturing Process

1. Market Research

The safest way to launch any product in today’s competitive market is to have research:
Research about who will be the customer, what customer likes, and what customer needs. These
researches are carried out by marketing department of the companies or given to other
surveying companies.

This market research also depends on the type of vehicle that a company wants to introduce
i.e., new segment, facelift version of previously launched vehicle, or DNA type vehicle. Market
research becomes more vital when any company plans to launch a new segment. Customers
are openly or circuitously involved in this type of survey. New segments may be decided with
respect to fuel economy, price tag, top speed, type of engine or type of vehicle.

2. Sketching

Drawing or Sketching was the first language used by Homo sapiens and it still used in all
industries either on paper or on computer screens. It is the most productive and economical
method to develop and predict any concept. Same is also applicable with the automobile
industry. Each and every vehicle running on the road today was a conceptualized sketch on
paper few years back.

Numbers of sketches are prepared by designers on the final concept that gets selected by the
authorities. Designers also have to include benchmarks of the company along with engineering
aspects. Engineering aspects like dimensions, space, and feasibility of manufacturing of
exterior components are considered in conjunction with aesthetics. First of all, one sketch is
selected as a final product which contains overall look. After that, overall dimensions are
selected according to vehicle’s segment and engineering terms. After deciding vehicle as a
whole, designers start sketching details of the vehicle like head lights, side indicators, RVMs,
tail lights, tank, seats, fairings, wheels, axles, muffler, foot rests, locking nuts etc. One more
time vehicle is assembled on paper and final sketch is prepared for modelling.

3. Software Modelling

Modelling is done before starting any designing of a vehicle. This provides idea about space
available with engineers to design any component. It already has become very easy to prepare
a model for any product with the help of softwares and robots. In the case of automobiles, this
process is very important and requires precision. Modelling gives three-dimensional judgement
about the vehicle.

Today’s computer technologies help engineers to prepare full models of vehicles in just few
mouse clicks because modelling of individual components itself is easy with the latest
softwares along with readymade libraries. Special libraries are available for each and every
component commonly used in automobiles. Parametric facilities also help engineers to develop
models very quickly. Individual teams work simultaneously to generate models of each and
every component because number of parts used in vehicles is very large. Finally, all the
components are assembled to have a complete model of vehicle.
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4. Clay/Wax Modelling

Besides soft modelling, many companies also prepare clay or wax models of motorcycles.
These models are used to judge the bulk and to predict aerodynamic characteristics of the
vehicle. Generally, clay models are prepared for expensive rides. It is just like a hard copy or
printout of any softcopy from the computer.

5. Designing

Designing is a complex synthesis and analyzing process of forces and stresses on any
component. Each and every component of vehicle is analyzed with the help of softwares.
Designing software works with that model which is generated in modelling software. This is
done with the help of Interface facilities. Engineer has to import the ready model of component
from modelling software to designing/ analyzing software.

Earlier, trial and error method was used to analyze components or systems. It got disappeared
quickly with technological revolution because of cost and time consumption. Manufacturers
had to spend lots of money at the time of failures. Analysis softwares have made this designing
system very prolific and errorless. Engineer can check any component under static, dynamic,
thermal, or cyclic loads and can predict component’s life.

6. Simulations

Particularly for automobiles, simulation softwares are computer logics for vehicle’s dynamic
conditions. Simulation softwares can generate identical road and wind conditions which an
original vehicle is going to face.

7. Testing

No one can remain dependable on softwares when safety comes into picture. Software can
generate wrong results if input data differs slightly. That’s why each and every company tests
its vehicle before starting its production.

Generally, 5 to 10 vehicles are manufactured after completing all design, analysis and
simulation processes. These vehicles are used for different road tests, rollover tests and crash
tests. Experience test riders are given to ride these vehicles up to extreme conditions on the
testing tracks. This testing period is kept long enough to get exact idea about any failures. Many
a times new failures arise which are not exposed by the analysis or simulation softwares.

8. Pilot Vehicles

Spy photos which we all get excited on seeing, in which bikes mostly remain covered with
black cloths or camouflage, are called pilot vehicles. Pilot vehicles are limited edition type
original vehicles produced for testing purpose only. Testing of manufacturing facilities within
the plant, testing of machining ease, testing of interchangeable parts, testing of material
handling etc. takes place with the help of pilot vehicle.

After satisfactory modifications in plant operations, these pilot vehicles are allowed to run on
the road. Whole bunch of pilot vehicles are distributed between company’s local test riders.
The company collects feedbacks for different riding conditions. All the necessary
modifications in vehicles get completed before final starting of production.

112
9. Production

Finally, production starts after completing all the required modifications in manufacturing
facilities. These modifications include testing rigs, testing tracks, material handling methods,
material handling racks, manpower, production of subassemblies, assembly lines, quality
testing, paint shop, vendor management etc. Company announces official launch of vehicle and
starts distributing fixed numbers of produced vehicle amongst each dealer.

Then sales department studies the market demand through dealers. New production schedule
is introduced according to demand and supply chain. Each vehicle is tested according to
minimum standards decided by country’s governing body (As ARAI in India). Vehicles are
distributed in different numbers to different dealers according to their regional demand.

10. Sales

At last, day comes when we are called by the dealer for vehicle delivery. It is the the most
precious moment of any biker’s life when he holds his vehicle the very first time. From that
instant, the motorcycle becomes everything in his life for which he has waited for a long time,
has crossed many obstacles and has worked hard.

ORGANIZATION STRUCTURE

Structure

The structure of the company refers to the organization of individuals in various roles and the
relationships, both formal and informal, between those roles. Honda was recorded of having
3000 employees in total; of these 2000 were in the worker2 category, 1300 were confirmed
workers while 700 were contract workers.

HONDA COMPANY’S STRUCTURE

113
Honda employs its organizational structure to support business goals and strategic direction.
This structure is also linked to the traditional organizational structures. The effectiveness of
Honda in maintaining strong global presence shows its ability to use its organizational structure
in maximize efficiency.

As is typical in publicly traded companies, Honda has both a Board of Directors and a senior
leadership team composed of several key executives.

Junior to Honda’s Board of Directors is the senior leadership team. These people are
responsible for managing certain aspects of the business.

MANUFACTURING PROCESS FLOW CHART

114
QUALITY POLICY AND OBJECTIVES FOLLOWED IN NITHYA PACKAGING

QUALITY POLICY

Quality of Products and Services

Honda’s policy

Honda strives to provide products and services that exceed the expectations of customers and
society. In this sense, it is essential to place the highest priority on quality and safety,
voluntarily establish high standards, and respond in an appropriate manner.

Required conduct

One will place the highest priority on the quality and safety of products as well as services, and
comply with established standards and procedures. I will also request business partners and
distributors/dealers to adhere to Honda’s standards and procedures.

Appropriate Advertising and Publicity

Honda’s policy

Honda engages in advertising, publicity, and sales promotion activities in good faith so as to
constantly meet the trust and expectations of customers and society.

Required conduct

One will properly engage in product advertising, publicity, and sales promotion activities to
avoid misleading customers.

Compliance with Competition Laws

Honda’s policy

Honda will engage in free and open competition with competitors to maintain its stance as a
company trusted by customers and society.

Required conduct

One will comply with competition laws (antitrust laws).

115
Business Partners

Sound Business Practices

Honda’s policy

Honda will engage in sound business practices under an environment of free and open
competition which is built upon mutual trust with suppliers, distributors/dealers, subcontractors
and all other business partners, while aiming to build long-term, constructive relationships with
them.

Required conduct

One will comply with the following in order to maintain sound relationships with business
partners:

One will carry out appropriate procedures in accordance with company policies in selecting
business partners, and will comply with laws, regulations, and company policies related to
business transactions.

One will not receive from or provide to business partners benefits in the form of goods (both
monetary and non-monetary) or entertainment beyond what is generally considered appropriate
by society. I will also not use my position or authority to receive improper benefits from
interested parties.

Honda’s policy

Honda strives to create workplaces in which co-workers can trust one another at all times.

Required conduct

One will strive for smooth communication in the workplace to create a harmonious work
environment.

Respect of Human Rights

Honda’s policy

Honda strives to maintain its stance as a company committed to practicing fairness and
sincerity and respects human rights.

116
Required conduct

One will respect fellow associates, interact with them in a sincere and appropriate manner, and
never engage in any form of harassment or unjust, discriminatory behavior in the workplace.

Safety and Health

Honda’s policy

Honda will provide a safe and healthy workplace to maintain a pleasant and safe work
environment.

Required conduct

One will comply with laws, regulations and company policies related to safety and health,
strive to maintain a safe and healthy workplace, as well as prevent and minimize accidents.

Overall Rank of Vasavi Honda Showroom

Overall rank in 605602

Overall rank in Villupuram 1 out of 4 Amongst top 25% Honda dealers in Villupuram

Overall rank in Tamil Nādu 50 out of 68 Amongst bottom 73.53% Honda dealers in

TamilNadu

Overall rank in India 588 out of 1283 Amongst top 45.83% Honda dealers in India

List of other Honda dealers in Villupuram

Deen Honda

New City Honda

Palaniyappa Motors

Srimathi Honda

Star Honda

Subhasri Honda

Unique Motors

117
Honda bikes available at Vasavi Honda showroom in Villupuram

➢ Activa 125cc

- Activa 6G

- CB200X

- Dio

- Grazia

- HNess CB350

- Hornet 2.0

- Livo

- Shine

- SP 125

- Unicorn

- XBlade

DETAILS OF TECHNICAL MANPOWER

(Under the survey)

Employees count – 16 No. s

Total managers for the company overall from all the branches include 11 No. s

Total number of supervisors for the company include 8 No. s

Higher officials and executives include 3 No. s

The number of engineers working under this showroom includes 11 No. s

118
Worldwide number of Honda employees from FY 2011 to FY 2022

Competitive Advantages of Honda

Honda enjoys many advantages in the automotive market that make it the top choice for many
buyers. Honda has been around long enough that these advantages have come to be expected
from any of their brands. To Honda's credit, they continue to introduce cars that meet and
exceed these expectations every year.

➢ Reliability

Honda has a remarkable reputation of quality building practices and parts, and this is not
undeserved. Honda automobiles are consistently ranked very high in terms of quality by
Consumer Reports as well as a multitude of other independent consumer groups. A testament
to this quality is the sheer number of older Honda vehicles still running on the roads today.

➢ Fuel Efficiency

Honda also receives high marks for overall fleet fuel efficiency. This is in large part a product
of Honda being an industry leader in high fuel efficiency models that propelled it to popularity
during times of high gas prices. The Honda CRX HF model was one of the first cars sold on
the merits of its miserly gas mileage, and even though it was released in the late '80s, its gas
mileage is on par with many of today's hybrids.

119
More recently, Honda was one of the first car companies to release a hybrid vehicle in the
Honda Odyssey and continues to lead the way with a huge selection of hybrid vehicles.

➢ Value

Honda is routinely cited as being one of the best "bang for the buck" car brands. Whether

you're looking at their luxury line or their sports car offerings, it is often true that you get a

lot for your money when you buy a Honda. Their cars routinely rank on par with more

expensive counterparts in the automotive industry, according to Consumer Reports.

120
A STUDY ON “INFLUENCE OF FLEXIBLE WORK ARRANGEMENTS (FWA) ON
WORK-LIFE BALANCE AND EMPLOYEE RETENTION.

PART-A

RESPONDENT NO:

1. Name :

2. Age :

3. Sex

Male Female

4. Marital Status:

Married Single

5. Qualification:

6. Monthly Income

7. Department

8. Experience
 PART-B

9. Do you feel How often overwhelmed or stressed by your workload?

a) Rarely b) Sometimes c) Often d) Almost always

10. Do you feel like you have enough time for your personal life outside of work?

a) Yes, definitely b) Mostly c) Sometimes d) Rarely

11. Have you ever considered leaving your job because of work-life balance issues?

a) Yes, I have already left my job because of this

b) Yes, I have considered it but haven't left yet

c) No, I have never considered leaving my job because of this

12. How satisfied are you with your current work schedule?

a) Very satisfied b) Somewhat satisfied c) Neutral

d) Somewhat dissatisfied e) Very dissatisfied

13. Do you feel like your work schedule allows for a good work-life balance?

a) Yes, definitely b) Mostly c) Sometimes d) Rarely

14. Would you prefer a different work schedule? If so, what changes would you suggest?

a) Yes, I would prefer a different work schedule

b) No, my current schedule works well for me

c) Other (please specify)

15. How important is work-life balance to you when considering a job?

a) Very important b) Somewhat important c) Neutral d) Not very important

e) Not at all important

16. Have you noticed any changes in the company's approach to work-life balance during
your time with the company?

a) Yes, the company has improved its approach to work-life balance

b) No, the company's approach to work-life balance has stayed the same

c) No, the company's approach to work-life balance has gotten worse

PART-C

17. Would you prefer to have more flexibility in choosing your work schedule?

a. Yes b. No

18. Which of the following flexible work arrangements would you be interested in?

a. Flexitime b. Telecommuting c. Compressed workweek d. Job sharing

19. How would a flexible work schedule impact your productivity?

a. It would increase my productivity b. It would have no impact on my productivity

20. Would you be willing to take a pay cut in exchange for a more flexible work schedule?

a. Yes b. No

21. Do you believe that a flexible work schedule would help with work-life balance?

a. Yes b. No

22. How important do you think it is for companies to offer flexible work arrangements?

a. Very important b. Somewhat important c. Neutral

d. Not very important e. Not at all important.

PART-D

23. How many hours per week do you typically work?

a. Less than 40 hours b. 40-50 hours c. 51-60 hours d. More than 60 hours
24. Do you feel that your workload is manageable?

a. Yes b. No

25. Have you experienced any of the following due to your workload?

a. Insomnia or difficulty sleeping b. Anxiety or depression

c. Physical health problems d. None of the above

26. Have you taken time off work due to job-related stress or burnout in the past year?

a. Yes b. No

27. How supported do you feel by your employer in managing job-related stress?

a. Very supported b. Somewhat supported c. Neutral

d. Not very supported e. Not at all supported

28. Do you think your job demands are realistic and achievable within your working
hours?

a. Yes b. No

29. How do you think your workload and work schedule impact your personal life?

a. Positively b. Negatively c. No impact

30. In your opinion, what steps could your employer take to reduce job-related stress?

a) Taking paid holidays b) Working for half shift per day

c) Working for extra hours a day and balancing it out and reducing the work hours next day

d) Selecting individuals own suitable work time schedule