Chapter: 1 Introduction

Work-life balance is considered to be important for both, business practice and academic
research. The literature shows that work-life balance is a central issue affecting
wellbeing, as family and work are the most important elements of everyone’s life. Work
life balance from the employee viewpoint: the dilemma of managing work obligations
and Personal/family responsibilities. Research suggests that improving the Balance
between our working lives and our lives outside work can bring real benefits for
Employers and employees. It also shows the difference in work life balance of male and
female.

Work–life balance is a concept including proper prioritizing between "work"(career

andambition)and"lifestyle".(health, pleasure,leisure, family ,spiritual,
development/meditation).terms include "lifestyle calm balance" and "lifestyle choices".
The work-leisure dichotomy was invented in the mid-1800s. Paul Krasner remarked that
anthropologists use a definition of happiness that is to have as little separation as possible
"between your work and your play".

Most recently, there has been a shift in the workplace as a result of advances in
technology. As Bows well and Olson-Buchanan stated, "Increasingly sophisticated and
affordable technologies have made it more feasible for employees to keep contact with
work". Employees have many methods, such as emails, computers, and cell phones,
which enable them to accomplish their work beyond the physical boundaries of their
office. Employees may respond to an email or a voice mail after-hours or during the
weekend, typically while not officially "on the job". Researchers have found that
employees who consider their work roles to be an important component of their identities
will be more likely to apply these communication technologies to work while in their
non-work domain. Some theorists suggest that this blurred boundary of work and life is a
result of technological control.

1
Employees to stay connected to the business even when they are not in the office. This
type of control, as Barker argues, replaces the more direct, authoritarian control, or
simple control, such as managers and bosses. As a result, communication technologies in
the temporal and structural aspects of work have changed, defining a "new workplace" in
which employees are more connected to the jobs beyond the boundaries of the traditional
workday and workplace. The more this boundary is blurred, the higher work-to-life
conflict is self-reported by employees.

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

Employee assistance professionals say there are many causes for this situation ranging
from personal ambition and the pressure of family obligations to the accelerating pace of
technology. According to a recent study for the Centre for Work-Life Policy.

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

According to 2010 National Health Interview Survey Occupational Health Supplement

data, 16% of Indian workers reported difficulty balancing work and family. Imbalance
was more prevalent among workers aged 30–44 (19%) compared with other age groups;
divorced or separated workers (19%) compared with married workers (16%), widowed
workers (13%), and never married workers (15%); and workers having a Bachelor’s
degree and higher (18%) compared with workers having a high school diploma or G.E.D.
(16%), and workers with less than a high school education (15%). Workers in agriculture,
forestry, fishing, and hunting industries (9%) had a lower prevalence rate of work-family
imbalance compared to all employed adults (16%). Among occupations, a higher

2
prevalence rate of work-family imbalance was found in legal occupations (26%), whereas
a lower prevalence rate was observed for workers in office and administrative support
(14%) and farming, forestry, and fishing occupations (10%).

3
 Chapter: 2 Literature review
Joanna Hughes, Nikos Bozionelos (2015) purpose is to explore the views of male
workers in a male dominated occupation on issues that pertain to work-life balance. It
emerged that work-life imbalance was not only a source of concern, but also that it was
the major source of dissatisfaction for participants. Furthermore, participants made a
clear connection between problems with work life balance and withdrawal behaviors,
including turnover and non-genuine sick absence.

Yadav et.al (2013) found that respondents reported average level of work life balance
and are generally happy with their working arrangements. The findings of the study
reveal that balancing care and work affects career progression. Manager’s act as barriers
to members achieving appropriate work-life balance and considered WLB is an important
determinant of intrinsic aspects of job satisfaction. Most of the employees enjoy the job
and feel comfortable at their work place. According to studies; it has been found that it is
important for employees to maintain a healthy balance between work and their private
lives.

S. Padma et.al (2013) have highlighted the role of family support in balancing personal
and work life and found that the present study show that the support from family
members will play a significant role in balancing Personal and Professional lives.
Employees who have adult children can easily balance than those with younger age kids.
Similarly employees who need to take care of elder parents/in-laws health responsibility
have lesser work life balance than their counterparts. The study concluded that lower
balance may lead to higher absenteeism, lower job satisfaction and sometimes may turn
to higher employee attrition. Organizations with cooperative work culture may help them
to bring a suitable balance in their professional and personal life

K. Santhana et.al (2013) highlighted that four factors marital status, working hours,
requirement of flexibility, additional working hours and over time distort the work life
balance. This is more unique in the case of married women, as any additional working
hours at the organizational level deny them the time required to attend to the children and

4
the other dependents. Among the factors classified in to components, the above factors
alone influence more than 38% of work life balance. The study further reveals that three
factors, viz., number of dependents, childcare and reason for overtime i.e. work life
balance of married women gets affected with the number of dependents at home. This is
worsened by the number of small children who need to be cared for and tended [i.e.,
larger the dependents lesser is the balance and vice versa, the supportive functional head
can always help to minimize the work life balance related consequences.

Jain (2013) have done a comparative study of work life balance among CA, Doctors and
Teachers found that working condition, time management and family support, role
expectation is the most influencing factor which creates work-life balance among
professionals. The researcher also found that work-life imbalances impact job satisfaction
level of Professionals. The findings of study reveals that there exists a difference of Work
Life Balance among CA, Doctors., and Teachers and this difference is also visible across
the family and job status.

V. Madhusudhan et.al (2013) have identified the factors responsible for work life
balance and extracted that dependents, time flexibility, role clarity, co-worker support,
family culture, working hours and head support are responsible for work life balance.
Management has to concentrate on time flexibility, role clarity, co-worker support,
working hours and head support for managing work life balance.

G. Kanthi (2013) has found that a good number of respondents expressed positively or
confident enough to balance their routine work smoothly/comfortably. Due to some
economic, family problems, inefficiency, lack of commitment some of the respondents
expressed their inability to balance their work. The research reveals that long working
hour, compulsory overtime, insisting more stress related job activities, non- flexible and
closing time and other factors partially influencing the employees in form of absenteeism,
turnover, frustration, low morale and motivation which leads to imbalance of both work
and life. A happy and healthy employee will give better turnover, make good decisions
and positively contribute to the organizational goal.

5
Madipelli. et al (2013) in their research on factors causing work-life imbalance among
school teachers showed that most of the teachers feels stress with too many work
demands, working conditions and long working hours. The multiple roles played by
women at work place and home reflecting boredom, frustration and stress lead to work-
life imbalance. Marital relationship, attitude, co-operation of husbands and family
members are highly influencing factors which create imbalance among working women.

Ajith. et al (2013) The study of on work-life balance for role prioritization of IT

employees showed that the employees were able to fulfill their professional and personal
commitments at the same time, because of better work-life balance policies. The
relationship between work-life balance policies and role prioritization was significant.
The study was conducted on variables like travelling time, depression, temper, work etc.,
to know the relation between work-life balance and stress management.

KumariLalita (2012) commented that each of the WLB factors such as Psychological
distress, organizational changes, working hours, managerial style, job responsibilities,
work overload, work life conflict and personal financial problems etc. have been proven
to affects or are predictive of job satisfaction. It can also be concluded from the data, that
the overall WLB policies positively correlates significantly with level of job satisfaction
which shows that job satisfaction increases with the increase in work-life balance. The
results also indicated a shift in perceptions about work-life balance and job satisfaction.
In the past, employees often found it more difficult to maintain balance due to the
competing pressures at work and demands at home.

V.Varatharaj et.al (2012) found that work life balance entails attaining equilibrium
between professional work and other activities, so that it reduces friction between official
and domestic life. Researchers have noted that the majority of the respondents feel
comfortable in their work place irrespective of their trivial personal and work place
irritants. Work life balance enhances efficiency and thus, the productivity of an employee
increases. It enhances satisfaction, in both the professional and personal lives.

Thriveni et.al (2012) studied the impact of demographic variables on work-life balance
revealed that there is a significant relationship between all demographic variables - age,

6
experience, marital status, income, type of family, number of dependents and perception
of work-life balance of employees. This shows that there is a significant relationship
between demographic variables and work life balance.

Kumari Rashmi (November 2021):Work is an integral part of one’s professional

identity, but balancing it with the non-work activities can be difficult. The maintenance
of balance between one’s work and varied facets of life has become a source of growing
public concern in recent years, as more employees recognize the need for what is now
commonly known as “work–life balance.” The discourse on work–life balance (WLB)
commenced in the 1990s and since then, it has witnessed profound changes in terms of
social, demographic and workplace advancements. These advancements have been made
in response to profound changes in the labor market, modification of gender roles, more
contribution of women in the labor force, augmented prevalence of dual-earner couples,
single parents in the workforce, longer working hours,24/7 communication technology
obscuring the lines between work and non-work, and increasing desire for the quality of
life.

{Bhumika (2020), corbera( 2020 )} : More importantly, the unprecedented crisis of the
coronavirus disease 2019 (COVID-19) pandemic has dramatically affected the notion of
WLB for millions of individuals in manifolds. The abrupt shifts in the nature of work and
operational activities by organizations have inexorably affected the WLB of employees.
The exposures to the COVID-19 crisis have put considerable physical, mental and
emotional stress on employees. At the same time, they have been forced to work-from-
home and adopt telecommuting practices that have alerted their work–life obligations.
Employees in varied professions are dealing with unparalleled workloads in this
challenging environment. Their roles and responsibilities have increased multifariously;
they have to juggle their paid work roles and perform household, eldercare and childcare
responsibilities. Certainly, one of the most pressing issues of current times on a global
scale being witnessed is balancing work and personal life obligations.

Smithson and stokoe (2005):work arrangements facilitate employees to lead a healthy

and balanced lifestyle, reducing the spillover and providing employees more scope to
adapt their work and non-work demands. However, the effects of such alternative work

7
arrangements are relatively small compared to the impact of long working hours. As
stated earlier, that introducing varied forms of flexible working practices would yield
different outcomes. For instance, it was a tool for some organizations to attract and retain
highly qualified employees and enhance their coping behavior. In contrast, others needed
to stay competitive in the labor market rather than as a perk for employees. In their paper
that when employees have more responsibilities in the family, they use flexible working
practices as a necessity rather than viewing it as an extra benefit.

8
 Chapter 3: Research Methodology

Research objectives:

1. To study the relationship between work life balance and various demographic
variables.
2. To study the influence of work life balance on the family life of the
employees.
3. To study the impact of compensation factors on the work life balance of
employees.

Need of study:

Research is the comprehensive used to guide a study towards the objectives. The
descriptive research design also known as statistical research is adopted for the present
study. Under descriptive research, the survey research is chosen, which implies that the
information gathered with the help of a well-designed structured questionnaire.

Data collection / sources of data:

a. Primary data

• Google docs (Online Questionnaire) is used to collect the data from respondents. The
questionnaire was open ended, dichotomous and offering multiple choices and short
answers.

b. Secondary data:

• Companies’ internal information & Database.

• Books, Magazine, Journals, Newspaper, Articles sand Internet.

9
• Web site of candidate experience & feedback.

Sampling technique:

 Simple random sampling is used for collecting the primary data through the
structured questionnaire.

Research instruments:

 A detailed questionnaire had used for purpose of survey.

Sampling plan:

 Sampling design: I met with the companies HR manager , employees , MD,

worker and others for the study in work life balance.
 Sampling Size: The questionnaire method has been used for data collection from
140 respondents as primary data

Research Tools:

Tests used for analysis are

 ANOVA
 T – Test
 Bar graphs and charts

10
T- Test:-
H0: There is no significant difference between gender and impact of work on work life
balance.
H1: There is significant difference between gender and impact of work on work life
balance.

Group Statistics
Std. Sig.
gender N Mean Deviation
Spending time with friends male 86 2.48 1.516
female 48 3.31 1.386 .017
Home on time male 87 2.84 1.256
female 46 2.85 1.460 .062
Study or training male 84 3.38 1.161
female 44 3.30 1.212 .920
Take care personal male 84 3.12 1.418
business female 45 2.87 1.140 .020
Take care family and spend male 85 3.18 1.521
time female 48 2.79 1.557 .890

Interpretation:

the value of P is above 0.05 except spending time with friend(0.017) and take care
personal business (0.020). It proves that there is no significant difference in impact work
has on work life balance attributes and various department except time with friend and

11
take care personal business . While analyzing the mean value we determined that
employees are agree with take care personal business (2.87).

H2: There is significant difference between gender and job satisfaction.

Group Statistics
gender N Mean Std. Deviation Sig.
Working hours male 89 3.58 1.176
female 50 3.18 1.207 .901
Job scope male 89 3.83 1.131
female 50 3.44 1.033 .754
Salary male 89 3.69 1.164
female 50 3.42 1.162 .937
Overtime pay male 89 3.34 1.422
female 50 3.40 1.069 <.001
Medical benefits male 89 3.37 1.309
female 50 3.66 1.118 .054
Leave benefits male 89 3.40 1.436
female 50 3.62 1.176 .014

Interpretation:

the value of P is above 0.05 except over time pay (<0.001),leave benefit (0.014). It proves
that there is no significant difference in job satisfaction attributes and various gender
except over time pay and leave benefits. While analyzing the mean value we determined
that employees are satisfied with salary.

12
H3: There is significant difference between gender and the impact of your job and leave
taking on your well being

Group Statistics
gender N Mean Std. Deviation Sig.
hardlytakealeave male 89 3.30 1.210
female 50 3.24 1.318 .564
jobmakeyounervous male 89 3.47 1.149
female 50 3.02 .979 .010
regrettakingaleave male 89 3.11 1.344
female 50 3.06 1.038 <.001
jobadverseaffectonyourlife male 89 3.30 1.247
female 50 3.24 1.098 .142

Interpretation:

the value of P is above 0.05 except job makes you nervous(0.010)and regret taking leave
(<0.001). It proves that there is no significant difference in the impact of your job and
leave taking on your well being attributes and various gender except job makes you
nervous and regret taking leave. While analyzing the mean value we determined that
employees are agree with job makes you nervous(3.47).

13
H4: There is significant difference between gender and job impact and leave-taking
assessment

Group Statistics
gender N Mean Std. Deviation Sig.
demandsofhigherlevelpeopl male 89 2.69 1.302
e female 50 2.64 1.120 .089
counterdemandsmycollegue male 89 2.88 1.185
s female 50 2.80 1.050 .163
clientdemandsduetheirdiffer male 89 3.04 1.076
ences female 50 3.04 .968 .027
juniorsandseniorsdiffers male 89 3.20 1.263
female 50 3.34 1.002 .012
expecctationsofdiffrentpeop male 89 3.12 1.421
les female 50 3.26 1.291 .133

Interpretation:

the value of P is above 0.05 except demand of higher level people (0.089), counter
demands of colleagues (0.163),contrasting expectation of different people(0.133). It
proves that there is no significant difference in job impact and leave-taking assessment
attributes and various gender except demand of higher level people, counter demands of
colleague, contrasting expectation of different people. While analyzing the mean value
we determined that employees are agree with junior and senior differs (3.34)

14
 H5: There is significant difference between marital status and impact work on work life
balance.

Group Statistics
Maritalstat Sig.
us N Mean Std. Deviation
spendingtimewithfriends Married 108 2.77 1.556
Unmarried 26 2.81 1.386 .074
homeontime Married 107 2.92 1.304
Unmarried 26 2.54 1.392 .455
studyortraining Married 102 3.42 1.214
Unmarried 26 3.08 .977 .091
takecarepersonalbusiness Married 103 2.97 1.324
Unmarried 26 3.27 1.343 .861
takecarefamilyandspendtim Married 107 3.05 1.550
e Unmarried 26 3.00 1.523 .953

Interpretation:

The value of P is above 0.05 for the all variable, it proves that there is no significant
difference in impact work on work life balance attribute and various marital status. Here,
the null hypothesis is accepted. While analyzing the mean value we determine that the
more employees are more satisfied with study or training want to do (3.42).

15
H6: There is significant difference between marital status and job satisfaction.

Group Statistics
maritalstatus N Mean Std. Deviation Sig.
Working hours married 112 3.51 1.185
unmarried 27 3.15 1.231 .943
Job scope married 112 3.76 1.133
unmarried 27 3.41 .971 .346
salary married 112 3.68 1.149
unmarried 27 3.22 1.188 .994
Overtime pay married 112 3.40 1.332
unmarried 27 3.19 1.178 .166
Medical benefits married 112 3.53 1.178
unmarried 27 3.26 1.509 .024
Leave benefits married 112 3.56 1.334
unmarried 27 3.15 1.379 .896

Interpretation:

the value of P is above 0.05 except medical benefits (0.024). It proves that there is no
significant difference in job satisfaction attributes and various marital status except
medical benefits. While analyzing the mean value we determined that employees are
satisfied with job scope.

16
 H7: There is significant difference between marital status and the impact of your job and
leave taking on your well being.

Group Statistics
maritalstatus N Mean Std. Deviation Sig.
Hardly take a leave married 112 3.24 1.261
unmarried 27 3.44 1.188 .302
Job make you nervous married 112 3.43 1.088
unmarried 27 2.81 1.075 .885
Regret taking a leave married 112 3.21 1.241
unmarried 27 2.59 1.118 .324
Job adverse affect on your married 112 3.36 1.258
life unmarried 27 2.96 .808 <.001

Interpretation:

the value of P is above 0.05 except job adverse affect on life (<0.001). It proves that
there is no significant difference in the impact of your job and leave taking on your well
being attributes and various marital status except job adverse affect on life. While
analyzing the mean value we determined that employees are agree with hardly take leave
(3.44).

17
 H8: There is significant difference between marital status and job impact and leave-
taking assessment .

Group Statistics
Maritalstatus N Mean Std. Deviation Sig.
demandsofhigherlevelpeopl Married 112 2.69 1.267
e Unmarried 27 2.59 1.118 .191
counterdemandsmycollegue Married 112 2.91 1.151
s Unmarried 27 2.59 1.047 .324
clientdemandsduetheirdiffer Married 112 3.15 1.033
ences Unmarried 27 2.59 .931 .375
juniorsandseniorsdiffers Married 112 3.26 1.199
Unmarried 27 3.22 1.086 .152
expecctationsofdiffrentpeop Married 112 3.21 1.404
les Unmarried 27 3.00 1.240 .087

Interpretation:

The value of P is above 0.05 for the all variable, it proves that there is no significant
difference in attribute and various marital status. Here, the null hypothesis is accepted.
While analyzing the mean value we determine that the more employees are more satisfied
with junior and senior differs. job impact and leave-taking assessment

18
 Chapter 4:-Industry Overview

Indian Industry overview:

Green Field Control System (I) Private Limited is an unlisted private company
incorporated on 15 October, 1997. It is classified as a private limited company and is
located in Gandhinagar, Gujarat. It's authorized share capital is INR 2.00 cr and the total
paid-up capital is INR 2.00 cr.

Green Field Control System (I)'s operating revenues range is INR 1 cr - 100 cr for the
financial year ending on 31 March, 2015. It's EBITDA has increased by 6.91 % over
the previous year. At the same time, it's book net worth has decreased by -8.93 %.

Description: This company designs, formulates, solutions in polyurethane, epoxy, and

silicone thermo set resin systems. It offers potting and molding compounds, and
adhesives for electronics; and clear resin, filled polyurethane products.

Products & Services: potting and molding compounds, and adhesives for electronics;
and clear resin, filled polyurethane products.

Category: Manufacturer

The current status of Green Field Control System (I) Private Limited is - Active.

The last reported AGM (Annual General Meeting) of Green Field Control System (I)
Private Limited, per our records, was held on 30 September, 2022.

Green Field Control System (I) Private Limited has three directors - Patel
Maheshkumar, Ganpatlal Devjibhai Patel, and Divyesh Patel.

19
The Corporate Identification Number (CIN) of Green Field Control System (I) Private
Limited is U31100GJ1997PTC033174. The registered office of Green Field Control
System (I) Private Limited is at E-72 SECTOR 26 GIDCELECTRONIC ESTATE,
SECTOR 26, GANDHINAGAR, Gujarat.

Registered details :-

CIN: U31100GJ1997PTC033174
Incorporation date / age: 15 October, 1997 / 26 yrs
Last reported agm date: 30 September, 2022
Authorized capital: INR 200.0 Lacs
Paidup capital: INR 200.0 Lacs
Industry: Manufacturing (Machinery & Equipment)
Type: Unlisted private company
Category: Company limited by shares
Subcategory: Non-govt Company

20
 SWOT Analysis:-

SWOT analysis is a strategic planning tool used to evaluate the strengths, weaknesses,
opportunities, and threats of a business or organization.

 Strengths:

1. Established Presence: Greenfield Control System Pvt Ltd has a presence in

Gandhinagar, which could give them a competitive advantage in the local market.

2. Technological Expertise: The company may have skilled professionals and expertise in
control systems, providing high-quality solutions to clients.

3. Product Portfolio: A diverse range of control system products and services could cater
to various industries, leading to multiple revenue streams.

4. Customer Relationships: Strong relationships with existing customers can lead to

repeat business and positive word-of-mouth referrals.

5. Strong Management: If the company has effective management, it can drive growth
and innovation while maintaining operational efficiency.

 Weaknesses:

1. Limited Market Reach: The company's operations might be limited to Gandhinagar,

which may restrict their growth potential.

2. Financial Constraints: Greenfield Control System Pvt Ltd could face financial
challenges, especially if there's difficulty in securing capital for expansion or R&D.

3. Competition: The control system industry might be competitive, and the company may
struggle to differentiate itself from other players.

21
4. Scalability: If the company's infrastructure and resources are limited, it might hinder its
ability to take on larger projects or expand into new markets.

5. Dependence on Key Personnel: Reliance on a few key employees could pose a risk if
they leave the company.

 Opportunities:

1. Market Expansion: The company could explore opportunities to expand its operations
beyond Gandhinagar and target new geographic markets.

2. Technology Advancements: Leveraging the latest technologies can help to develop

innovative products and stay ahead of the competition.

3. Industry Partnerships: Forming strategic partnerships with other companies in related

industries could open up new markets and distribution channels.

4. Emerging Industries: Exploring opportunities in emerging industries like renewable

energy or smart cities may present untapped potential.

5. Government Initiatives: Capitalizing on government initiatives, subsidies, or incentives

related to control systems could provide a boost to the company's growth.

 Threats:

1. Economic Factors: Economic downturns or fluctuations in the market could impact the
demand for control system products and services.

2. Regulatory Changes: Changes in government regulations and standards may require

the company to adapt its products or processes.

3. Technological Disruptions: Rapid technological advancements could render the

company's offerings obsolete if they fail to keep up with the latest trends.

22
4. New Entrants: Entry of new competitors in the market could intensify competition and
erode market share.

5. Customer Preferences: Shifts in customer preferences or needs might require the

company to adapt its offerings to stay relevant.

23
 Chapter 5:- Company Overview

History of the company

Greenfield Control system, established in 1997, was founded with the vision of Mr.
Ganpatlal Patel and the innovation of Mr. Mahesh Patel. Initially operating in a small
space, the company focused on the development of Solar Power Plants (SPP) and
inverters.

Greenfield demonstrated resilience and innovation. It adapted to the changing market

demands by introducing a range of Smart products, including Smart Home systems,
Smart Doors, Smart Curtains, Smart Switchboards, and Boom Barriers. These new
offerings proved highly successful in the market, revitalizing the company's growth.

In 2009, Greenfield expanded its operations into the elevator sector, commencing the
production of car doors and landing doors. With their inherent strength and quality, these
elevator products quickly gained traction in the Indian market.

To further its ambitions of entering the global market and competing on an international
scale, Greenfield underwent a corporate transformation. This involved developing
excellent infrastructure and implementing a Key Account Management system to
enhance customer service and satisfaction. Additionally, the company introduced project
management methodologies to strengthen its Engineering and Design (E&D) activities.

Through these strategic initiatives, Greenfield positioned itself as a formidable player in

the industry, delivering innovative products, expanding its customer base, and
establishing a robust global presence. The company's commitment to adaptation, quality,
and customer-centricity has been instrumental in its success story.

24
Greenfield introduced a range of successful products, including Smart Home, Smart
Door, Smart Curtain, Smart Switchboard, and Boom Barrier. Recognizing the potential in
the elevator sector, the company ventured into production of car doors and landing doors
in 2009, swiftly capturing the Indian market with their robust offerings. To expand
globally and compete on an international scale, Greenfield underwent a corporate
transformation, bolstering their infrastructure and implementing a Key Account
Management system to enhance customer service. Through their unwavering
commitment to innovation and customer satisfaction, Greenfield has become a force to be
reckoned with in the industry.

 Industry:
Industrial Machinery Manufacturing
 Company size: 51-200
Employees Includes members with current employer listed as Greenfield Control
System (I) Pvt Ltd, including part-time roles.
 Headquarters: Gandhinagar, Gujarat
 Founded: 1997
 Specialties: Door Operator Controller, Car Door Mechanism, Landing Door
Mechanism, Sliding Door Mechanism, CNC Turning Machines, CNC PCB
Drilling Machine, CNC Grinding Machine, and
Controller For E – Vehicles.

25
 Organisation structure of company:

26
 Key groups of company :

Idoor, a sister company of Greenfield Control Systems, specializes in the production of

state-of-the-art door locks and access control solutions. With a focus on security and
convenience, idoor offers a wide range of smart locks that incorporate biometric
authentication, remote access control, and robust encryption. iDoor's products ensure
enhanced security for homes, offices, and other properties, while providing users with
effortless access control options.

GreenCloud, another sister company of Greenfield Control Systems, Produces smart

home systems that integrate advanced automation and control technologies, allowing
homeowners to manage and monitor their living spaces seamlessly. We produce smart
switches, the G-Switch, smart bridge and smart remote.

Pruthvi Beverages, a new venture under the umbrella of Greenfield Control Systems, is
dedicated to the production of high-quality packaged water. With a strong commitment to
purity, Pruthvi Beverages ensures that its packaged water undergoes RO treatment and
quality control processes, meeting the highest standards of hygiene and taste.
Furthermore, Pruthvi Beverages is embarking on the production of plasma activated
water. This innovative product harnesses the power of plasma technology to enhance the
properties of water, potentially offering unique benefits for Seed Germination.

27
Soigner Technology pvt ltd, The company is doing business as idoor. It is operating in
the information technology industry. Its service includes consultancy on type and
configuration of hardware with or without associated.

Vision &Mission: -

Vision: -

To glide the paramount and emerge as the most respected company in the world into the
field of elevator.

Mission: -

To become number one in every market we serve and revolutionize this company to have
the speed and ability of small enterprise.

To achieveexcellence in the quality, reliability and safety.

To maintain the guiding principle of trust , integrity and transparency in all aspects of
interactions and dealings.

Awards: -

Greenfield Control System (I) Pvt. Ltd is an ISO 9001:2008 certified company.

28
 Chapter 6:- Conceptual Framework

 What is work life balance of employees?

Work-life balance refers to the equilibrium between an employee's professional

commitments (work) and personal life, including family, leisure, and other personal
activities. It is the ability to manage and prioritize responsibilities at work and outside of
work in a way that allows employees to fulfill their job obligations while also enjoying a
fulfilling personal life.

Achieving a healthy work-life balance is essential for employee well-being and overall
satisfaction. When employees have a good work-life balance, they experience reduced
stress levels, improved mental and physical health, increased job satisfaction, and higher
productivity. On the other hand, when work-life balance is skewed, employees may face
burnout, decreased job performance, strained relationships, and a decline in overall life
satisfaction.Promoting work-life balance is not just the responsibility of individual
employees; it requires a proactive approach from organizations as well. Companies that
prioritize work-life balance and invest in supportive policies often experience higher
employee satisfaction, increased loyalty, and better overall organizational performance.

 How would you ask for help if you had issues maintaining a work life balance
of employees?

As a concerned manager or leader, I am reaching out to seek guidance and support in

addressing some challenges we are facing with maintaining a healthy work-life balance
for our employees. Lately, we have observed that many team members are struggling to
juggle their personal and professional responsibilities, leading to increased stress and
decreased job satisfaction. I understand the importance of work-life balance in fostering a
positive work environment and promoting employee well-being, which ultimately

29
contributes to higher productivity and retention rates. However, despite our best efforts,
we seem to be encountering difficulties in achieving this balance effectively.To provide
some context, our team has been experiencing increased workloads and tight project
deadlines, which have placed significant pressure on our employees. Additionally, we
have noticed that the lines between work and personal life have become blurred, with
some team members feeling obligated to respond to work-related matters outside of their
designated working hours. This situation has raised concerns about burnout and potential
long-term negative effects on our team's overall performance and job satisfaction.I
believe that addressing these challenges requires a collaborative effort and expertise from
those who have experience in implementing successful work-life balance initiatives.
Therefore, I am kindly requesting a meeting with relevant stakeholders, such as HR
managers, supervisors, and senior leadership, to discuss these issues in-depth and explore
potential solutions together. I value your insights and perspectives and believe that
working together, we can devise effective strategies to support our employees in
achieving a better work-life balance.

 Why work life balance is important?

Work-life balance is crucial because it plays a significant role in promoting the well-
being, satisfaction, and overall productivity of employees. When individuals can
effectively balance their professional responsibilities with their personal life, they
experience several essential benefits. First and foremost, a healthy work-life balance
reduces stress and prevents burnout, which are prevalent issues in today's fast-paced and
demanding work environments. By providing time for relaxation and personal pursuits,
employees can recharge their energy and maintain better mental and physical
health.Moreover, work-life balance fosters stronger relationships and greater satisfaction
in personal life. When employees have time to spend with their families, engage in
hobbies, or pursue personal interests, they experience a sense of fulfillment beyond their
work-related achievements. This leads to improved overall life satisfaction and
happiness.From an organizational standpoint, promoting work-life balance is also
beneficial. Employees with better work-life balance are more likely to be engaged,
motivated, and committed to their work. They tend to be more productive and have

30
higher job performance. Additionally, a positive work-life balance contributes to reduced
absenteeism and turnover rates, as employees are more inclined to stay loyal to a
company that supports their personal well-being.Work-life balance also enables
individuals to maintain a sustainable and long-term commitment to their careers. When
employees feel supported in managing their personal responsibilities, they are more likely
to stay focused on their professional growth and contribute effectively to the
organization's success.

 Five ways to improve your work life balance?

Improving work-life balance is crucial for maintaining well-being and overall

satisfaction. Here are five effective ways to achieve a better work-life balance:

1. Set Boundaries: Establish clear boundaries between work and personal time. Define
specific working hours and avoid bringing work-related tasks into your personal time.
Respect these boundaries and communicate them to your colleagues and superiors,
ensuring you have uninterrupted time for personal activities and relaxation.

2. Prioritize Tasks: Learn to prioritize tasks based on their importance and urgency.
Focus on high-priority items during work hours and delegate or schedule less critical
tasks for later if possible. This approach can help you accomplish more during regular
working hours and avoid feeling overwhelmed after work.

3. Utilize Flexible Work Options: If your employer offers flexible work arrangements,
take advantage of them. Consider options such as flexible working hours, remote work,
or compressed workweeks. These arrangements can help you better manage personal
commitments and create a more harmonious work-life balance.

4. Practice Time Management: Develop effective time management skills to make the
most of your work hours and personal time. Create to-do lists, use time-blocking
techniques, and avoid multitasking to stay focused and productive during work hours.
Efficient time management allows you to complete tasks on time, reducing the need to
bring work home.

31
5. Engage in Self-Care: Prioritize self-care activities to recharge and maintain well-being.
Make time for regular exercise, relaxation techniques, hobbies, and spending quality time
with loved ones. Engaging in activities that bring joy and relaxation helps reduce stress
and improves your overall work-life balance.

32
 Chapter 7:- Data analysis &
Interpretation
7.1 Demographic Details:

GENDER

Table : 1 Frequency distribution of respondents on basis of gender.

Gender Frequency Percentage

Male 89 63.6%
Female 51 36.4%
Total 140 100 %

Figure 1: Respondents on basis of gender :

Interpretation:

From the above we interpret that out the total population 140 respondents only
63.6% were male and 36.4% were female.

33
AGE

TABLE 2: freequency distribution of respodents on the basis of age

Age Frequency Percentange

20 -30 84 60%
31 – 40 37 26.4%
41- 50 19 13.6%
51- 60 0 0%
Total 140 100%

Figure 2: Respodents on the basis of age :

Interpretation:

From the above we interpret that out of the total age group 60% employees are from
the age group of 20-30, 26.4 % employees are from the age group of 31-40, 13.6%
employees are from the age group of 41-50.

34
MARITAL STATUS

Table 3: Frequency distribution of respondents on the basis of marital status :

Marital status Frequency Percentage

Married 113 80.7%
Unmarried 27 19.3%
Total 140 100%

Figure 3: Respondents on the basis of marital status :

Interpretation:

From the above chart we interpret that majority of employees are married i.e.
80.7% and only 19.3% of the employees are unmarried.

35
TYPE OF FAMILY

Table 4: frequency distribution of respondents on the basis of type of family :

Type of family Frequency Percentage

Nuclear family 48 34.3%
Single parent family 5 3.6%
Joint family 72 51.4%
Step family 0 0
Childless family 15 10.7%
Total 140 100%

Figure 4: Respondents on the basis type of family

Interpretation:

In a familistic country like India, joint family culture is still continued and hence
in our survey the majority of respondents belong to joint families 51.4%. The wave of

36
modernization and number of Nuclear families and thus the 34.3% of the respondents
belong to nuclear families.

JOB TITTLE

Table 5: Frequency distribution of respondents on the basis of current job title :

Job title Frequency Percentage

Manager 22 15.7%
Entrepreneur 26 18.6%
Worker 13 9.3%
CEO 2 1%
Managing director 9 6%
Employees 46 28.5%
Engineer 22 8%
Total 140 100%

Figure 5: Respondents on the basis of job title

Interpretation:

From the above chart we can analyse that majority of the sample size belongs to
employees 28,5% of the total survey size. While the rest managing director 6%.

37
DEPARTMENT

Table 6: Frequency distribution of respondents on the basis of department:

Department Frequency Percentage

Finance /accounting 42 30%
Sales/marketing 25 17.9%
Human resource 22 15.7%
Engineering 41 29.3%
IT/student/health care 10 8%
Total 140 100%

Figure 6: Respondents on the basis of department:

Interpretation:

38
 From the above chart we can analyse that majority of the sample size belongs to
finance and engineering field contributing 59.3% of the total survey size. While the rest
40.7% includes sales,HR and healthcare sector.

39
40
 Chapter 8: Findings

 The average answer given by employees when asked that if they get enough time
spend with their family and friends was neutral.
 It was founded that family contributed the most i.e. family was the most
significant factor for happiness among the three factors family, salary, and job.
 72 % of respondents are satisfied with the like for working from home.
 82.9% of respondents are satisfied to with the work life and personal life balance
in life.
 From the survey I can see that companies are mostly full time employees and are
allocated general shift and females would find difficult to manage due to family
commitments.
 Majority of the employees are not able to spend enough time with their family due
to work.
 Due to this their efficiency decreases as well as they feel themselves in stress.
 Majority of the employees working in any sector are male employees and most of
the employees are married.
 Majority of the respondents are satisfied with the work life balance.

41
 Chapter: 9 Limitations of studies

 Lack of communication about work life programs is essential.

 Working environment: lazy working environment leads lacks of motivation thus
effect the efficiency of employees.
 When the respondent accidently misunderstands the questions and responds
incorrectly.
 From the survey its hard to verify the truth.
 When find too many information sources and as a consequence, it is difficult to
decide what to include or exclude or what are the most important.
 Unconscious mistakes which mostly occur when the respondent is a socially
undesirable trait that does not want to accept.

42
 Chapter 10: Learning of the project
 During my internship, I learned how to communicate and build relationship with
the people I worked with an employees.
 During my internship I have learned that company unity. In other words, in order
to achieve short or long term goals, one should always be responsible for his/her
undertakings.
 This research report had made me understand of how to survey of balance in work
life and personal life.
 From this report I learned how to make a questionnaire and also learned how to
properly use hypothesis.
 I learned how to balance the family and work life is both important to the
employees in any sector.

43
 Chapter 11: Utility of project

Utility of the company:

This project becomes useful for the company in many ways like,

 This research study analysis the work life balance of employees.

 The study measures a work life balance helps manage the often competing
priorities between work and life commitments.
 Work life balance relating to the amount of time spend doing job compared with
the amount of time spend with family
 The research used work life balance is prioritizing the personal professional life
balance.

Utility of the researcher:

This research becomes useful for researcher in many ways like,

 This research study expands my knowledge about the work life balance.
 From this research to know compare to personal and professional life balance on
work place.
 It can be know what kind of difficulty faces during the survey.

44
 Utility of the students:

This research becomes useful for the students in many like ways,

 It can be know how to make questionnaire.

 It can be know all the small and big things about the survey.
 It helps to students what is the target survey of employees.

45
 Chapter 12: Conclusion

The family and work life are both important to employees in any sector and if these two
are not maintained properly, it creates stress and strain and results into various diseases.
This study is found important because it tries to know how the work life and family life
interface results into stress.

Achieving a good balance between work and family commitments is growing concern for
contemporary employees and organizations. There is now mounting evidence- linking
work life imbalance to reduced health and wellbeing among individuals and families.

Work life balance policies are most likely to be successfully mainstreamed in

organizations which have a clear understanding of their business rationale and which
respect the importance of work life balance for all employees.

Human Resource is the most crucial and the greatest asset in any organization, because
this can be converted into utilities. This study focuses on the work life balance of
employees. The study focused on the various motivating factors that influence the life
style balance of the employees with their job and that which retains them in the
organization.

Evidence suggests that improvements in people management practices, especially work

time and work location flexibility, and the development of supportive managers,
contribute to increased work-life balance. Work-life balance programs have been
demonstrated to have an impact on employees in terms of recruitment, retention/turnover,
commitment and satisfaction, absenteeism, productivity and accident rates.

Companies that have implemented work-life balance programs recognize that employee
welfare affects the “bottom line” of the business. Parameters are required to ensure that
programs are having the desired effect on both employees and the company. Six
parameters that can be used to evaluate work life balance programs are: extent of

46
management buy-in and training, how programs are communicated to employees,
corporate culture, management controls, human resources policies and employee control.

Finally, self-management is important; people need to control their own behavior and
expectations regarding work-life balance.

47
 Bibliography

https://www.researchgate.net/publication/333456881_A_STUDY_OF_WORK-
LIFE_BALANCE_CHALLENGES_AND_SOLUTIONS

https://doi.org/10.1108/GM-06-2020-0163

https://doi.org/10.1111/j.1468-0432.2005.00267.x

https://www.tofler.in/green-field-control-system-i-private-
limited/company/U31100GJ1997PTC033174

https://www.thecompanycheck.com/company/green-field-control-systemiprivate-
limited/U31100GJ1997PTC033174

48
ANNEXURE:

Full Name:

Your answer

1. Gender:
o Male
o Female

2. Age:

o 20 -30
o 51-60

3. Marital status:

o Married
o Unmarried

4. Type of Family:

o Nuclear family
o Single parent family
o Joint family
o Step family
o Childless family

5. Current Job Title:

o Manager
o Entrepreneur
o Worker
o CEO
o Managing Director
o Employees

6. Department:
o Finance/Accounting
o Sales/Marketing
o Human resource
o Engineering

49
7. How long have you been employed in your current position?
o Less than 5 years
o 5 - 10 years
o More than 10 years
o Other:

8. How often do work overtime or outside normal work hours?

o Daily
o Weekly
o Monthly
o Rarely
o Never

9. How often do you think or worry about your work (when you are not actually at
work or travelling to work?

o Never think about work

o Rarely
o Sometimes
o Often
o Always

10. Is stress in your work place affecting your personal life?

o Yes
o No

11. How often do you find yourself failing to spend time with your family?
o Always
o Often
o Sometimes
o Rarely
o Never

12. Do you generally feel you are able to balance you work life?
o Yes
o No

13. Do you ever feel tired or depressed because of work?

o Never

50
 o Rarely
o Sometimes

14. Do you like working from home?

o Yes
o No

15. Do you think a better work life balance of employees can make the organization
more effective and successful?
o Yes
o No
o Maybe

16. How big impact work has on work life balance?

Often Rarely Don’t know Sometimes Never

Spending time
with friends
Get home on
time
Do any study
or training
you want
Take care of
personal
business
Take care
family and
spend time
with them.

51
17. Rate the satisfaction of your following job factors

Highly Dissatisfied Neutral Satisfied Highly

satisfied satisfied
Working
hours
Job scope
Salary
Overtime pay
Medical
benefits
Leave/time off
benefits

18.How do you perceive the impact of your job and leave taking on your well-being
? Please rate the following statement on your experience:

Strongly Disagree Neutral Agree Strongly

disagree agree
Do you feel that
you hardly take
a leave?
Does your job
make you
nervous?
Do you regret
taking a leave?
Does your job
have adverse
affect on your
life?

52
19. Please indicate your level of agreement for the following statement:

Job Impact and Leave-Taking Assessment

Strongly Disagree Neutral Agree Strongly

disagree agree
I am unable to
meet the
demands of
higher level
people
I am unable to
satisfy the
counter
demands of my
colleagues.
I am unable to
satisfy clients
demand due to
their differences
amongst each
other.
Expectations of
my juniors and
seniors differ.
I am bothered
about the
contrasting
expectations of
different
peoples.

53
20. Are you satisfied with your work-life balance ?*

o Yes
o No

54