Title of the Project

CHALLENGES IN WORK LIFE BALANCE AFTER PANDAMIC

A Project Submitted to

University of Mumbai for partial completion of the degree

of B. M. S (Bachelor of Management Studies)Under the

Faculty of Commerce

By
Hardikee Bendre
204

Under the Guidance of

Mrs. Akansha Thakur

B. K. Birla College of Arts, Science and Commerce (Empowered Autonomous), Kalyan

Academic Year 2023-2024
B. K. Birla College of Arts, Science and Commerce (Empowered Autonomous), Kalyan

Department of Management Studies

CERTIFICATE

This is to certify that Hardikee Bendre of B. M. S (Bachelor of Management

Studies)Semester V (2023-2024) has successfully completed “Challenges in Work Life

Balance After Pandamic” under the guidance of Mrs. Akansha Thakur

PROJECT GUIDE:

COURSE INCHARGE:

INTERNAL EXAMINER:

EXTERNAL EXAMINER:

PRINCIPAL

Seal of the
College

Date of submission:
 Declaration by Student

I, the undersigned Mr. Sanjay Gupta hereby, declare that the work embodied

in this project “Challenges in Work Life Balance After Pandamic”. forms

my own contribution to the research work carried out under the guidance of Mrs.

Akansha Thakur is a result of my own research work and has not been previously

submitted to any other University for any other Degree/ Diploma to this or any other

University.

Wherever reference has been made to previous works of others, it has been clearly

indicated as such and included in the bibliography.

I, here by further declare that all information of this document has been obtained and

presented in accordance with academic rules and ethical conduct.

Name and Signature of the learner

 Acknowledgment

To list who all have helped me is difficult because they are so numerous and the depth
is so enormous.

I would like to acknowledge the following as being idealistic channels and fresh
dimensions in the completion of this project.

I take this opportunity to thank the University of Mumbai for giving me chance to
do this project.

I would like to thank our Director(Education) and Principal for providing the
necessary facilities required for completion of thisproject.

I take this opportunity to thank our Course Incharge, for her moral support and
guidance.

I would also like to express my sincere gratitude towards my project guide

Mrs. Akansha Thakur whose guidance and care made the projectsuccessful.

I would like to thank my College Library, for having provided various reference
books and magazines related to my project.

Lastly, I would like to thank each and every person who directly or indirectly helped
me in the completion of the project especially my Parents and Peers who supported
me throughout my project.
 Index-I
Chapter No Content Page No

1 Introduction

 Topic

 Statement of problem and Need of the study

 Rational of study

2 Research Methodology

 Objective

 Hypothesis

 Scope of the study

 Limitations

 Research Methodology

3 Review Of Literature

4 Data Analysis, Interpretation and Presentation

5 Conclusion and Suggestions

 References

 Appendices

 Questions

 Abbreviations
 Index-II
(List of Tables)
Chapter No Name of Tables Page No
1 Introduction 1-14

2 Research Methodology 15-21

3 Review of Literature 22-32

4 Data Analysis Interpretation & Presentation 33-51

5 Suggestion & Conclusion, References 52-57

 Index-III
(List of Charts and Graphs)
Chapter No Name of Charts and Graphs Page No
 INTRODUCTION

WHAT IS WORK LIFE BALANCE?

Work-life balance refers to the equilibrium or harmony between an individual's

professional responsibilities or work commitments and their personal life, which
includes family, social activities, leisure, and personal well-being. It is about finding
a sustainable and healthy distribution of time and energy between one's career and
personal pursuits. I personal life, it can lead to stress, burnout, and health problems.
On the margin your life as a scale. On one side, you have your work or job, which
includes all the time and effort you put into your career or profession. On the other
side, you have your personal life, which encompasses everything else outside of
work– your family, friends, hobbies, relaxation, and your physical and mental well-
being. Work-life balance is about making sure that these two sides of the scale are in
harmony. It is like trying to find the right mix or equilibrium between your
professional responsibilities and your personal life. Health and Well-being: When
you spend too much time and energy on work and neglect your flip side, if you
completely ignore your career, you may face financial difficulties and a lack of
fulfillment. Quality Relationships: Balancing work and personal life allow you to
spend quality time with your loved ones. It helps you maintain strong relationships
with your family and friends because you are not constantly preoccupied with
work.
Personal Growth: Your personal life provides Opportunities for personal growth and
development. Pursuing hobbies, relaxation, and self-care activities can help you
grow as an individual and recharge your energy for work. Productivity and
Creativity: Striking a balance can boost your productivity at work. When you have
time to relax and engage in activities you enjoy;you are more likely to be creative
and
efficient when you are on the job. Long-term Happiness: Achieving work-life
balance contributes to long-term happiness and life satisfaction. It means you are
not solely defined by your job, and you have a fulfilling life outside of work as well.
So, work- life balance is like finding the sweet spot where you are not overloading
yourself with work to the detriment of everything else, but you are also not
neglecting your career entirely. It is about making conscious choices to allocate
your time and energy in a way that makes you feel happy, healthy, and fulfilled in
both your professional and personal life. Achieving work-life balance is important
because it can lead to several benefits, including reduced stress, improved mental
and physical health, better relationships, and increased overall satisfaction with
both work and personal life. Striking a balance between these two aspects of life
can help individuals avoid burnout, maintain their well-being, and enjoy a more
fulfilling and meaningful life. However, it is important to note that work-life
balance is not a fixed, one-size-fits all concept. It can vary greatly depending
on an individual's career, personal circumstances, and personal preferences.
For some, a balanced life might involve spending more time with family and
pursuing hobbies, while for others, it might mean dedicating more time to their
career aspirations. In recent years, there has been increased attention on the
importance of work-life balance, as modern work environments and
technological advancements have sometimes blurred the lines between work and
personal life. Many employers are recognizing the value of providing flexible
work arrangements and promoting a culture that supports employees' well-
being, ultimately contributing to a healthier and more productive workforce.

Once considered a privilege, remote work has increasingly become the standard for
many, creating both opportunities and challenges. As work is no longer confined to
a physical area but rather permeates our living rooms, kitchens, and bedrooms, the
distinction between the office and home office has become hazier.

While the freedom provided by this greater flexibility is liberating, it has also
dissolved the old distinctions between our workday and our free time.

Stress levels have increased because of the pandemic's persistent uncertainty and
its economic effects, which has had a negative impact on people's mental health and
general wellbeing. The continual juggling of work activities, domestic chores, and
caregiving responsibilities has brought many people to the verge of burnout, and the
incessant rush of information and connectedness through digital gadgets has
contributed to "tech tiredness."

The definition of work-life balance itself is changing in this altered environment.

It is more important than ever to balance professional and personal obligations
while also keeping one's sanity, physical health, and emotional stability in the
face of unheard-of difficulties. As we advance, it is crucial to comprehend and
successfully manage these issues because they influence how we work, live,
and maintain equilibrium in this post-pandemic society.

Work-life balance, which encompasses the harmony between one is

professional obligations and personal activities, is a vital component of modern
living. It entails efficiently managing time and energy to prevent work from taking
over one's life and enables people to spend quality time with their families, pursue
hobbies, and preserve their physical and mental well-being. To achieve this
balance, which lessens stress and burnout while promoting a more meaningful and
sustainable lifestyle, is crucial for overall happiness and productivity.
Work life balance is the term used to describe the harmony that people try to attain
between their professional and personal duties. It is a dynamic state that frequently
calls for ongoing modifications to maintain harmony.

1.Remote Work Although working remotely allows for greater freedom, it can
also foster an "always-on" mindset. Employees struggle to unplug from work,
which
results in longer working hours and less of a distinction between work and personal
life.

2.Enhanced Stress Due to health worries, job instability, and disturbances in

daily routines, the pandemic increased stress levels. These stressors still have an
impact on people's capacity to successfully juggle work and life.

3.Ambiguous Boundaries: The lines separating business and personal life have
gotten fuzzier because of remote work and continual contact. It is challenging to
unwind when people answer business emails or phone calls during their free time.

4.Mental Wellness: The pandemic brought home how crucial mental health is.
Although there is a growing awareness among workers of the importance of
prioritizing their mental health, maintaining this balance can be difficult given the
constant uncertainties and worries.

5.Childcare and providing for others It is still quite difficult to juggle work and
childcare or caregiving obligations, especially for parents. Maintaining productivity
at work can be challenging due to factors including distant education, a lack of
childcare options, and having to take care of sick family members.

6."Technological Overload": Constant contact via digital gadgets might result

in technological overload or "tech fatigue." This constant flow of communication
and information can be draining and prevent one from disconnecting.
Work-life balance, which encompasses the harmony between one is
professional
obligations and personal activities, is a vital component of modern living. It entails
efficiently managing time and energy to prevent work from taking over one's life and
enables people to spend quality time with their families, pursue hobbies, and preserve
their physical and mental well-being. To achieve this balance, which lessens stress
and burnout while promoting a more meaningful and sustainable lifestyle, is crucial
for overall happiness and productivity.

Work-life balance is the term used to describe the harmony that people try to attain
between their professional and personal duties. It is a dynamic state that frequently
calls for ongoing modifications to maintain harmony. key elements and ideas are as
follows:

1."Professional Commitments": Finding work-life balance starts with meeting

one's employer's needs. This covers the number of hours worked, the nature of the
job, and the degree of responsibility. Jobs that allow for remote work or flexible
hours can help people maintain better balance.

2.Personal Life: Included in this category are ties to others, a family, interests,
and self-care. A fulfilling personal life is facilitated by spending quality time with
loved ones, following interests, and maintaining physical and mental health.

3.Stress and Burnout: An unbalanced work-life balance can result in stress and
burnout, which can have a detrimental effect on one's career and general wellbeing.
Chronic stress can have a negative impact on one's health and job happiness.

4.Time Management: It is essential to have good time management. People may

manage their time more effectively by establishing boundaries, prioritizing them
activities, and learning to say no when it is essential.
5.Flexible Work Arrangements: Employers that offer flexible work options,
such remote work or condensed workweeks, can greatly help their staff members
strike a better balance.

6.Technology's Role: Technology can blur the lines between work and personal
life while simultaneously increasing productivity. Setting up digital detox times can
be advantageous.

7.The role of technology: While boosting efficiency, technology can also

obfuscate the lines separating work and personal life. It may be advantageous to set
aside time for digital detox.

9."Mental Health": Achieving work-life balance depends on having a positive

mental state of mind. It is possible to support mental health using techniques like
mindfulness, meditation, and getting help from a professional when necessary.

10."Physical Health": Maintaining a healthy weight, getting enough sleep, and

engaging in regular exercise all help people feel more energized and physically fit.
This enables them to work more effectively and enjoy their personal life.

11."Quality Time": Quality time spent with loved ones is equally as important as
quantity of time. During downtime, it is critical to be attentive and
engaged.

12.Setting Goals: Making a list of your professional and personal objectives

might help you make better decisions. Objectives give one a sense of direction.

The idea of work-life balance has been irrevocably changed by the COVID-19
epidemic, drastically affecting how people work and live. While remote work offered
unprecedented freedom and became the norm for many, it also merged the lines
between work and personal life. It encouraged people to create distinct workstations
at home and set firm limits to maintain harmony. Another important change
was the introduction of hybrid work arrangements, which combine remote and office
labor. This method called for people to understand a new paradigm of work dynamics
to balance flexibility with the advantages of face-to-face communication.
The epidemic brought attention to mental health and highlighted its significance.
Employers and employees alike acknowledged the need for better work-life balance
and mental health support. To address these important challenges, businesses
established wellness initiatives and tools. Digital tiredness, however, was caused by
excessive screen time and continual connectivity. To protect mental health,
controlling screen time and including frequent digital detoxes in daily routines has
become imperative. The pandemic prompted many people to reevaluate them
priorities in life, leading to a search for more fulfilling employment, adaptable
schedules, and a renewed focus on family and personal well-being. In response,
businesses gave employee well-being top priority and provided advantages including
flexible scheduling, mental health treatments, and wellness initiatives. Despite the
benefits of working remotely, there were drawbacks as well, such as loneliness and
trouble switching off from work. To maintain a healthy balance, techniques like
keeping up social relationships and establishing limits become essential. Integration
of work and life has become more popular, challenging the conventional idea of a
rigid division between work and personal life. Instead, people and organizations
adopted a more flexible strategy, allowing personal and professional lives to coexist
peacefully and finding balance over time rather than within the constraints of a daily
schedule. People and organizations adapted to the new reality as the pandemic's
effects persisted. The long-term effects of these adjustments on work-life balance
continue to influence people's perspectives on work and personal life in the post-
pandemic era. It is defined by a persistent emphasis on adaptation, wellbeing, and
flexibility as the foundational elements of a more rewarding and long-lasting work-
life balance.

The phrase "work-life balance," which has become of utmost importance in the
current era, reflects the delicate balance between one's professional obligations and
personal hobbies. People who are in this dynamic state of being worked balance the
responsibilities of their employment with their needs for personal fulfillment,
relaxation, and well-being. Finding this balance has grown to be a tough issue in a
time when technical developments are occurring at a breakneck pace and there is
constant pressure to do well at work. Work-life balance is a notion that acknowledges
that life is more than simply the grind of the 9 to 5; it also includes relationships,
health, hobbies, passions, and personal development. A healthy work-life balance
affects not just the person but also the company and society. For people,
it means lowering their risk of burnout, health problems brought on by stress, and
the breakdown of interpersonal connections. It can result in a more productive and
engaged workforce, lower turnover rates, and a healthier, happier society on a larger
scale. To achieve work-life balance, however, is not a one-size-fits-all endeavor. It
varies considerably based on a person's career, circumstances, and goals. Setting
limits, being efficient with time management, prioritizing self-care, and fostering
personal relationships are all necessary to achieve this balance. The idea of work-life
balance has changed significantly in the wake of the extraordinary global COVID-
19 outbreaks. The pandemic radically changed how we work, where we work,
and
what we prioritize, upsetting practically every aspect of our lives. Many people
found that working remotely was no longer just a choice but necessary when
countries-imposed lockdowns and social segregation policies. The boundaries
between our personal and professional lives grew hazier, and the traditional nine to
five workdays gave way to a 24/7 digital connectivity.
This fundamental change in the nature of the workplace presented a special set of
difficulties. While allowing for greater flexibility, working remotely also brought up
issues with maintaining boundaries and keeping work from affecting every aspect of
one's life. The house is now in use. Furthermore, the pandemic's pervasive
uncertainty, coupled with the world's economic unrest and health worries, increased
stress levels for workers everywhere. It became more difficult to switch off from job
problems and recharge intellectually and emotionally due to the constant influx of
pandemic-related news and the necessity to adjust to rapidly changing situations. In
addition to enabling us to continue working remotely, the technological revolution
also brought about a brand-new type of fatigue known as "tech fatigue." The constant
barrage of emails, messages, and video chats made it harder to distinguish between
work and personal life, which made me mentally exhausted. As people juggled
professional commitments with caregiving duties, homeschooling children, and
supporting loved ones during a crisis, family dynamics also saw a substantial change.
Conventional support networks, such as childcare facilities and educational
institutions, have become harder to access, which has increased the burden on
working parents and caregivers. The problems with work-life balance still exist as
we move into the post-pandemic age, and remote work is probably going to continue
to be a big part of the contemporary workplace. These problems must be understood
and solved immediately. It is a journey that calls on businesses, people, and society
to adjust, nurture encouraging environments, and support methods that
let people recover a feeling of equilibrium in their professional and personal life. In
this conversation, we will delve deeper into these difficulties and provide
approaches
for navigating the changing nature of work-life balance in the wake of the pandemic.
The coronavirus epidemic has disrupted the labor market, leading to an instantaneous
and large sequence of experiments with flexible work arrangements and new
connections to centralized working settings. These methods have established the
"New normal," which most certainly includes how work will be organized in the
post-
pandemic era. The conventional ties between employees and employers work time
and working hours, the work-life balance (WLB), and people's attitudes to work have
all been put to the test by these new arrangements, particularly flexible work
arrangements. This study examines how the pandemic has disrupted labor markets,
paying particular attention to manual (blue-collar) and nonmanual (white-collar)
work, the future of the WLB, and the projected deviations that are fueling a near-
term
policy revolution in employment and work. Powerful factors such as technological,
social, and political changes have a profound impact on many facets of our lives,
including the workplace, where societies are frequently compelled to take proactive
measures to adapt to stay competitive and thrive. A significant example is
the Industrial Revolution, which fundamentally altered how people live, work, and
achieve work-life balance (WLB) and permanently affected communities and
economies. Similar fundamental changes are being brought about by the ongoing
coronavirus illness pandemic in terms of employment, work procedures, employee
relationships with employers, businesses, and communities, as well as WLB. Public
and private enterprises have typically adopted remote work policies as part of the
continuous efforts to minimize the transmission of coronavirus disease and assist
protect the health and safety of employees. Although these techniques are now
pervasive, they have not been consistent, differing between nations in terms of them
adoption and practice intensity as well as their applicability across labor markets.
For instance, white-collar office workers or those performing mental work have
benefited from remote work options' health protections, whereas those performing
physical work (such as those in consumer and business services, manufacturing,
assembly, transportation, and related activities) have been required to remain
physically present at work, frequently putting their health at greater risk. The post-
pandemic recovery process must consider the global labor market
disruptions that have led to numerous experiments with remote work, flexible work
schedules, and novel connections to centralized working settings. But when it comes
to the long-term prognosis, scientists disagree over whether coronavirus disease is a
singular catastrophe that will leave the working environment in its "old normal" pre-
coronavirus disease state, or whether the world is going through a massive upheaval
that will usher in a "new normal," with governments and researchers speculating
about a wide range of different "new normal" future states of the world. The
Emergencies are typically seen as change's accelerators. This includes the latest
coronavirus pandemic. To address the difficulties that came along with the
crisis, numerous policy reforms have been implemented. While many people
welcomed the labor market adjustments. Home working was not an option for the
majority of workers around the world during the 2003 SARS pandemic since most
of them lacked access to the necessary tools and equipment to conduct their work
from home. Working in the current period of the coronavirus illness pandemic is
considerably different from this because technology now offers more possibilities
for work practices. WFH, for instance, was not an option for the workforce during
SARS in Hong Kong. However, considering the severity of the local epidemic
situation
during the ongoing coronavirus illness pandemic, such work arrangements were
modified. Companies throughout the world are still considering the workplace policy
that best addresses the pandemic more than a year later. Different occupations and
parts of the labor market have been affected differently by the pandemic (ILO,
2020b). Particularly affected by the epidemic, white-collar workers have seen
considerable adjustments to working conditions. Widespread WFH agreements have
impacted productivity, location, working hours, and the traditional separation of
work and home environments in a variety of ways (Caringal-Go et al., 2021; Wong
et al., 2021). The typical home atmosphere allows workers to relax from the rigors
of work and spend time with their families without being distracted by obligations
at work. Due to the blending of work-related issues into the home and previously
unworked time, the conversion of the home environment into a work environment
tends to corrupt the sanctity of the house. Since there are no longer clearly defined
work hours (which start and stop with showing up at and leaving a physical
workplace), it is simple to continue working after hours and interfere with personal
and professional obligations.

Contrarily, aside from social isolation, cleanliness, and related health measures, the
labor and working conditions for blue-collar workers have essentially remained
constant. The ramifications of working through the epidemic must instead be the
main concern in this situation, not how the profession has altered. Blue-collar
workers have been forced to confront the health risks of ongoing social contact,
putting their health at risk with each engagement. In the post-coronavirus disease
era, it is projected that there would be a significant shift toward hybrid work, making
it somewhat the "new normal" at work. For the highly educated and well-
paid
segment of the workforce, this is especially plausible. Whether a job has
responsibilities and activities that do not require employees to be physically
present
on-site to do them determines how likely it is that remote work will be
adopted. Agricultural employment, restaurant work, and hotel services are examples
of professions that cannot utilize remote working. Meaning that not all tasks can be
completed remotely, the adoption of "new normal" work practices like remote
working and WFH will rely on the nature of the work. Given that, reevaluating which
jobs are fit for remote work would be necessary. Long-term hybrid functioning
requires careful consideration and fine-grained planning.

The drawbacks and benefits of remote work are becoming more apparent as the
pandemic progresses, which gives us hope that it will become commonplace in the
future. WFH employees are more adaptable and can change their working hours to
fit their personal and family needs. While many limitations are being relaxed and
some people are returning to the workforce, pandemic-driven practices including
hybrid work, WFH, remote work, flexible workplace/worktime, work anywhere, and
work close to home continue to exist. They will probably continue to be utilized by
businesses around the world, particularly in white-collar positions. For instance,
employers are considering restructuring office space to suit hybrid work because two
out of every three white-collar workers in Hong Kong still desire WFH (Lam, 2021).
The BP oil firm is one of many instances throughout the globe that has chosen to put
into practice a new hybrid model that will allow employees to work from home two
days each week (Ambrose, 2021). A further illustration is the decision to provide
white-collar workers in England the freedom to work from anywhere, allowing them
more control over their lives (BBC News, 2021a). In the post-pandemic era, several
of the most well-known companies in the world, such as Amazon, Apple, Google,
Facebook, British Airways, Microsoft, and Siemens AG, are likely to implement
remote working practices (BBC News, 2020; Hartman, 2020; Siemens AG, 2020).
Apart from professions that call for a physical presence, "acceleration" is
seen in the increased use of technology to enable remote working arrangements,
initially as a stopgap measure and then followed by a hybrid manner of work. the
major "normalization" of these activities as a result. Although diverse work practices
and habits have been used, there has been a significant difference in how they are
used globally and within the many professions in the labor market. White-collar
office workers and those with advanced degrees have had the privilege of working
in a secure atmosphere, while others doing manual labor and other physically
demanding jobs have persevered in the face of difficulties and kept at their jobs.
Many white-collar professionals who were compelled to WFH because of the
pandemic received no further assistance from their employers. They made it through
the employment requirements while utilizing their meager personal resources. Many
of these workers developed skills that were appropriate for the future WLB policy,
such as learning how to work remotely, managing their stress and productivity, and
carefully dividing their time between work and family. Workers "remodeled" pre-
pandemic work patterns while also "normalizing" new methods of doing things.
Such personnel should in the future receive WFH help ever after the epidemic, with
consent from their organizations. Employers have tested the viability of these
working methods and are now concentrating more on cost savings and increased
profitability.
 RESEARCH METHODOLOGY

OBJECTIVE

Identifying Emerging Work-Life Imbalances: This involves considering

changes in work structures, remote work, and blurring boundaries between personal
and professional life to identify the new or amplified issues people have in
balancing work and personal life after the epidemic.
Analyze Effect on Mental Health: Following the pandemic, determine the
psychological effects of changed work schedules on people's mental health, stress
levels, burnout, anxiety, and general well-being.
Analyze the dynamics of remote work: Consider the advantages and disadvantages
of working remotely, paying particular attention to how it affects productivity, work-
life balance, and general job satisfaction.
Examine the Impact of Technology: Investigate the ways that a greater reliance
on
technology, online communication platforms, and digital office design impact work-
life equilibrium and individual wellbeing.
Analyze Social and Family Dynamics: Track changes in roles, obligations, and
family dynamics.
Finding Emerging Work-Life Imbalances: To find new or more severe
problems people have juggling work and personal life following the pandemic, it is
necessary to consider factors like remote work, shifting work schedules, and the
fuzziness of personal and professional lines.
Determine the psychological impact of rearranged work schedules on people's
mental health, stress levels, burnout, anxiety, and overall well-being after the
epidemic.
Examine how working remotely affects productivity, work-life balance, and overall
job satisfaction. Consider both the benefits and drawbacks of this
arrangement.
Analyze the Effects of Technology: Consider how increased use of digital offices,
online communication, and technology affects people's ability to maintain a work-
life balance.

HYPOTHESIS

Here are some theories that could explain the difficulties in finding a work-life
balance following the pandemic:
1. Increased Remote Work Leads to Blurred Boundaries: Theory: The pandemic's
substantial shift to remote work has caused a blurring of the lines between personal
and professional life, making it harder to achieve work-life balance.
2. Overload with technology affects work-life balance: Theorem: A greater reliance
on technology and online communication tools has resulted in technology overload,
which has an impact on work-life balance by making it harder to detach from work-
related activities outside regular business hours.
3. Impact on Mental Health owing to Altered Work Arrangements: Hypothesis:
Changes in work schedules and remote work have had a detrimental effect on mental
health, resulting in elevated levels of stress and anxiety as well as challenges in
juggling work and personal obligations.
4.Work-Life Equilibrium is Affected by Changes in Family Dynamics: Hypothesis:
Work-life balance has been greatly impacted by changes in family dynamics and
obligations, notably in terms of increasing care giving responsibilities or disrupted
family routines owing to remote work.
5.Work-Life Balance and Organizational Support: Hypothesis: Compared to workers
in less supportive settings, employees at companies with stronger support systems—
such as flexible work schedules, mental health resources, and transparent
communication about expectations for remote work—have an easier time juggling
work and personal obligations.
These theories offer a variety of potential avenues for further research and indicate
aspects that may impact work-life balance in the aftermath of the pandemic. In order
to ascertain the validity and consequences of these hypotheses, the research process
would entail testing and analysis.

SCOPE OF STUDY

Research on the difficulties in finding a work-life balance following the pandemic

may include the following areas of inquiry:
1. Remote Work Dynamics: Analyzing how working remotely affects work-life
balance, with a particular emphasis on the difficulties faced by those who operate
remotely entirely or in hybrid work models. This entails researching how work and
personal life is becoming more entwined, how successful remote work rules are,
and how this affect work-life balance.
2.Technological Influence: Examining how technology affects work-life balance,
including the problems brought on by constant connectivity, the effects of a greater
reliance on digital tools, and virtual communication.
3. Implications for Mental Health: Examining how different work arrangements
affect people's stress levels, mental health, burnout, and general well-being after the
epidemic comprises.
4. Family Dynamics and Care giving Responsibilities: Recognizing how post-
pandemic developments have affected family dynamics, duties, and care giving
responsibilities. This entails examining the effects of changes to family routines,
domestic chores, and childcare on work-life balance.
5 Organization Policies and Support System: Evaluating how organizational rules
and support mechanisms help or impede work-life balance is the fifth step in the
process. This entails assessing how well communication techniques, mental health
services, and flexible work schedules contribute to workers' work-life balance.
6 Gender and Diversity Considerations: Examining possible differences in the
problems of achieving a work-life balance between various demographic groups,
such as gender, age, cultural diversity, and socioeconomic status.
7 Social Changes and Future Trends: Considering ongoing societal changes
and technological advancements, anticipating future trends in work dynamics and
potential challenges in work-life balance.
The scope of the study includes a thorough investigation of how the pandemic has
altered the workplace and how this has affected people's capacity to strike a healthy
work-life balance. Examining these various aspects will provide a thorough grasp of
the complex difficulties in reestablishing work-life balance after the pandemic.
LIMITATIONS

1. Limited General ability: Due to the wide variations in work-life balance

experiences and challenges depending on industry, occupation, demographics, and
cultural differences, findings may not fully represent the population.
2. Subjectivity in Data Provided by the Self: Relying solely on self-reported
information from surveys or interviews runs the risk of introducing bias because
respondents may exaggerate or underestimate the difficulties they have finding a
work-life balance.
3. Time-related Elements: The study may only record a single moment in time,
missing future shifts in work-life balance-influencing work dynamics, policies, or
societal adaptations as the post-pandemic environment takes shape.
4. Technology Access and Proficiency: Participants' experiences with remote work
and, consequently, their work-life balance may be impacted by varying degrees of
technology proficiency and access.
5. Sample Representation: Obtaining a representative and diverse sample may
present difficulties, which could result in biases in the data gathered and limit the
general ability of the study.
6. Policy and Practice Evolution: Organizational policies and government
regulations may quickly change in response to the pandemic, potentially outpacing
the study's findings as work arrangements and support systems continue to change.

Recognizing the limitations that could affect the study's conclusions and
ramifications are essential for interpreting and contextualizing the research find.
 RESEARCH METHODOLOG

To conduct a thorough investigation into the obstacleale

balance following the pandemic, a multi modal research

approach incorporating

multiple methods are necessary. The study will begin with a

comprehensive review of

the literature to lay the groundwork for future research on

topics such as

work-life balance, remote work, mental health, and post-

pandemic societal changes.

Simultaneously, the study will utilize a mixed-method

approach, integrating the

collection of quantitative and qualitative data. To obtain

quantitative information

about work habits, output, job satisfaction, and the relationship

between work and

personal life, surveys and questionnaires will be employed. In

addition, focus groups
and in-depth interviews with workers, employers, and families
will be held to obtain

qualitative insights into the difficulties encountered and

coping strategies used in

relation to work-life balance. In addition, the research will

examine how technology

affects work-life balance, examine family dynamics and societal

shifts, and evaluate

the potential effects of changed work arrangements on mental

health. The study aims

to provide a comprehensive understanding of the challenges

influencing work-life

balance after the pandemic, considering the multifaceted

aspects affecting

individuals in various contexts through the analysis and

synthesis of these divers’ data sets.
REVIEW OF LITERATURE

The literature on Work-life balance with different prospective are studied and
available, in recent years, there has been an increased interest in work family
interface in the human resource management literature, especially regarding the
sources and outcomes of conflict between these two spheres. Several studies have
addressed this issue from different perspectives. Greenhaus and Beutell (1985) and
Greenhaus et al. (1989) examined the antecedents of conflict between family and
work, Goodstein (1994) and Ingram and Simons (1995) presented an institutional
perspective on organizations ‘responses to work-family issues. In addition,
Campbell, Campbell, and Kennard (1994) have studied the effects of family
responsibilities on the work commitment and job performance of women. The
work-family issue is even further expanded to address the relationship of business-
marriage partners (Foley & Powell, 1997). Rebbecca Bundhun quotes in ―The
National (2009), an Abu Dhabi National Paperǁ1 that ―Women and men generally
have a different perception of what the "life" part of the balance involves. For
women it tends to be devoting more time to family, while for men it is spending
more time pursuing personal interests. ‖ She also quoted the paper of Dr Katty
Martenot, a research fellow at the INSEAD School in Abu Dhabi with his words
that ―work-life balance is not simply about equally dividing the time spent on
one's work and personal life, but establishing a harmony that reflects an
individual's prioritiesǁ. So, this allows for acceptance of the happy workaholic or
the satisfied stay-at-home mum or dad. "How can we measure or evaluate work-
life balance? The best indicator would be that it should feel right," she said.
Whereas researcher Murphy and Doherty (2011) revealed that it is not possible to
measure work-life balance in an absolute way as there are personal circumstances
which influence the way that is perceived but establishing a harmony that reflects
an individual ‘s priorities whereas employees must draw a firm line between their
home and work lives and be confident that the line is in the right place (Harvard
Business Review, page184). Hyman and Summers (2004) classified seven major
problems which are associated with current practices over work-life balance these
are unevenness of adoption across different sectors and organizations, lack of
formalization of policies at organizational level, restricted employee voice over the
introduction and implementation of policies , policies are primarily to meet
business needs rather than those of employees, there is no evidence of reduction in
working hours, tangible and intangible work intrusions into domestic life .women
irrespective of their employment status. Researcher Vloeberghs (2002) revealed
that there is a need for a practical instrument to measure the present situation of
work- life balance. However, as revealed by the researchers Eickhoff et. al. (2007),
the current work-life balance policies are narrow-minded in terms of addressing the
needs and aspirations of employees but there is need for its realization as reflected
in Emerald article, Human Resource Management International Digest, Vol.12
Issu: 7 (2004) which emphasized that the employers are realizing for its
responsiveness and take inventive in trying to meet employee expectations for
flexible benefits that help with their work-life balance. Miller (1978) emphasized
that earlier the work life used to begin at age 16 and end at age 70 and now begins
at 20 and ends at 62 for most of the working personals. However, restrained effects
of the increase in average length of life over the last 80 years may be associated
with certain changes in work- life history as more people reach the older ages with
their health to permit them to enjoy leisure and image of the retirement years. In-
spite of that changing view of marriage like relationships also affects work-life
balance as many women are no longer expecting lifelong partners, and
consequently they stress the importance of acquiring skills and qualifications as
stated by researcher Lewis et al. (1999) whereas in contradiction to the above
Milkie and Peltola (1999) stressed that happier marriages are related to a greater
sense of success in balancing work and family.As suggested by researcher Tymon
et al. (2011) that employees can improve their perceived career success by
balancing long and short –term goals, improving their competence, and
communicating openly with their managers. There are four factors as revealed by
Rasdi et al. (2009) which have predictive potential on managers ‘career success is
individual – related factors, organizational- related factors, managerial
competencies- related factors, and the person environment fit factor. Scott-Ladd
and Marshall (2004) emphasized that participative decision making contributes to
performance effectiveness and led to greater gains in the workplace whereas as
reflected by researcher Ballout (2008) the Individual- specific variables will be
more likely to predict family – to - work conflict and perceived career success,
while work-specific variables will be more likely to predict work- to - family
conflict and career success. The employees and employers must identify
appropriate strategies for balancing work and non-work domains in such a way that
employees strive to perform work and family roles successfully, and employers
ensure that employees have the necessary infrastructure and tailored-made family
supportive programs to encourage them to achieve dual- success: success in family
relationships and success in careers. Today ‘s working men seek the dual objective
of maintaining a successful career while being involved in their children ‘s lives
(Cunningham, 2001). However, in contradiction Barnett and Hyde (2001) found
that women who had multiple life roles were less depressed and had higher self-
esteem than women who had fewer life roles. ‗Harnessing widely esteemed values
and adopting the language of ―Cultural revitalizationǁ rather than cultural change
appeared more effective in securing broader support of employees to have work-
life balance ‘(Callan, 2008). However as elaborated by the researcher McDonald et
al. (2005) there are five dimensions that affect organizational work-life culture
these are lack of managerial support for work-life balance; perception of negative
career consequences; organizational time expectations; the gendered nature of
policy utilization; and perceptions of unfairness by employees with limited non-
work responsibilities whereas changing the habits of employees does not
necessarily imply a change in ―work-life balanceǁ particularly if the culture of the
work environment does not change (Jim Bird, CEO of
Worklifebalance.com)Spector (1997) emphasized that Job Satisfaction is the
degree with which people like their jobs where some people enjoy work and find it
to be a central part of life and others hate to work and do so only because they
must. In other terms, Job satisfaction simply means that how people feel about
their jobs and different aspects of their jobs. It is the extent to which people like
(satisfaction) or dislike (dissatisfaction) their jobs. As it is generally assessed, job
satisfaction is an attitudinal variable. In the past, job satisfaction was approached
by some researchers from the perspective of need fulfilment means whether the job
met the employee ‘s physical and psychological needs or not (e.g., Porter, 1962:
Wolf, 1970). However, this approach has been de-emphasized because today most
of the researchers tend to focus attention on cognitive processes rather on
underlying needs. The attitudinal perspective has become the predominant one in
the study of Job Satisfaction (Spector, 1997). The term of Job satisfaction is
referred by different researcher in a different way. Borah (2012) referred it to a
pleasurable or positive emotional feeling of an employee whereas Gupta and Sethi
referred that ―Job satisfaction may be termed as a reaction of an individual
towards jobǁ (Gupta A., and Sethi J.A., 2012, p.58). According to Green, ―Even
though the definitions vary, a commonality among them seems to be that job
satisfaction is a job-related emotional reactionǁ (p. 6). A job-related emotional
reaction can be a sign of an employee ‘s emotional wellness, can be affected by
other employee ‘s behavioral influences, and can be an indicator of overall
organizational operations; therefore, it is important to clarify the various levels of
job satisfaction and the factors that it comprises (Green; Spector, 1997). Employers
have also attempted to focus on employees ‘job satisfaction considering that it has
a relationship between the survival of an organization and the continual intellectual
drain resulting from employee departure (Garber, 2003; Middlebrook, 1999;
Murphy, 2003). Select skills that employees bring to their positions within the
organization, as well as the knowledge employees acquire over time, are all lost
when employees quit. In fact, sometimes key employees and company leaders
leave a revolving door of knowledge and skills (Reed, 2001). Harkins (1998a)
estimated that turnover can cost as much as three to five times the annual salary of
the employees involved, and he stressed the importance for leaders of addressing
this cost for companies. Employee withdrawal leads business leaders to examine
ways to cut costs in tighter labor markets because turnover is a significant profit
killer in organizations (Hacker, 2003; Jonson, 2000). As mentioned, some job
satisfaction factors that may lead to turnover have been identified. A brief review
of these positive and negative job satisfaction factors is important for many
organizations to understand the problems and costs incurred by employee
departure.However, Borah further quoted that employee ‘s positive attitude
towards their job is very much essential to increase productivity of an organization
whereas balancing the demands of work and family life are associated with
employees ‘physical and mental health as well as occupational variables such as
job satisfaction, performance, absenteeism, and turnover intentions (Aquinas,
2007). Human nature is very complex and required to be managed well by
understanding their personal and as well as work environment issues. Most of the
studies reflect work-life balance measure on individual appraisals regarding the
level of satisfaction or success with the balance between work and family life
(Voydanoff, 2005). However, Konrad and Mangel (2000) emphasized that job
satisfaction can be increased by implementing work-life balance policies by
reducing conflict between work and family. In other term, satisfaction creates
confidence, loyalty and ultimately improves the quality output from the employees
(Tietjen and Myers, 1998). There is a need to have work environment in such a
way that employees can reach their full potential and enjoy their Job Satisfaction.
In other term, there are various theories given for job satisfaction by various
experts from time to time. Green (2000) revealed it to organizational psychology.
Whereas Maslow (1954); Herzberg (1966); Glisson &Durick (1998) explained it
by dividing job satisfaction into three category these are content theorists, process
theorist and situational theorist. Content theorist related to need fulfillment with
job satisfaction (Locke, 1976). Process theorist defined job satisfaction as mingling
of individual, job, and organizational variable (Admas 1963; Vroom 1964)
According to Locke, these theorists suggested that ―real satisfaction with the job
could only be provided by allowing individuals enough responsibility and
discretion to enable them to grow mentallyǁ (p. 1299). According to Green (2000),
―Originally, job satisfaction was studied as a predictor of behaviors such as
performance, absenteeism, and turnover. More recently the interest has shifted
toward identifying factors that influence or predict job satisfaction. Personal and
work-related characteristics can influence job satisfaction.Mohan and Ashok
(2011) explained that ―Stress is often developed when an individual is assigned a
major responsibility without proper authority and delegation of power, inter
personal factors such as group cohesiveness, functional dependence,
communication frequency, relative authority and organizational difference between
role sender and focalpersons. ‖ Work stress and work-life imbalance are
correlated with workaholism, regardless of gender (Aziz and Cunningham, 2008).
Supervisor support and work-family culture are related to job satisfaction and
affective commitment (Baral and Bhargava, 2010). Dealing with the work- family-
tension results the career as subject of social fascination and family as a factual
task (Kasper et al., 2005). There are strong connections between dimensions of the
work place, stress, and job satisfaction. However, there is an absence of theory to
provide conceptual understanding of these relationships. (Fairbrother and warn,
2003). Work- family balance is associated with quality of life when there is
substantial time, involvement, or satisfaction to distribute across roles (Greenhaus
et al., 2002). As conceptualized, work and family life are separate domains having
no bearing on each other however, it is now recognized that domestic identities and
responsibilities sometimes spill over into the workplace and that organizational
identities and responsibilities often cross into home life (Halford, 1997; Kanter,
1977). Whereas personal or family lives, interfere with work are associated for
fewer hours but work that interferes with life matters (Reynolds, 2005).However,
employees‘ attitudes towards their hours of work, and perceptions and complaints
about work-life imbalances actually deals with working time and complaints about
time pressure which are unrelated to hours actually worked (Roberts, 2007).
Moreover, the prevalence of management control of the work life balance agenda
and management‘s discretion in the operation of work-life issues (Hyman and
summers, 2007). Reasearcher, Buddeberg-Fischer et al (2008) stressed that a well
balanced integration of professional and private life is an essential goal for the new
generation Moreover, informal arrangements and managerial discretion are
important in realizing work and care balance (Burgess et al., 2007)Business
performance can be affected by number of ways but one of these is Work- life
balance policies as in the present scenario of competitive labour market, employers
can attract better recruits by offering Work-life balance policies with having
competitive remuneration packages. However, work-life balance policies can
enhance productivity; reduce cost by improving staff retention rates, decrease
negative spill-overs, reduce extended hours and fatigue to reduce negative effect
on productivity which further minimises stress and contribute to a safer and
healthier workplace (Ratzon et al., 2011). Bloom et al. (2007) stated that on
average larger firms which are typically more globalize have better worklife
balance practices and Employers are being encouraged to introduce work-life
policies and make them more inclusive in order to enhance their business
performance (Wise and Bond, 2003) as policies which help employees balance
their work and non-work priorities have become increasingly popular among
employers in recent years (Wise and Bond, 2003).However firms employing larger
numbers of professionals are more likely to implement work-life policies being
their scarcity , harder to attract, more valuable and more expensive to recruit and
retain than less paid employees whereas there are least availability of work-life
balance policies for low skilled workers especially those in generally low
skill.Galinsky and Bond (1998) emphasized that in the US, it is found that
companies employing a greater proportion of hourly workers, people who are
generally concentrated in lower-paid jobs, were the least likely to offer work-life
balance policies. Margarita Mayo, Juan Carlos Pastor & Ana Isabel Sanz (2008)
emphasized in their study that usage of flexible organizational policies to
neutralize the effects of work stressors on family satisfaction. Whereas,
organizational climate changes is one of the ideas to facilitate better work-life
balance for employees and harnessing its esteemed values for adopting cultural
revitalization (Callan, 2008). There is little research on the impact of work-life
balance practices and policies on women‘s career advancement (Straub,
2007).Straub (2007) further quoted that ―An interesting issue is whether work-life
balance practices and polices help remove the glass ceilingǁ. However, in ONGC, a
flagship PSU company, has shown its impact with the article ― Breaking the
Glass Ceiling in High Seasǁ4 which emphasizes that ONGC broke the Glass
Ceiling in High Seas , bringing about a new cultural paradigm in offshore
operations by employing there women engineers and as quoted by Narendra Goyal,
OIM-SHP, ― ONGC is global company. Change in mindset is very important to
establish this integration. Women are equally capable and would bring in a lot of
value in terms of cultural change and alternative perspectivesǁ.As revealed by
researcher Murphy (2003) ―Preserving an organization's intellectual capital due to
loss of key employees is a global problemǁ. However, there is lower level of
turnover intention when organizational socialization is prominent and an adequate
range of opportunities that satisfy career aspirations exist within the organization
(Bigliardi et al., 2005). However, control of turnover and absenteeism is
observation of employee‘s behaviour and performance to detect any changes
representing job dissatisfaction (Levin and Kleiner, 1992). Studies indicate that
employee turnover increases if there is mismatch between management and
employees (Dawley, Andrews & Bucklew, 2010). Employees can‘t enjoy their job
if they are working with tactless and inflexible manager (Muhammad Sajjad et. al,
2013). Workplace flexibility helps to improve overall employee flexibility and
empowerment to have work-life balance which reduces turnover. (Emerald article,
Human Resource Management International Digest, Vol.16 Iss: 6, 2008).
Researchers found that ―against the odds, a public sector organization can attract
and retain a high quality workforce in a highly competitive marketǁ (Curson J.Y.,
and Skidmore T., 2010). However, as far as professional women and their quitting
from the jobs are concerned Balasubramanian L. further quotes that ―another
important reason for professionals, especially women quitting their job is
relocation after marriage, or the call of being a mother.ǁ2 Whereas, as revealed by
Comfort et al., (2003), a satisfied workforce may be valuable because employees
are then less likely to be absent and consequently affect the bottom line whereas
Clutterbuck D.(2003) had his view point that overwork causes stress- related
absenteeism, poor retention levels, low creativity, appalling customer service and
unethical employees behaviour. Clutterbuck D. also quoted that [the] companies
offering positive policies on Work-Life Balance also benefit from shorter absences
by people on maternity leave.Staying competitive and managing career can be
difficult in a challenging economy however researcher Curson and Skidmore
(2010) found that against the odds a public sector organization can attract and
retain a high quality workforce in a highly competitive market. However,
researcher Rethinam and Ismai (2008) revealed l that it is difficult to separate
home and work life in an increasing competitive environment. Bloom et al., (2007)
revealed that having established the correlations of Work- Life balance with
several factors on competition and productivity. Researcher Bloom and Reenen
(2006) found that tougher product market competition drives higher productivity
and at-least part of this seems to work through improving management practices.It
is a prerequisite to have effective motivation of employees in the workplace
(Bansal and Sharma, 2012) Influencing motivation (Hall et al., 2009) leads the
combination of two personal variables: tendency to approach success and tendency
to avoid failure (Atkinson and Feather, 1966). Some researchers have identified
that Masculinity – Femininity dimension also affects motivation (Bansal and
Sharma , 2012) whereas fathers tend to use work-life balance measures to spend
time with the families where increase their sense of entitlement (Gregory and
Milner, 2011) and a voluntary approach to work-life balance may only deliver
positive benefits to woman (Doherty, 2004). Herzberg et al. (1959) developed two
distinct lists of factors; one is task-related which caused happy feelings or a good
attitude within the worker and Herzberg called these as motivators .
In a recent poll focused on employee productivity, T Jinsite, a division of
TimeJobs.com3 , found that "more than 35% of the employees consider lack of
recognition of work as the biggest hindrance to their productivity. According to
them, rewards and recognition for achievements at workplace act as morale
booster, which in turn increase their productivity." Ceniza- Levine C. (2013)
expresses in an article in ―Forbes womanǁ that if you feel undervalued, decide
first what would represent the appreciation you are seeking – is it words of praise?,
is it a promotion?, is it a raise? However, an importance of considering trust over
and above organizational efforts directed at supporting employees though a show
of appreciation for their contribution and concern for their well-being.
CONCLUSION

Rapoport and Bailyn (1996) addressed in a report to the Ford Foundation that
―The separation of work life from family life has existed since the Industrial
Revolution and remains largely intact today even though it has never reflected the
way most people live. The business world has responded to work-family issues
with an array of programs and policies that address specific family needs but do
not change this basic assumption that employees‘ work and private lives are
separate and conflictingǁ. However, Work-family research has long been guided by
the role stress theory, wherein the negative side of the work-family interaction has
been put under the spotlight. Recently, the emphasis has shifted towards the
investigation of the positive interaction between work and family roles as well as
roles outside work and family lives, and scholars have started to deliberate on the
essence of work-life balance (Jones et al., 2006).
 DATA ANALYSIS, INTERPRETATION AND PRESENTATION

TOTAL
OF
NO OF
EXPN.
YEARS

1 to 5 51%

5 to 10 6.60%

10 to 15 42.40%
To visualize the inference from the given data on years of
experience, an inference or conclusion could be that there
is a significant percentage of individuals or data points with experience falling within the
10 to 15 years range (42.40%). The data suggests that a considerable proportion of the
population being observed falls within this range, indicating that a substantial portion has
experience in the bracket of 10 to 15 years.
This chart illustrates the distribution of experience within the given ranges. It indicates
that a majority of the population falls within the 10 to 15 years range, followed by a
significant percentage in the 1 to 5 years range and a smaller percentage in the 5 to 10
years range.

Please note, this is a simplified representation and can be further detailed or enhanced
based on the context or specific requirements.
WHERE DO
YOU STAY
METRO OR
NON-METRO
CITY?

METRO -
46.4%%
CITY

NON -
METRO 50.3%%
CITY

OTHERS 4.00%
From this information, the inference could be that a majority of the surveyed or observed
individuals reside in Non-Metro Cities (50.3%), closely followed by those in Metro Cities
(46.4%). A smaller percentage of individuals are in other areas (4.00%).

This distribution suggests that a significant portion of the population being observed
resides in Non-Metro Cities, while a slightly smaller yet substantial portion lives in Metro
Cities. The minority of the population falls into the 'Others' category, which could include
rural areas, towns, or other designations not classified as Metro or Non-Metro cities.

WHICH OF THE FOLLOWING

BEST DESCRIBES YOUR
WORK SITUATION?

FULL - TIME OFFICE WORK 50.30%

FULL - TIME REMOTE WORK 15.20%

HYBRID WORK (MIX BOTH) 27.20%

RETIRED 2.00%

SELF EMPLOYEED 2.00%

SALES AND FIELD WORK 2.00%

OTHERS 2.00%
The inference from this data is:

The majority of the surveyed individuals are engaged in Full-Time Office Work
(50.30%).
A notable portion is involved in Hybrid Work (27.20%), which combines aspects of both
office and remote work.
A smaller yet significant portion works in Full-Time Remote Work (15.20%).

Minorities are distributed across various other categories:

2.00% each for Retired, Self-Employed, Sales & Field Work, and Others.

This suggests that a significant proportion of individuals are engaged in traditional office-
based work, with a growing trend towards hybrid work. Full-time remote work
constitutes a smaller but still noteworthy portion, while the other categories represent a
minority of the surveyed population.
 HAS REMOTE WORK
INCREASED YOUR
WORKLOAD OR
WORKING HOURS?

YES 38.40%

NO 31.80%

MAYBE 29.80%

From this information:

38.40% of individuals reported that remote work has increased their workload or working
hours.
31.80% said it hasn't affected their workload or working hours.
29.80% are uncertain or indicated that it might have an impact ("MAYBE").

This suggests that a significant portion of the surveyed individuals feel that remote work
has increased their workload or working hours. Meanwhile, there is a notable group who
doesn't perceive any change due to remote work, and a substantial fraction is uncertain or
believes there might be an impact, but they are unsure about the extent of the change.
 HAVE YOU FOUND IT DIFFICULT TO "SWITCH
OFF " FROM WORK WHEN WORKING
REMOTELY?

YES 58.30%

NO 41.70%

From this data:

58.30% of the surveyed individuals found it difficult to "switch off" from work while
working remotely.
41.70% reported that they did not have difficulty "switching off".

This suggests that a majority of respondents have experienced challenges in disengaging

from work when working remotely, indicating a struggle to establish clear boundaries
between work and personal life. In contrast, a notable yet smaller fraction reported not
encountering difficulties in "switching off" from work.
 HAVE YOU EXPERIENCE
BLURRED BOUNDRIES
BETWEEN WORK AND
PERSONAL LIFE WHILE
WORKING REMOTELY?

YES 53.00%

NO 47.00%

From this data:

53.00% of the surveyed individuals experienced blurred boundaries between work and personal
life while working remotely.
47.00% reported that they did not experience blurred boundaries between work and personal
life while working remotely.

This suggests that a majority of respondents have faced challenges in maintaining clear
distinctions between work and personal life while working remotely. However, a significant
proportion also reported that they did not face this issue, indicating a diverse range of
experiences among the respondents regarding the impact of remote work on work-life balance.

HAVE YOU HAD TO TAKE

ANY EXTRA CARE GIVING
RESPONSIBILITIES
DURING PANDEMIC?

YES 72.80%

NO 26.50%

OTHER 0.70%
From this data:

72.80% of the surveyed individuals reported that they had to take on extra caregiving
responsibilities during the pandemic.
26.50% indicated that they did not have to take on additional caregiving responsibilities.
A small fraction, 0.70%, falls into the "OTHER" category, which might represent varied or
unspecified circumstances related to caregiving responsibilities during the pandemic
This suggests that a vast majority of respondents had to manage increased caregiving
responsibilities during the pandemic, potentially indicating the widespread impact on
individuals' personal lives and routines. There is also a smaller portion that did not experience
these additional responsibilities, along with a minority group categorized under "OTHER."
 DO YOU FEEL PRESSURE TO BE
CONSTANTLY AVAILABLE AND RESPONSIVE
TO WORK-RELATED COMMUNICATION
OUTSIDE OF REGULAR WORKING HOURS

YES 48.30%

NO 33.80%

MAYBE 17.90%

From this data:

48.30% of the surveyed individuals felt pressure to be constantly available and responsive to
work-related communication outside of regular working hours.
33.80% stated that they did not feel this pressure.
17.90% were uncertain or indicated a possibility ("MAYBE") of feeling this pressure.

This suggests that a significant portion of respondents experienced pressure to be constantly

available and responsive to work-related communication outside of regular working hours. On
the other hand, a notable percentage did not feel this pressure, while a smaller yet considerable
portion was unsure about whether they felt this way or not.

HAVE YOU TAKEN STEPS TO

ADRESS WORK - LIFE BALANCE
CHALLENGES SUCH AS SETTING
BOUNDRIES OR SEEKING
SUPPORT?

YES 67.50%

NO 32.50%

From this data:

67.50% of the surveyed individuals reported taking steps to address work-life balance challenges, such as
setting boundaries or seeking support.
32.50% indicated that they have not taken steps to address these challenges.
This suggests that a significant majority of respondents have actively taken measures to tackle work-life balance
issues, which may involve setting boundaries or seeking support. However, there is also a notable fraction that
has not taken specific steps to address these challenges.

DO YOU THINK YOUR EMPLOYER

PROVIDES ADEQUATE SUPPORT
AND RESOURCES FOR
MAINTAINING WORK LIFE
BALANCE IN THE CURRENT WORK
ENVIRONMENT?

YES 60.30%

NO 16.60%

NOT SURE 23.20%

From the data:

60.30% of the respondents feel that their employer provides adequate support and resources for
maintaining work-life balance in the current work environment.
16.60% do not believe that their employer offers sufficient support for maintaining work-life
balance.
23.20% are not sure or uncertain about the level of support and resources provided by their
employer for maintaining work-life balance.

This data indicates that a majority of the respondents feel their employer does provide adequate
support for work-life balance. However, a significant percentage is unsure, and a smaller
fraction believes their employer does not offer sufficient support in this aspect.
WHAT STRATEGIES IF ANY HAVE HELPED
YOU MAINTAIN A BETTER WORK - LIFE
BALANCE DURING OR AFTER PANDEMIC?

STEEING CLEAR BOUNDRIES 17.20%

TIME MANAGEMENT TECHNIQUES 47.70%

SEEKING SUPPORT FROM FAILY AND

16.60%
FRIENDS

TAKING REGULAR BREAKS 7.90%

COMMUNITAING TO WORK EMPLOYERS 7.90%

OTHERS 2.70%
According to the data:

47.70% of respondents have utilized time management techniques.

17.20% have maintained better work-life balance by setting clear boundaries.
16.60% have sought support from family and friends.
7.90% have taken regular breaks and also communicated their needs to their employers.
2.70% have employed other strategies to maintain a better work-life balance during or after the
pandemic.

This data reflects the various strategies employed by individuals to manage and improve their
work-life balance, with time management techniques being the most prominent method used.
Other strategies include setting boundaries, seeking support, taking breaks, and communicating
needs to employers, along with unspecified approaches categorized under "OTHERS."
 WHAT ASPECT OF WORK LIFE BALANCE WAS
MOST CHALLENGING FOR YOU?

MANAGING WORK LOAD 26.50%

DEALING WITH REMOTE WORK 9.30%

SEPARATING WORK FROM PERSONAL LIFE 33.80%

FEELING CONSTANTLY CONNECTED TO WORK

27.20%
LOAD

OTHERS 3.20%

According to the data:

33.80% found the challenge in separating work from personal life.

27.20% felt constantly connected to work.
26.50% struggled with managing their workload.
9.30% faced challenges dealing with remote work.
3.20% encountered other specific challenges that weren't detailed in the provided categories.

This data illustrates that the most common challenges for respondents were related to separating
work from personal life and feeling constantly connected to work. Managing the workload and
dealing with remote work were also significant challenges for a considerable portion of the
respondents.
 DO YOU BELIEVE THERE
SHOILD BE MORE AWARNESS
AND SUPPORT FOR WORK -
LIFE BALANCE IN YOUR
WORKPLACE OR INDUSTRY?

YES 77.50%

NO 8.60%

MAYBE 13.90%

From this data:

77.50% of the respondents believe that there should be more awareness and support for work-
life balance in their workplace or industry.
8.60% do not believe there should be more awareness and support.
13.90% are uncertain or indicated a possibility ("MAYBE") regarding the need for more
awareness and support.

This data suggests that a significant majority of respondents feel that there should be increased
awareness and support for work-life balance in their workplace or industry. There is also a
smaller percentage who do not share this belief, and a moderate fraction is uncertain about the
need for additional awareness and support.

14) Any additional comments or suggestions regarding work-life balance challenges after
the pandemic?

If proper boundaries are set and time management is done then remote work is possible. There
could be employee engagement activities every now and then to improve collaboration and
bonding with team members which is essential for success of remote working in my opinion.If
proper boundaries are set and time management is done then remote work is possible. There
could be employee engagement activities every now and then to improve collaboration and
bonding with team members which is essential for success of remote working in my
opinion.Maintaining a healthy work-life balance is not only important for health and
relationships, but it can also improve your employee's productivity, and ultimately
performance.Clear boundaries should be set for hybrid work to maintain work-life balance
What you choose what you get, there should be a clear vision and priority on each individual
while working. I personally enjoy wuch pressure situations because i love my job. So if you
love what you do then nothing will bother you. If someone choose to life over work then they
should be switch to such job profiles in case. Ofcourse they will have monetory impact but
that is another side of coin. In such pendamic organizations/companies also faced lot of
challenges to manage there operations and run business. Nobuddy is there to make anyones
life hell. So long story short choice is yours. Any one can choose life over work.
I find that with the right company, it's pretty simple to balance life and work. When I enjoy
what I do, it doesn't feel like a chore. I am always sure that when at home, my family gets my
attention first. I take time on the weekends to do things for myself and ensure that I regenerate
before the work week begins."The preliminary objective of earning is that we can take care of
health & hygiene of ourselves and our family. If at any point we realize that, this is not
fulfilling enough, that's the time we should take some necessary action.It's never possible to
satisfied and balanced in ur work and family satisfaction so always be remembering don't try
to more to satisfied any one just keep doing your work.After Pandemic work load increased
with number of meetings on teams difficult to focus on work, teams Higher management busy
with reviews on regular basis not fixing wkly time to achieve Wk wise target
To achieve work life balance, we should know our responsibility and boundries. We should
have planing and time management both side at work place as well as in personal.
It is difficult to survive after pandemic
Work life and personal life should be balanced in work from home industries should be aware
that we have our personal life too.
Prioritize regular breaks to avoid burnout and maintain productivity.
- Set clear boundaries between work and personal life, even in remote work setups.
- Embrace flexibility but maintain a routine to structure your day.
- Foster open communication with your employer about your needs.
- Invest in self-care and mental health to cope with ongoing uncertainties
. - Make time for hobbies and social connections outside of work.
- Continuously adapt and reassess your work-life balance strategies as circumstances change.
Certainly. After the pandemic, embracing flexible work arrangements and setting clear
boundaries between work and personal life are vital for maintaining a healthy work-life
balance.
 CONCLUSION AND SUGGESTIONS

SUGGGESTIONS

The post-pandemic work landscape presents its own unique set of challenges regarding
work-life balance. Here are some suggestions on potential challenges and how to address
them:

Blurred Boundaries: With remote work becoming more common, it's increasingly difficult
to separate work life from personal life. Create clear boundaries by establishing set
working hours, dedicated workspace, and a defined 'end of the workday' routine to switch
off from work.

Burnout and Overworking: The lack of physical separation between work and personal
life can lead to overworking. Encourage employees to take regular breaks, practice self-
care, and set realistic workloads. Employers can support this by promoting a healthy work
culture, emphasizing the importance of taking time off, and providing resources for mental
health support.

Social Isolation: Remote work can lead to feelings of isolation and loneliness, affecting
mental health. Encourage virtual social activities, team building, and frequent check-ins to
maintain a sense of community among remote workers. Encourage in-person meet-ups
where feasible and safe.

Increased Expectations for Availability: With remote work, there might be an

expectation to be available 24/7. Establish and communicate clear communication norms,
emphasizing that off-hours should be respected unless it's an emergency. Encourage
effective time management and respect for personal time.

Childcare and Family Responsibilities: Juggling work and family responsibilities can be
challenging, particularly with continued disruptions to childcare and schooling. Employers
can offer flexible working hours, childcare support, or additional resources to help
employees manage family obligations.
Tech Overload and Digital Fatigue: Constantly being in front of screens can be
exhausting. Encourage regular breaks, offline time, and provide guidance on how to
manage digital overload effectively. Consider implementing 'no meeting days' or specific
time blocks for uninterrupted work.

Career Progression and Learning: Balancing personal life and professional development
can be challenging. Employers can provide opportunities for continued learning,
mentorship, and career growth that accommodate flexible schedules.

Changing Commuting Expectations: With some returning to the office, the commute
can affect work-life balance. Encourage hybrid work models to reduce commuting stress
and provide flexibility in working locations.

Evolving Job Expectations: Job roles might have evolved during the pandemic, leading
to increased responsibilities. Employers should reassess workload distribution, set clear job
descriptions, and offer support or training for new responsibilities.

Setting Realistic Expectations: Individuals need to reassess their own expectations. It's
crucial to set realistic goals and understand that achieving work-life balance is an ongoing
process that requires adaptation.

Navigating work-life balance post-pandemic involves a mix of personal and organizational

efforts. Both employers and employees need to work together to create an environment
that fosters a healthy equilibrium between work and personal life.
 CONCLUSION

Achieving work-life balance in the post-pandemic world is a multifaceted challenge that

requires a collaborative effort from both employers and employees. As we transition to a new
normal, it's evident that the lines between work and personal life have become increasingly
blurred. The consequences of this integration are numerous and impact our mental health,
productivity, and overall well-being. For employees, establishing boundaries and routines is
key. Setting clear working hours, creating a designated workspace, and adhering to a defined
end-of-day ritual can aid in demarcating work from personal life. Regular breaks, self-care
practices, and time management strategies are crucial in preventing burnout and maintaining
mental well-being.

In addition, individuals need to reassess their own expectations and set realistic goals,
understanding that work-life balance is an ongoing process that necessitates adaptability’
Employers play a pivotal role in facilitating a balanced work environment. Encouraging a
healthy work culture that emphasizes the importance of taking time off, respecting personal
time, and promoting mental health support is essential. This involves implementing flexible
working hours, providing childcare support, and offering resources for continued learning and
career growth. Establishing and communicating clear communication norms, respecting
boundaries, and providing opportunities for team building and social interaction can help
combat the isolation felt by remote workers.

Moreover, adapting to hybrid work models and reassessing job roles and responsibilities are
vital steps for employers in accommodating the changing landscape. Creating a supportive,
understanding, and empathetic work environment that considers the diverse needs of employees
is crucial in fostering a healthy work-life balance. As we navigate this new phase,
acknowledging and addressing these challenges will require ongoing collaboration, open
communication, and a willingness to adapt and innovate. Striking a balance between
professional responsibilities and personal well-being is a journey that demands effort and
consideration from all involved parties. By implementing supportive policies, nurturing a
positive work culture, and promoting individual self-care practices, both employers and
employees can contribute to a more balanced and fulfilling work-life integration in the post-
pandemic era. In the wake of the pandemic, the concept of work-life balance has transformed
significantly. The challenges presented by this new landscape are multi - layered and complex,
affecting individuals and organizations on various levels.

One of the most profound challenges is the blurring of boundaries between work and personal
life due to the widespread adoption of remote work. With the traditional office setting disrupted,
many individuals find it challenging to create a clear distinction between their professional and
personal spheres. Establishing a structured routine, designating specific working hours, and
creating a dedicated workspace within the home can be effective strategies to delineate these
boundaries.

However, remote work has also led to increased instances of overworking and burnout. The
lack of separation between work and personal life, compounded by the expectation of constant
availability, has resulted in longer working hours and higher stress levels. Employers play a
critical role in mitigating this issue by promoting a healthy work culture that values rest,
relaxation, and the importance of disconnecting from work during non-working hours.

Social isolation is another significant challenge. The remote work setup has diminished the
social interactions and sense of community that people used to experience in a physical
workplace. This isolation can lead to feelings of loneliness and negatively impact mental health.
Organizations can address this by encouraging virtual team-building activities, facilitating
regular check-ins, and, where feasible, organizing in-person gatherings to maintain a sense of
community among remote workers.

Family responsibilities and childcare issues have been particularly challenging during the
pandemic. With disruptions in schooling and childcare services, employees have struggled to
balance work commitments with family obligations. Employers can assist by offering flexible
working arrangements, childcare support, or additional resources to help employees manage
these responsibilities effectively. Furthermore, digital fatigue and constant screen time have
become increasingly prevalent. Employees are grappling with the exhaustion of constant virtual
meetings and the pressure to remain constantly connected. Encouraging regular breaks,
providing guidance on managing digital overload, and instituting policies like 'no-meeting days'
can significantly alleviate this issue.

The return to the office for some workers introduces yet another set of challenges, including
commuting stress and the readjustment to the in-person work environment. Implementing
hybrid work models that allow for a balance between remote and office work can help in
reducing commuting-related stress and provide employees with flexibility in choosing their
work locations.

To conclude, addressing these challenges necessitates a joint effort from both employers and
employees. Employers need to foster supportive and adaptable work environments that
prioritize mental health, work-life balance, and a culture of understanding. Individuals must also
take charge of setting boundaries, managing time effectively, and prioritizing their well-being.
By working together to recognize and address these challenges, individuals and organizations
can strive towards a more balanced and sustainable approach to work and life post-pandemic.
REFRENCES

https://www.researchgate.net/publication
work-life-balance-a-literature-review (3).pdf
work life balance.pdf