INDORE INSTITUTE OF MANAGEMENT AND

RESEARCH

Batch 2021 – 2023

Major Research Project

On
“A Study of Factors Affecting the Work-Life Balance of
Employees
In Madhya Pradesh Region”
Submitted in the partial fulfillment for the
Requirements of the degree of MBA
DAVV, Indore

Research Guide: Research Scholars:

Prof. Dimple Shukhija Mitali Bindal
 INDORE INSTITUTE OF MANAGEMENT AND
RESEARCH

Batch 2021 – 2023

Major Research Project

On
“A Study of Factors Affecting the Work-Life Balance of
Employees
In Madhya Pradesh Region”

Research Guide: Research Scholars:

Prof. Dimple Shukhija Mitali Bindal

Principal External Examiner

Date:
 DECLARATION

I hereby declare that the Project Work entitled “A Study of Factors Affecting the Work-Life
Balance of Employees in Madhya Pradesh Region”, has been carried out by me under the
guidance of Prof. Dimple Shukhija, at Indore Institute of Management and Research, Indore.
The research work is original and has not violated any of plagiarism norms.

I also declare that this Project has not been submitted to any University/ Institute for the award
of any Degree/Diploma.

Place: Indore
Date: Mitali Bindal
 CERTIFICATE

This is to certify that the Project Work entitled “A Study of Factors Affecting the Work-
Life Balance of Employees in Madhya Pradesh Region” has been accomplished by Mitali
Bindal under my guidance and supervision.

This project is being submitted by her as the partial fulfillment of requirements for the award
of Master of Business Administration (MBA) from Indore Institute of Management and
Research, Indore.

This work has not been submitted by her anywhere else for the award of any degree or diploma.
All sources of information and help have been duly mentioned and acknowledged.

Prof. Dimple Shukhija

Assistant Professor
 ACKNOWLEDGEMENT

The most awaited moment of successful completion of endeavor is always a result of persons
involved explicitly or implicitly there in. It is impossible without the help and guidance of the
people around to carry on this research work. I take the opportunity to express my sincere
gratitude to each and every person who gave me the guidance and help for preparing the report.

I take this opportunity to thank Dr. Rishi Dubey, Principal, Indore Institute of Management
and Research for providing me an opportunity to work for this research.

I am also desirous of placing on record profound indebtedness to Prof. Dimple Shukhija and
all the members of faculty of Indore Institute of Management and Research, Indore, for the
valuable advice, guidance, precious time and support that they offered.

Last but not the least; I would also like to thank all the respondents for giving me their precious
time and relevant information.

My strength and inspiration are the blessings of my parents and my friends. I owe all my
success and achievements to them.

Mitali Bindal
 TABLE OF CONTENTS

Chapter No. Contents Page No.

1. Introduction 1-8

2. Review of Literature 9-12

3. Rationale of the Study 13-14

4. Objectives of the Study 15-16

5. Hypothesis of the Study 17-18

6. Research Methodology 19-21

7. Analysis & Interpretation Of Results 22-49

8. Findings 50-51

9. Suggestions 52-53

10. Conclusion 54-55

11. References 56-57

12. Appendices 58-63

 Chapter 1
INTRODUCTION

Page 1
 INTRODUCTION

In organizations and on the home front, the challenge of work/life balance is rising to the top of many employers’ and
employees’ consciousness. In today’s fast- paced society, human resource professionals seek options to
positively affect the bottom line of their companies, improve employee morale, retain employees with valuable
company knowledge, and keep pace with workplace trends. This article provides human resource professional
with an historical perspective, data and possible solutions for organizations and employees alike to work-life
balance.

Three factors global competition, personal lives, family values, and an aging workforce present challenges that
exacerbate work-life balance. This article offers the perspective that human resource professionals can assist
their companies to capitalize on these factors by using work-life initiatives to gain a competitive advantage in
the marketplace.
Work-family: a term more frequently used in the past than today. The current trend is to use titles that include
the phrase work-life, giving a broader work-life connotation or labeling referring to specific areas of support
(e.g., quality of life, flexible work options, life balance, etc.)
In the fast-moving life, there are many pressures that new-age couples have to deal with- running a home,
doing daily chores like cooking/cleaning, raising children and handle the tight deadlines at work. The changing
economic conditions and social demands have changed the nature of work throughout the world. Originally,
work was a matter of necessity and survival.

Throughout the years, the role of "work" has evolved and the composition of the workforce has changed.
Today, work is widely viewed as a source of personal satisfaction. A good balance in work and life can play
a phenomenal role in the attainment of personal and professional goals.

By definition work-life balance is about people having measure of control over when, where and how they
work. There is a view that work-life balance only in the framework of what the company does for the
individual. The core of work-life balance could also be summed as achievement with enjoyment. If an
individual goes on working his or her best at work place but not really enjoying the same, then happiness and
satisfaction can never be achieved. Achievement can be viewed as motive of life while enjoyment is the fuel
that drives that motive. While we strike a work-life balance, we are not merely balancing our profession and
family, we are also balancing our mental and statusquo and thereby balancing our emotional intelligence,
which is the worldly ability to manage you and to handle others.

Organizations can help facilitate work-life balance for their employees through work-life programs and

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training. Achievement and enjoyment at work is a critical part of work-life balance. Furthermore, achievement
and enjoyment in the other three quadrants of one's life (e.g., family, friends and self) is critical as well.
Work cultures have often demanded a transformation from inflexibility to flexibility.

With globalization becoming the norm of the day, these issues seem to have taken a back seat for quite a
while. Work-life 'imbalance' has over a period of time attracted concern because of increasing problems
related to employee health, monotony at work place, declining levels of productivity and efficiency at the
employee level. The imbalance also has a negative impact in the personal life of working people, some of
which have even become social hazards like increasing number of divorces, infertility due high stress levels,
advent of nuclear families etc. Professionals today seem to be more interested in jobs that give them increased
flexibility at work. Working people have different needs at different stages of their working life. As a result,
people strive for balance in their working hours and their personal commitments. Work-life balance has now
become a sensitive issue because it offers obvious benefits to organizations and its employees.

Successfully addressing this issue can lead to a healthy synergy in the working environment of an organization
and its employees. Organizations can look forward to a phenomenal increase in efficiency and working hours
and their personal commitments.

Work–life balance:
Work-life balance is a concept including proper prioritizing between "work" (career and ambition) and
"lifestyle" (health, pleasure, leisure, family and spiritual development/meditation). It describes the relationship
between an individual’s work and the commitment in the rest of his or her life and how they impact on one
another. It has some characteristics that, it does not mean an equal balance and it varies in different situations:
If we want to try to make an equal hour for working life and personal life, it is not possible. Besides, work-life
balance varies from time to time and person to person. For today, which balance is right, for tomorrow the balance
might be different. For example, when an individual is single, his work-life balance will be totally different
when he will get married. On the other side, as each human are different from another, their lives, their priorities
are also different. So, work-life balance is different for each person. Work-life balance is the interaction

between the work and the other activities that includes family, community, leisure and personal development.
It is about the right or the balanced combination of the individual’s participation in the work and other aspects of

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their life and this combination doesn’t remain the same it can be changed over the time. Work-life balance is
where the tensions between the work-life and personal life is minimized by having a proper policies, systems,
supportive management and provisions at work place and a good relation in personal life. Performance and the
job satisfaction of the employees are said to be affected by the work-life balance. Work-life balance of the
employees helps in reducing the stress level at work and increases the job satisfaction.

Work-life balance is very important for an individual. If he or she cannot create a healthy balance between
working life and personal life, there might be happen a conflict. Some risks of an unhealthy balance are given
below:

Poor health: A worker who works long hours without taking relax time may suffer from diseases as far as he
or she may live an unhealthy life. As they are unhealthy, there may happen a lot of absenteeism of workers.

Poor performance: When an individual takes too much responsibility, it can be easily predicted that, his or her
performance will be low quality. So, the company might lose its productivity and the individual can loses his or
her job.

Financial problem: As the company loses its productivity and the workers are unhealthy, the company may
suffer from financial problem. On the other side, when the individual loses his job, he faces a lot of financial
problems.

Hampering personal life: When an individual does not balance properly in the work-life balance, his personal
life hampers a lot. Because, sometimes it can be happened that, he cannot attend family programs or cannot
give much time to his family. So that, a distance can be created that hampers the individual’s personal life.

If the individual can create a healthy work-life balance, he or she may get benefits which are given below:
Fulfillment: Those who can create a healthy work-life balance, their sense of fulfillment at work and personal
life may improve.

Health: As, in a right work-life balance, workers do not have to perform task over hour to hour and they get
maximum break, so that, the risk of their health diseases may decrease.

Productivity increase: Right work balance keeps the individual away from an unhealthy life and decreases
the rate of absenteeism, employee turnover etc. So that, the productivity of the company may increase.

So, it is important for an individual to create a healthy work-life balance to avoid the conflicts between work-

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life and personal life

Companies have realized the importance of the work-life balance with respect tothe productivity and the
creativity of the employees. Employers offer a different program such as flexible hours, shifts, team outing,
day care centers, health care centers, etc. to motivate the employees to work efficiently.
Employees feel motivated and become loyal and committed towards the organization as it puts an extra effort
to provide a healthy balance between workand life.
Organizations face many challenges in implementing the policies on Work-life balance as employees today
are not just lookout for a job but they also want the organization to take of their well- being.

As work-life balance is a combination of interactions among different areas of one’s life, the advantages and
disadvantages associated with that balance/imbalance can affect multiple levels of society. The disadvantages
associated with work-life imbalances are numerous and impact both employer and employees.

An imbalanced work-life affects work (productivity of both individuals and organization), family and society
and can induce stress or other mental problems in individual. Therefore, it is important for both organization and
employees to maintain work-life balance. The ultimate benefits of work-life balance can be enjoyed by employees and
organization. It is an important concept in the world of business as it helps to motivate the employees and
increases their loyalty towards the company. The relevance and importance of work-life balance increases with
the growing influence and interference of technology.
Today’s workers have many competing responsibilities such as work, children, housework, volunteering,
spouse and elderly parent care and this places stress on individuals, families and the communities in which they
reside. Work-life conflict is a serious problem that impacts workers, their employers and communities.
It seems that this problem is increasing over time due to high female labor force participation rates, increasing
numbers of single parent families, the predominance of the dual-earner family and emerging trends such as
elder care.
Organizations can look forward to a phenomenal increase in efficiency and as anideal place to work in a place
that endows greater volition (flexi-timings etc.) and freedom; and a place that is fun to work in.

Need and Benefits of Work-life Balance:

To understand the need of work-life balance, one first needs to understand about work-life imbalance, as with
the understanding of the origin, causes and effects of this imbalance, the balancing act becomes easier. The
corporate world of today is exceedingly demanding. The work culture varies from organization to
organization. Today the deadlines are getting tighter and an individual's job is not only to match that deadline
but also to give quality output. Due to this work pressure, it becomes exceedingly difficult to maintain a family
life. It becomes very difficult to have the engagement of mind with the engagement of body. In every

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individual's life there are four stakeholders - own personality, job, family and society. It is very important to
give equal importance to all the stakeholders. A person who is a workaholic and does not enjoy his family life
cannot be termed a successful person. When a life encounters such imbalance then the peace and harmony of
life vanishes and there is an adverse effect of it on the work-life too. To avoid such situation, one should
always try to avoid this imbalance in life. The transition from work-life imbalance to work-life balance has
obvious benefits to an organization and its employees.

Roles and Responsibilities:

Organizations are becoming more and more demanding in terms of output. The businesses are being operated
in terms of volume and not in terms of values. This disturbs the balance between work and life in employees'
lives. The organizations are too exacting in their demands and because of the very high competition, they are
able to dictate terms upon the individuals. As the organizations are basically the profit drivenentities they are
rarely bothered about the personal life and work-satisfaction issues ofthe employees. Thus, they are least
concerned at their level with work-life satisfaction. Organizations have the work force in plenitude and as far as
the people are ready to work as three people instead of one, they don't bother about the consequences the
employees may face with this stressful work atmosphere. Individuals are equally responsible for creating
work-life imbalance, as the silence adopted by the individuals is a major factor responsible for work-life
imbalance. As people do not raise their voice against the unfairamount of work delegated upon them, they land
up with unfair amount of work for themselves. Due to 'high ambitions' of the individuals they put themselves
under much more pressure than they can handle. People tend to escape from making decisions and from taking
stands. Work-life imbalance is creating a different kind of lifestyle. People are having different professional and
personal goals, which are often contradictory, and this is ultimately bringing imbalance in their lives.

Why Work-Life Balance so Important?

Over the past few decades, there has been substantial increase in work which is felt due to a very stiff
competition in global markets and ever-increasing pressure and demands from the organizations that expects
more and more from their employees yet offers a very little security and compensations in return. For many
employees today including both male and female their lives are becoming more complex and difficult with an
increased burden of family and other personal responsibilities and interests. Therefore, in an effort to retain
employees and maximize their performance, it is increasingly important for organizations to recognize this
balance.

This increased pressure has affected the life of worker at an organization in many ways.It is not only harming the
social norms but also causing many physical and psychological diseases such as heart problem, weak immune
system, stiff muscles, exhaustion and jumpiness etc. Increased working hours means there will be very less

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time to be spend with family and community. If an employee is not mentally satisfied or balanced, he will not be able
to perform his duties with due diligence and care.
Now, however, things have taken altogether a different turn. Employee’s quality of work - life is becoming a burning
issue all over the world. For a growing number of employers, human resource challenges are their biggest
concern.

Leading employers are recognizing that positive work-life outcomes for employees — from achieving work-
life balance to the satisfactions of challenging work and career development — are key ingredients of a
successful business strategy. In practice, improving the quality of work-life remains a tough challenge.
Naturally, many managers see the important links between the quality of work-life and organizational
performance. Yet they face barriers to progress. So, it is necessary to update the case for taking action into
improve the quality of jobs and work environments.

A happy and well-balanced employee will not only perform his daily operation with utmost care but will also
be able to avoid different complex social problems. Work-life programs will not only help to boost employee’s
morale, reduce absenteeism, preventing the outflow of valuable information of the organization in difficult
economic situations but will also reduce the cost and affect the overall performance of the company. It is very
important for the human resource professional to understand the critical issues of work-life balance. Be it
employees whose family members and/or friends are called to serve their country, mothers who are trying
to raise their children and make a living.

Importance of Work-Life Balance from the Perspective of Employer:

A balanced culture/environment in any organization will not only be helpful for employees in different ways
but it will also provide many tangible benefits to the business. Implementing work-life balance provides an
excellent opportunity to consult with staff to review the job design and develop innovative and supportive
work practices. This sort of consultation will ensure the needs of individuals are met and a more agile
workplace is achieved. It will also lead to a greater level of employee commitment to the success of the
business. By minimizing the employee’s turnover in organization, you will not only boost your repute as a good
employer but it will also help to achieve the quality standard of products out prevent the outflow of valuable
inside information to other organizations because if a skilled worker will leave the organization, it will take a
hell lot of time and money to replace him with some other suitable person.

Importance of Work-Life Balance from the Perspective of Employee:

For human being, home is a shadow of heaven on the earth where he goes and take rest but due to imbalance

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structure between work and life it has become an additional place of work with plenty of office tasks and
assignment. Any human being will be able to perform his duties and tasks deliberately only when he/she has
a right balance in between his/her official and personal life.

A balanced happy employee is more likely to perform better at work and can provide many tangible benefits for
a business. There are new ways to make work ‘work’ that benefit both employers and employees. In fact, research
shows that flexibility is a critical component of workplace effectiveness and that employees who work in
flexible and effective work places are more likely to:

 Be engaged in their jobs and committed to helping the company succeed.

 Plan on staying with their employers.
 Be satisfied with their job, which translates to good customer service.
 Exhibit better mental health and well-being.

Causes of Work-life Balance

There are three moderators that are correlated with work-life imbalance: Gender, time spent at work, and family
characteristics. Gender differences could lead to a work-life imbalance due to the distinct perception of role
identity. It has been demonstrated that men prioritize their work duties over their family duties to provide
financial support for their families, whereas women prioritize their family life.

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

Family characteristics include single employers, married or cohabiting employers, parent employers, and dual-
earning parents. Parents who are employed experience reduced family satisfaction due to their family duties
or requirements. This is due to the fact that they are unable to successfully complete these family duties. In
addition, parent workers value family-oriented activities; thus, working long hours reduces their ability to fulfill
this identity, and, in return, reduces family satisfaction. As for the married and/or dual-earning couples, it seems
that "not only require more time and effort at home but also are a resource for individuals to draw from, both
instrumentally through higher income and emotionally through increased empathy and support."

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 Chapter 2
REVIEW OF LITERATURE

Page 9
 REVIEW OF LITERATURE

Sarah Holly and Alwen Mennen (2012) in their study titled “Impact of working hours on Work-life balance” their main
objective was to examine the influence of the working hours of the employees on their satisfaction on the job.

Fatima et.al (2012) factors affecting work-life Balance are partner support, colleague support and job
resources are positively associated with the work-life balance whereas unfair criticism at job is negatively
associated with work-life balance. The study reveals that with reference to partner support male employees are
more satisfied with work-lifebalance as compared to females. It is found that female employees felt more
work-life strain due to child care responsibilities, and it is further noticed that elder dependency isdoubling the
burden of women than men.

Tariq (2012) studied the considerable knowledge related to the theory and practices of Work-life balance
from extensive meta-analysis of literature found that work-life balance is both important for the organization
and for its employee’s particularly in current dynamic organizational scenarios. It helps the organization to
improve productivity, efficiency, competitiveness, morale and hence gain a competitive edge. Similarly,
employees are benefited from work-life balance initiatives through increased motivation to work, enhanced
satisfaction, empowerment and ultimately more commitment to the organization.

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

Santhi and Sundar (2012) in their study of work-life balance of women employees in IT21 industry analyzed
that program implemented by IT firms of Chennai satisfy different categories of employees differently. Data
were collected from 350 women employees working in various IT companies. The study measured the
satisfaction levels of the respondents across various work-life balancing parameter. 55% of the employees were
highly satisfied with the current work-life initiatives.

R Boral and S Bhargava (2011) in their research titled “HR interventions for Work-life balance” quotes that
work-life balance is the concern for both research scholars and the business leaders in the view of
technological, demographic and organizational changes related to it. They have explained about the challenges
that the HR managers face while effectively implementing the policy in their organization. They suggest that
the organizations must implement Work-life balance policies and incorporate the organizational culture that
ensures employee commitment and productivity.

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Chawla and Sondhi (2011) in their survey conducted among teachers and BPO women professionals revealed that
job autonomy and organizational commitment are in positive relation with work-life balance. The study indicated
that the more proactive schools/BPO companies which value the contribution of a committed and contributing
human resource will need to provide more autonomy to sustain their employee’s work-life balance. While
work load and work family conflict indicated negative relation with work-life balance.

Murphy &Doherty (2011) revealed that it is not possible to measure work-life balance in an absolute way,
because personal circumstances influence the way this is perceived.Long hours and presenters form “part of
job” when accepting a role at higher level. However, modern technology has helped this to some extent by
allowing senior managers to be accessible instead of having to be present in office.

Peter (2009) in his study on “Work-life balance and subjective well-being” explains about the work-life
balance and the well-being of the employees. In this research, the hypothesis that was tested is the sufficient
amount of time available increases the well- being of the employees as it helps in satisfying personal needs.
The finding in this research was that the perceived sufficiency of time available for personal life and works tells
the level of well-being only if the individual’s needs are fulfilled in the given time.

Rebecca (2009) quotes in “Work-life balance - Men and Women” that women and men have a different
perception generally on balance the work and life. She says that women devote more time on her family and the
men spend more time pursuing his personal interests. She also quotes that balance is not only about dividing
the time spent on work and personal life, but also establishing harmony that reflects on the individuals’
priorities.

Mohammad Niaz (2008) in his research titled “Work-life balance practices and gender gap in job satisfaction”
examines the role of the work-life balance practices by explaining the paradox of the contented women worker”. In his
research he finds out that woman reports higher levels of job satisfaction than that of men. The main finding is
that WLB is the important determinant of the intrinsic extrinsic, aspects of job satisfaction.

Albertsenet.al (2008) studied the relationship between work hours and work-life balance and found a strong
association between larger numbers of work hours and lower levels of work-life balance amongst women. For
men, the results were less conclusive, while for gender-mixed groups, an association between overtime work
and lower levels of work-life balance was strongly supported. It was found that nonstandard work hours had
a negative influence on work-life balance and some evidence suggested that it had a negative influence on
children’s well-being and on marital satisfaction.

Dessler (2006), unlike many men, women must also make the ‘Career versus family’ decision since the
responsibilities of raising the children and managing the household still fall disproportionately on women.
Balancing work and family life becomes a challenge for women.

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Bradley.Let.al (2006) revealed factors influencing work-life balance from management perspective like
negotiated time off for personal reasons, ad-hoc arrangements for dealing with emergencies are key strategy
for employee engagement, satisfaction, and commitment and achieving work-life balance.

Hymans &Summers (2004) found major problems associated with practical implementation of work-life balance
i.e., unevenness of adoption across different sectors and organizations, lack of formalization of policies at
organization level, restricted employee’s voice, primary focus on business needs than on employees, no
evidence of reduction in working hours, tangible and intangible work interruptions into domestic life. Finally,
domestic responsibilities are still conducted primarily by women irrespective of their employment status.

Jane et.al (2004) have explored relationships between work-life balance, work non- work conflict, hours
worked and organizational commitment concluded that, although graduates seek work/life balance, their
concern for career success draws them into a situation where they work increasingly long hours and experience
an increasingly unsatisfactory relationship between home and work.

Varuhas.J.et.al (2003) analyzed that the most significant factor affecting work/family balance appears to be
organizational culture of firm. In general, if organizational culture is not in fact family friendly measures will
have little effect.

From the above studies, it has been found that measurement of work-life balance and implementation of work-
life balance policies is required in meeting the needs and desires of individuals in profession as well as
personal life.

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 CHAPTER 3
RATIONALE OF THE STUDY

Page 13
 RATIONALE OF STUDY

Work and life are two most important priority of any person and problems arise when there is an imbalance
between these two. If work and life is not properly balanced it can adversely affect each other and can increase
job dissatisfaction, affect family relations, stress related diseases and also productivity of the firm. The study
can help the organization in improving the work-life balance of employees and thereby advance their overall
performance and production. When the firm takes more care about the work-life balance of the employees,
they may improve their performance and thus the profit of the firm increases. Also, the employees can
understand more about the importance of balance between work and lifestyle. Therefore, it is important to
have a research study on work-life balance of employees.

Work-life balance is one of the key factors for the employees to achieve success. Organizations have devised
various plans, policies, programs to help their employees to achieve the balance between their work
commitments and family responsibilities. Work - life balance is considered to be important for both, business
practice and academic research. The literature will show that work-life balance is a central issue affecting
wellbeing, as family and work are the most important elements of everyone’s life. Any competing demands
of work and family life cause conflict and negatively affect the wellbeing of workers. This study will be
focused on assessing the impact of work- life balance determined by work-family conflict and family work
conflict on the wellbeing of individuals employed in India. Wellbeing was measured by levels of family
satisfaction, work satisfaction and psychological distress. Certain policies are statutory while others are
voluntarily implemented. The effectiveness of them depends on the extent of usage to the employees to
achieve work-life balance.

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 CHAPTER 4
OBJECTIVES OF THE STUDY

Page 15
 OBJECTIVES

The objectives for this study are:

 To know the relationship between employee’s job and its impact on employee’s personal life.
 To analyze the factors affecting work-life balance and productivity.

 To evaluate how work affect the family life and productivity.

 To study the relationship between work-life balance and various demographic variables.

 To study the influence of work-life balance on the family life of the employees

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 CHAPTER 5
HYPOTHESIS OF THE STUDY

Page 17
 HYPOTHESIS

H0: – There is no relationship between the employee’s job and its impact on employee’s life.

H1: - There is a relationship between the employee’s job and its impact on employee’s personal life.

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 CHAPTER 6
RESEARCH METHODOLOGY

Page 19
6.1 Research methodology
The research methodology of the present study which include Sample design,sources of data collection that
had been adopted.

6.2 Research Design

A research design is the comprehensive blueprint 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.

6.3 Sampling
This refers to the number of items to be selected from the universe to constitute a sample. This a major problem
before a researcher. The size of sample should neither be excessively large, nor too small. It should be optimum.
An optimum sample is one which fulfills the requirements of efficiency,representativeness, reliability and
flexibility.
While deciding the size of sample, researcher must determine the desired precision as also an acceptable
confidence level for the estimate. The size of population variance needs to be considered as in case of larger
variance usually a bigger sample is needed.The size of population must be kept in view for this also limits the
sample size. The parameters of interest in a research study must be kept in view, while deciding the size of the
sample.
The whole number of sample unit on which survey is conducted is known as sample size. In this survey the sample
size is 85 employees.

6.4 Sources of Data

 Primary data: The data will be collected directly from the Respondents with the help of structured
questionnaire for the first time and which are original in nature.

 Secondary data: These are those data which will be obtained in directly from sources such as books, journals,
articles, newspapers and websites of online service etc.

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6.5 Appropriate Statistical Tool for Analysis Structured Questionnaire

In this research the tool used for data collection is questionnaire. This method of data collection is quite
popular, particularly in case of big enquiries. Well–Structured questionnaire will be used to collect primary
data directly from respondent A questionnaire consists of a number of questions printed or typed in a definite
order on a form or set of forms. The questionnaire is mailed to respondents who are expected to read and
understand the questions and mark down the reply in the space meant for the purpose in the questionnaire itself.
The respondents have to answer the questions on their own.

6.6 Appropriate Statistical Tool for Analysis

Tabulation and classification of data

The data which will be collect through questionnaire tabulated and classified for better interpretation and easy
to analyze.

Graphs, diagrams and Percentage

The classified data will be represented graphically with the help of diagrams and percentages.

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 Chapter 7
ANALYSIS & INTERPRETATION
OF RESULTS

Page 22
 ANALYSIS OF QUESTIONNAIRE

ATTRIBUTES RESPONSES

Male 49.4%

Female 50.6%

Prefer not to say 0

INTERPRETATION:

From the above table we can observe that 49.4% respondents are Male and 50.6% respondentsare Female.

Page 23
 ATTRIBUTES RESPONSES

18 - 25 62.4%

26 - 30 10.6%

31 - 50 21.2%

Above 5.8%

INTERPRETATION:

From the above table we can observe, 62.4% is within the age group of 18 to 25 years, 10.6% of the respondents
within 26-30. Supplement to the above, respondents above 30 years of age is 27%

Page 24
 ATTRIBUTES RESPONSES

Intermediate 15.3%

Graduate 34.1%

Post Graduate 29.4%

Higher Degree 21.2%

INTERPRETATION:

From the above table we can observe the education of respondents, 15.3% respondents are intermediate,
34.1% respondents are graduated, 29.4% respondents are Post Graduated and 21.2% of respondents are in
Higher Degree.

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 ATTRIBUTES RESPONSES

Married 31.8%

Unmarried 68.2%

INTERPRETATION:

From the above table we can observe, 31.8% respondents are married and 68.2% respondents are Unmarried.

Page 26
 ATTRIBUTES RESPONSES

Below 50,000 56.5%

50,000 – 100,000 18.8%

100,000– 1,50,000 14.1%

Above 150000 10.6%

INTERPRETATION:

From the above table we can observe, 56.5% respondent have below 50000 income per month, 18.8%
respondents have 50000 – 100000 income, 14.1% respondent have 100000 - 150000 and 10.6% respondent
have 150000 above income per month.

Page 27
 ATTRIBUTES RESPONSES

Private 57.6%

Government 16.5%

Business 25.9%

INTERPRETATION:

From the above table we can observe, 57.6% respondents are work in Private Sector, 16.5% respondents are
work in Government sector, 25.9% respondents are doing Business.

Page 28
 ATTRIBUTES RESPONSES

0-5 Years 69.4%

5-10 Years 11.8%

10 – 15 Years 11.8%

More than 15 years 7.1%

INTERPRETATION:

From the above table we can observe, respondents are in organization 69.4% for 0 -5 years, 11.8% for 5 -10
years, 11.8% for 10 -15 years and 7.1% for more than 15 years.

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 ATTRIBUTES RESPONSES

Always 29.4%
Sometimes 37.6%
Rarely 12.9%

Never 20%

INTERPRETATION:

From the above table we can observe, 12.9% respondents are Rarely work in shifts , 20% respondents Never
work in shifts, 37.6% respondents Sometimes work in shifts and 29.4% of the respondents Always works in
shifts.

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 ATTRIBUTES RESPONSES

Yes 50.6%

No 36.5%

Sometimes 12.9%

INTERPRETATION:

From the above table we can observe, 12.9% respondents sometimes work more than 5 days in aweek, 50.6%
respondents always work more than 5 days in a week, and 36.5% respondents never work more than 5 days
in a week.

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 ATTRIBUTES RESPONSES

Yes 13%

No 28%

Sometimes 59%

INTERPRETATION:

From the above table we can observe, 59% respondents feels that Sometimes they are not able to balance their
work-life, 28% respondents feels that they are not able to balance their work-life and 13% respondents feels
that they are able to balance their work-life.

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 ATTRIBUTES RESPONSES

Yes 43.5%

No 40%

Sometimes 16.5%

INTERPRETATION:

From the above table we can observe, 16.5% respondents sometimes work more than 8 hours ina day, 43.5%
respondents work more than 8 hours in a day, 40% respondents are not work more than 8 hours in a day.

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 ATTRIBUTES RESPONSES

Yes 28.2%

No 35.3%

Sometimes 36.5%

INTERPRETATION:

From the above table we can observe, 36.5% respondents sometimes feel tried because of work, 35.3%
respondents don’t feel tried because of work and 28.2% respondents feel tried because of work.

Page 34
 ATTRIBUTES RESPONSES

Always 17.6%

Sometimes 42.4%

Rarely 22.4%

Never 17.6%

INTERPRETATION:

From the above table we can observe, 42.4% respondents feels that Sometimes they are unable to spend time
with their family, 22.4% respondents Rarely feels that they are unable to spend time with their family, 17.6%
respondents Always feels that they are unable to spend time withtheir family, 17.6%, respondents feels that
they are able to spend time with their family.

Page 35
 ATTRIBUTES RESPONSES

Strongly Agree 20%

Agree 25.9%

Neutral 35.3%

StronglyDisagree 8.2%

Disagree 10.6%

INTERPRETATION:

From the above table we can observe, 25.9% respondents Agree with leave policy of the company, 20%
respondents Strongly Agree with leave policy of the company, 10.6% respondents Disagree with leave policy
of the company and 8.2% respondents Strongly Disagree with leave policy of the company.

Page 36
 ATTRIBUTES RESPONSES

Yes 72.9%

No 27.1%

INTERPRETATION:

From the above table we can observe, 72.9% respondents are satisfied with the working hours of the
organization and 27.1% respondents doesn’t satisfy with the working hours of the organization.

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 ATTRIBUTES RESPONSES

Never think aboutwork 32.9%

Sometimes 38.8%

Often 14.1%

Always 14.1%

INTERPRETATION:

From the above table we can observe, 38.8% respondents sometimes think or worry about work (when they
are not actually at work or traveling to work), 14.1% respondents often think or worry about work, 32.9%
respondents never think or worry about work and 14.1% respondents always think or worry about work.

Page 38
 ATTRIBUTES RESPONSES

Yes 71.8%

No 28.2%

INTERPRETATION:

From the above table we can observe, 71.8% respondents agree that the organization take initiatives to manage
work-life of its employees and 28.2% respondents doesn’t agree with that the organization take initiatives
to manage work-life of its employees.

Page 39
 ATTRIBUTES RESPONSES

Have HighPressure 11.8%

Have SomePressure 41.2%

Don’t Have HighPressure 42.4%

None of the above 3.7%

INTERPRETATION:

From the above table we can observe, 11.8% respondents feel they have more pressure of work in the
organization, 41.2% respondents feel the pressure is evenly distributed, 42.4% respondents don’t feel pressure
of work in the organization, 3.7% respondents don’t agree with it.

Page 40
ATTRIBUTES RESPONSES

Yes 75.3%

No 24.7%

INTERPRETATION:

From the above table we can observe, 75.3% respondents feel they are able to balance your work-life due to
work-life management policy of the company. 24.7% don’t feel they are able to balance your work-life due
to work-life management policy of the company.

Page 41
 ATTRIBUTES RESPONSES

Strongly Agree 21.2%

Agree 28.2%

Neutral 29.4%

Strongly Disagree 4.7%

Disagree 16.5%

INTERPRETATION:

From the above table we can observe, 28.2% respondents agree with flexible working hours, 21.2%
respondents strongly agree with flexible working hours, 16.5% respondents disagree with flexible working
hours and 4.7% respondents strongly disagree with flexible working hours.

Page 42
 ATTRIBUTES RESPONSES

Strongly Agree 22.4%

Agree 22.4%

Neutral 35.3%

Strongly Disagree 5.9%

Disagree 14.1%

INTERPRETATION:

From the above table we can observe, 22.4% respondents agree with Holidays/paid time-of, 22.4%
respondents strongly agree with Holidays/paid time-off, 14.1% respondents disagree with Holidays/paid
time-off and 5.9% respondents strongly disagree with Holidays/paid time-off.

Page 43
 ATTRIBUTES RESPONSES

Strongly Agree 15.3%

Agree 24.7%

Neutral 42.4%

Strongly Disagree 3.5%

Disagree 14.1%

INTERPRETATION:

From the above table we can observe, 24.7% respondents agree with Career Breaks, 15.3% respondents
strongly agree with Career Breaks, 14.1% respondents disagree with Career Breaks, and 3.5% respondents
strongly disagree with Career Breaks.

Page 44
 ATTRIBUTES RESPONSES

Strongly Agree 23.5%

Agree 18.8%

Neutral 32.9%

Strongly Disagree 15.3%

Disagree 9.4%

INTERPRETATION:

From the above table we can observe, 18.8% respondents agree with Health Programme, 23.5%respondents
strongly agree with Health Programme, 9.4% respondents disagree with Health Programme, and 15.3%
respondents strongly disagree with Health Programme.

Page 45
 ATTRIBUTES RESPONSES

Strongly Agree 23.5%

Agree 18.8%

Neutral 35.3%

Strongly Disagree 4.7%

Disagree 17.6%

INTERPRETATION:

From the above table we can observe, 18.8% respondents agree with current work-life balance, 23.5%
respondents strongly agree with work-life balance, 17.6% respondents disagree with work-life balance, and
4.7% respondents strongly disagree with work-life balance.

Page 46
 ATTRIBUTES RESPONSES

Very Often 36.5%

Sometimes 28.2%

Mostly 15.3%

Never 20%

INTERPRETATION:

From the above table we can observe, the respondents work on the weekends/vacations are 28.2% do
Sometimes, 36.5% respondents do very often, 15.3% respondents do mostly, 20%, respondents never do.

Page 47
 TESTING OF HYPOTHESIS

Hypothesis

Ho: The respondent is not satisfied with the current work-life balance

H1: The respondent is satisfied with the current work-life balance

Highly Satisfied Neutral Dissatisfied Highly Total

Satisfied Dissatisfied
Female 9 7 14 7 1 38

Male 11 9 16 8 3 47

Total 20 16 30 15 4 85

Observed value (O) Expected value (E) (O-E)² (O-E)²/E

9 8.94 0.00036 0.0004

7 7.15 0.0225 0.0031

14 13.41 0.3481 0.0259

7 6.70 0.09 0.0134

1 1.78 0.6084 0.3417

11 11.05 0.0025 0.0022

9 8.84 0.0256 0.0028

16 16.58 0.3364 0.0202

8 8.29 0.0841 0.0101

3 2.21 0.6241 0.2823

Total 0.7021

Page 48
 Result

Test Level of Degree Of Calculated Table Result

Statistic Significance Freedom Value Value

5% 4 0.7021 9.488 Accept

Decision:

Since the calculated value is less than the tabulated value

We accept the null hypothesis (Ho) and reject the alternative hypothesis (H1).
Therefore, the respondents are not satisfied with current work-life balance.

Note:

O = Observed value

E = Expected value

E = Column total * Row total / Grand total

Degree of Freedom = (Number of rows – 1) (Number of columns – 1)

= (2-1) (5-1)

= (1*4)

=4

Page 49
 Chapter 8
FINDINGS OF THE STUDY

Page 50
 FINDINGS

 From the test conducted we came to know that the employee’s job has an impact on their personal life.
Majority (71.8%) of the employees agree that they get support and help from their immediate supervisor
or the manager.

 From this study we can infer that the factors like overtime, travelling to work, meetings and training after
the working hours impact the work-life balance of the employees.

 Majority of the employees feel that the flexible finishing time in the organization helps them to balance
their work-life effectively.

 Majority (75.3%) of the employees at feel that the policy on work-life balance provided by the organization
is indifferent.

 Employees agree that the organization gives an opportunity for the employee’s family members to
participate in the company’s celebrations or other activity which is a good sign as the employees feel good
about the organization as well as their family members which helps in building good relationships.

 It is seen from the analysis that majority of the employees feel happy about the time they spend at the work
place daily.

Page 51
 Chapter 9
SUGGESTIONS

Page 52
 SUGGESTIONS

 From the analysis of the reports through questionnaire survey it is seen that the organization have realized
the need for work-life balance of employees and offers the policy and programs that concentrates on the
growth of the employees and that is family friendly.

 Since, balancing of work and family roles is one of the key issues in the coming years, the organization
should improvise and innovate the ways to cater the employees having diverse needs and these should be
the integral to core business but not the optional.

 There should be utmost care taken in taking decisions in adopting and implementing the policies as it
impacts both employee and the organization.

 There must be proper communication made to the employees regarding the company’s policies and must
be encouraged.

 There must be a proper and a flexible time that has to be adopted so that employees doesn’t feel stressed
about the overtime working and they can spend a quality time with their family and they can even make
time to finish their family duties and commitments.

Page 53
 Chapter 10
CONCLUSION

Page 54
 CONCLUSION

 It can be said that Work-life Balance is a very important issue in the Human Resource Management field
and it has a vital impact on the productivity and growth of both the organization and the employee.

 Work-life is all about a measure about controlling on when, where and how they work.

 Many factors are acting as supporting elements for employees to achieve balance between work and
personal life.

 While certain elements like employee’s participation in framing the policies and taking key decisions,
effective communication of organizations policies can be strengthened to make work and personal life of
employees highly balanced.

LIMITATIONS

 Due to time constraints, the size of the sample was restricted. It may not be possible to generalize the
results on the basis of such small sample size.

 The employees hesitate to give some information due to the fear that they will lose the relationship with
the company.

Page 55
 Chapter 11
REFERENCES

Page 56
 REFERENCES

Mohammad Niaz, Journal of Vocational Behavior (2003) – “Relation between workfamily balance and
quality of life.” Page 510- 531

Rebbecca, Journal of Nursing Management (2006) -”A mechanism for improving job satisfaction and work-
life balance.” Page 282 - 288

Peter, Family Relations, Vol. 50, No.1 (Jan2001) Page 49-58

Edwin B Filippo, Personal Management, Mc Graw Hill Publishers, New Delhi, 2000

C B Gupta, Human Resource Management, Sultan Chand & Publishers, New Delhi,2004

C R Kothari, Research Methodology, Whishaw Prakash ani Publication, New Delhi, 2nd
Edition

Russell Clayton, In Search of Work-life Balance.

Page 57
CHAPTER 12
APPENDICES

Page 58
 QUESTIONNAIRE

*Required

Name * _________________

Gender *

 Male
 Female
 Prefer not to say
Age *
 18 - 25
 26 - 30
 31 - 50
 Above 50

Education *

 Intermediate
 Graduate
 Post Graduate
 Higher Degree

Marital Status *
 Married
 Unmarried

Monthly Income *
 Below 50,000
 50,000 - 1,00,000
 1,00,000 - 1,50,000
 Above 1,50,000

Page 59
1. In which sector you work? *
 Private
 Government
 Business
 Other

2. For how many years you are working in the organization? *

 0 - 5 Years
 5 - 10 Years
 10 - 15 Years
 More than 15 Years

3. Do you work in shifts? *

 Always
 Sometimes
 Rarely
 Never

4. Do you normally work more than 5 days in a week? *

 Yes
 No
 Sometimes

5. Do you feel you are not able to balance your work-life? *

 Yes
 No
 Sometimes

6. Do you normally work more than 8 hours in a day? *

 Yes
 No
 Sometimes

Page 60
7. Do you ever feel tired or depressed because of work? *

 Yes

 No

 Sometimes

8. Do you find yourself unable to spend enough time with your family?
 Always
 Sometimes
 Rarely
 Never

9. How do you rate the leave policy of the company? *

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

10. Are you satisfied with the working hours of the organization? *
 Yes
 No

11. How often do you think or worry about work (when you are not actually at work or travelling to work)?
 Never think about work
 Sometimes
 Often
 Always

12. Does the organization take initiatives to manage work-life of its employees? *

 Yes
 No

Page 61
13. Do you have more pressure of work in the organization or it is evenly distributed? *
 Have High Pressure
 Have Some Pressure
 Don't Have Pressure
 None of the above

14. Do you generally feel you are able to balance your work-life due to work-life management policy of
the company? *
 Yes
 No

15. Are you satisfied with flexible working hours: *

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly-Disagree

16. Are you satisfied with Holidays/paid time-off: *

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly-Disagree

17. Are you satisfied with Career break/sabbaticals: *

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

Page 62
18. Are you satisfied with Health programs: *

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

19. Are you satisfied with your current work-life balance? *

 Strongly Agree
 Agree
 Neutral
 Disagree

 Strongly Disagree

20. How often do you work on the weekends/vacations? *

 Sometimes
 Very Often
 Mostly
 Never

Page 63