Blackbook 2020

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Blackbook 2020
bachlor of commerce (University of Mumbai)
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A PROJECT ON
‘‘A STUDY ON WORKLIFE BALANCE WITH SPECIAL REFERENCE TO
MALES OF MUMBAI CITY’’.
A PROJECT SUBMITTED TO THE UNIVERSITY OF MUMBAI FOR
PARTIAL COMPLETION OF THE DEGREE OF DEGREE OF
MASTER IN COMMERCE
UNDER THE FACULTY OF COMMERCE
BY
MISS. SUMAIYA AHMED PATEL
ROLL NO. 45
UNDER THE GUIDANCE OF
Dr. MEGHA KHADEKAR
MASTER OF COMMERCE (PART-2)
MANAGEMENT
SEMESTER – 4
RAJESTHANI SAMMELAN SHRI GHANSHYAMDAS SARAF COLLEGE OF ARTS &
COMMERCE S.V. ROAD, MALAD (WEST), MUMBAI 400 064.
YEAR 2022-2023

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CERTIFICATE
This is to certify that Ms. SUMAIYA PATEL, ROLL NO. 45 DIV A has worked and duty completed
her his Project work for the degree of Master Commerce under the faculty of Commerce in the subject
of MANAGEMENT and her project is entitled, “A STUDY ON WORKLIFE BALANCE WITH
SPECIAL REFFERENCE TO MALES OF MUMBAI CITY” under my supervision.
I further certify that the entire work has been done by the learner under my guidance and that no part of
it has been submitted previously for any Degree or Diploma of any University.
It is her own work and facts reported by her/his personal findings and investigations.
Project : MEGA KHADEKAR
Date :
Principal Signature
External Guide
Date :
College Seal

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Declaration by learner
I the undersigned Miss. Sumaiya Patel here by, declare that the work embodied in this project
work titled ‘‘STUDY ON WORKLIFE BALANCE WITH SPECIAL REFERENCE
TO MALES OF MUMBAI CITY’’ forms my own contribution to the research work carried
out under the guidance of Dr. Megha Khadekar 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
included in the bibliography.
I, here by further declare that all information of this document has been obtained and presented with
academic rules and ethical conduct.
Name and Signature of the learner:
MISS SUMAIYA PATEL

Certified by,
Megha Khadekar

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ACKNOWLEDGEMENT
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
thecompletion of the project.
I take this opportunity to thank University of Mumbai for giving me a chance to do this project.
I would like to thank my Principal, Dr. Jayant Apte for providing the necessary facilities for the
completion of this project.
I take this opportunity to thank our co-ordinator Dr. Megha Khadekar for his moral support and
guidance.
I would also like to express my sincere gratitude towards my project guide
Dr. Megha Khadekar whose guidance and care made the project successful.
I would like to thank my College library, for having provided various reference books and
magazinesrelated 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.

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Table of Content
CHAPTER TOPICS PAGE NO
1. INTRODUCTION
1.1 History Of Work-Life
1.2 Definitions
1.3 Significance
1.4 Measurement
1.5 Causes
1.6 Consequences
1.7 Factors
1.8 Advantages
1.9 Cost
1.10 Men and Work-life
1.11 Stereotypes
2. RESEARCH METHODOLOGY
2.1 Research Design
2.2 Objectives
2.3 Problems Of Study
2.4 Sources Of Data
2.5 Secondary Sources
2.6 Primary Sources
2.7 Reference Period
2.8 Universe Sample

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2.9 Sampling Design
2.10 Sampling Size
2.11 Data Analysis
2.12 Need And Scope
2.13 Limitation of Study
3. REVIEW OF LITERATURE
3.1 Work-life Balance and Economic Changes
3.2 Demographics
3.3 Broader Dimensions
3.4 Work family Conflict
3.5 Consequences
3.6 Well being
4. DATA ANALYSIS AND INTERPRETATION
5. FINDINGS AND SUGGESSTIONS

6. CONCLUSIONS
7. BIBLOGRAPHY
8. ANNEXURE

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CHAPTER 1
INTRODUCTION
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 their life and this combination doesn’t remain
the same it can be changed over the time.
Work-life balance is a concept including proper prioritizing between “work” (career and ambition)
and “lifestyle” (Health, pleasure, leisure, family and spiritual development/meditation)1. Work life
balance is a choice an individual has to make. However, it is the organization that needs to take an
initiative to help the employees. Today, an employee is not looking at their employer just for a job,
also to care for their work life balance and their well being.
Work life balance is where the tensions between the work life and personal life is minimised by having a
proper policies, systems, supportive management and provisions at work place and a good relations in
personal life. Performance and the job satisfaction of the employees are said to be affected by the work

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life balance. Work life balance of the employees helps in reducing the stress level at work and increases
the job satisfaction.
Man is a social animal, needs time for self, family and society to satisfy their various needs. An
individual spends more than eight hours a day in office, remaining is spent in travel to and from office,
and with family and friends. Very little time is available for attending to his/her personal needs or
grooming. In today’s highly competitive environment people are giving more importance to their work,
by working hard, spending more time at the office, learning and adapting to the changing business
environment to stay relevant. The quality of the time spent by people with their family, friends or for
themselves would help the individuals to relax, refocus and perform better in their jobs. This would
automatically benefit the organizations in enhancing the overall organizations performance. Work-life
balance is a concept including proper prioritizing between “work” (career and ambition) and “lifestyle”
(Health, pleasure, leisure, family and spiritual development/meditation)1. This study aim at
understanding the current work – life balance scenario in Pharmaceutical Industry. And the efforts of
organization in improving the work life balance. The descriptive study was carried out in the city of
Bangalore, which has large number of Pharmaceutical Companies. The sample was drawn from these
companies. The study showed that the employees as well as the organizations are able to manage the
work-life balance. Even though there was no empirical evidence to suggest the same. Further research is
required to find out the relation between work-life balance and performance of individuals and the
organizations.
Companies have realised the importance of the work life balance with respect to the productivity and the
creativity of the employees. Employers offer a different programmes such as flexible hours, shifts, team
outing, day care centres, health care centres, etc. to motivate the employees to work efficiently. Employees
feel motivated and become loyal and committed towards the organisation as it puts an extra effort to
provide a healthy balance between work and life. f a company addresses these needs, in addition to
providing better career opportunities, they can be very successful in providing job satisfaction to the
employees. Companies are adopting new means to ensure that their employees get enough time to
enjoy their personal life and spend time with family. It is very essential for the organizations to have
good work-life
Organisations face many challenges in implementing the policies on Work life balance as employees today
are not just look out for a job but they also want the organisation to take of their well being.
Therefore organisations are adopting for new policies where employees can give time to enjoy and spend
time with their family.
Human resource is the most strategic resource and no other resource can be fully utilized to
generate income and wealth of a nation without the active involvement of this resource. It is
pertinent to mention that human resources are primarily responsible for making use of physical
and natural resources and for the transformation of traditional economies into modern and

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industrial economies. In fact, the differences in the levels of economic development of the
countries are largely a reflection of the differences in the quality of their human resources and
their involvement in national building. GinzerBerg points out that the key elements such as
values, attitudes, general orientation and the quality of the people of a country determine its
economic development. However he says that human resources are being wasted through
unemployment, disguised unemployment, obsolescence of skills, and lack of work
opportunities, poor personnel practices and the hurdles of adjusting to change.
Work is central to our lives. It provides us with a sense of achievement, recognition and above
all a means of income to fulfill our basic and material needs. Globalization and rapid
technological changes demand more of workers. This is because the world of work is changing
such as development of new technology, more and more women entering the workforce,
resulting in part, in two-earner families and above all a clash of work and personal life
Work and personal life were once considered to be two separate priorities. But with the changing times
due to globalization and ever-increasing work pressures, maintaining work-life balance has attracted the
attention of the organizations and employees as well. The employees who devote a crucial period of
time of their entire day at work or sometimes work for extended hours, are faced with the challenge of
balancing their personal lives with the demands of their profession.

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The effects of introducing work-life balance practices on employee attitudes and perceptions include job
satisfaction, organizational commitment, job stress and turnover intention. All of these factors, in turn,
affect job performance, direct and indirect absenteeism costs, costs associated with the loss and
replacement of valued employees, customer satisfaction, and organizational productivity; Although the
formal evaluation of work-life practices is often difficult because of the problem of calculating the costs
and benefits of different strategies, some companies have attempted to quantify the outcomes of specific
policies.
1.1 History of Work-Life Balance

In 1986, the term “Work-Life Balance” was first identified, but it’s usage in everyday language was still
sporadic for a certain number of years. Although, interestingly work-life programs existed in early years
such as 1930, but people did not recognize them. Before the Second World War, the W.K. Kellogg
Company created some flexible work hour shifts for their employees who replaced the traditional daily
working hours, and the new shift resulted in increased employee efficiency and morale. In 1977,
Rosabeth Moss Kanter, for the first time in his influential book, Work and Family in the United States:
A Critical Review and Agenda for Research and Policy, raised the issue of Work-Life Balance and
brought it to the forefront of organizations and research. This concept forc
organizations to follow work-family friendly environment. Therefore, in the 1980s and 1990’s, some
organizations began to offer work-life programs who aimed to promote balance work-life. The first
waves of these programs were mainly to support women with children (Brough et al., 2008). Now-a-
days, many work-life programs have been introduced which are less gender specific and identify other
obligations as well as those of family.
1. The Indian ‘difference’:
Values transcend down generations automatically. The Indian are born with some unique genetic traits
and simplicity. Indians are highly exible in the sense they would like to imbibe the changes dictated by
western in uence and yet clearly af rm their belief in traditions. The trait of exibility is added with loyalty
to family and to the organization where they work is a deeply held ideal for almost everyone.
The joint family is an ancient Indian institution, but it has undergone some change in the late twentieth
century. Although several generations living together is the ideal, actual living arrangements vary widely
depending on region, social status, and economic circumstance. Still many Indians live in joint a family,
which brings certain advantage of balancing the work-life. Elders at the home are usually take care of the
young ones which reduces the burden of the parents, sometimes they also have parents earning the
pension through which economic assistance and other bene ts are obtained. Otherwise, clusters of
relatives live very near each other, easily available to respond to the give and take of kinship obligations.
Even when relatives cannot actually live in close proximity, they typically maintain strong bonds of
kinship and attempt to provide each other with economic help, emotional support, and other bene ts.
With the advent of technology and women emancipation there is a trend to mingle free with the western
concepts of dress, belief, work and also get into a secular concept. Indians all over the world are known

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for their high level of tolerance. Their adaptation power is high which has been proved in the international
arena. The ultimate advantage of the Indians is the gift of health and well being through yoga and
meditation.
The above mentioned values like exibility, tolerance, joint family culture and gift of health and yoga are
unique for the Indians. These things impacts the way they balance the work and life. This is evident in the
study carried out by the researcher.
1. Around 80% of the married people, lying between the age group of 31-40 years working in banks
are of opinion that they are able to balance their work life and personal life.
2. Around 72% of the people are of opinion that their working hours are comfortable to work.
3. Around 85% of the have children to look after and their family support their career life.
4. Almost 98% of the people are interested in exible working hours and would like to share the job.
But, no one is interested in part-time working and also do not want career break. All of them
would be very interested to utilize the sources of information and advice on health, housing and
family care.
5. It is very interesting to know that almost 87% of the people feel their job makes them feel too
tired to do the things that need attention at home. Also they feel having a good day on the job
makes them a better companion at home.
6. Around 50% of the people feel that their personal and family worries and problems distract them
when they are at work.
The origin of the term Work-Life Balance took place in early 80's, because of a sharp rise in the number
of working women professionals having children in tender age-groups dependent on them. The demand
for maintaining a work-life balance has risen unprecedentedly among the employees and the
management has also acknowledged its importance in the current scenario. In future, work life balance
will be one of the hot topics of debate in the boardrooms and is going to be a major area of concern for
the management and HR professionals which they will be faced with.
Work-Life balance refers to an effective management or striking a balance between the work which is
remunerated and the personal or social responsibilities which an individual is expected to perform. Work
life can influence organizational productivity and also the well being of the employees in different ways.
Given below are some of the areas in terms of opportunities and concerns on which work life issues can
have an impact:
1. Impact on the Profitability and Growth: Excessive pressure of achieving the profitability and
growth targets builds stress, hampers the overall productivity of the employees and disturbs their
work-life balance. A well planned and implemented work-life balance strategy may greatly ease
the work pressure both on the job and perceived work pressures, which in turn will favourably
propel employee productivity and contribute towards a positive return on investment.
2. Employee Engagement at work and Quality of customer service: An imbalance in the work
and life front will adversely affect the complete engagement of the employees at work and
hamper the quality of services delivered to the customers. On the other hand, the quality of
service will be reliable and consistent, if the employees perceive that their efforts or their
presence is valued by the management and also that the organization is committed to ensuring
both personal and professional success of their employees.

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3. Talent Acquisition strategy and the Challenges related to it: Increase in the composition of
the baby boomers and relatively a young pool of working professionals, have increased their
expectations for a favourable work life culture. They expect that apart from their work
responsibilities they need to attend to the personal/social responsibilities of their life. In the
present scenario, issues with work-life balance is considered to be the prime reasons for a high
rate of employee turnover which definitely is an imposed cost on the organization. Research
reveals that, Johnson & Johnson was able to achieve a reduction in the rate of absenteeism by
almost 50% by introducing flexi-work options and employee welfare policies.
4. Rising cost of Health Care & Medications: Due to a rise in the level of work pressure and
never ending expectations, a major percentage of the employees are faced with lifestyle related
diseases and major health problems. This has become a serious issue of concern for the
organizations because of the mounting cost of health care and drastic reduction in the ratio of
employee productivity. Such concerns have compelled the management to pay importance to
work-life balance priorities and creating a healthier workplace by implementing several
developmental initiatives.
Work-life initiatives is not a choice but an imperative for the management in the present scenario. It is
because, the employees look forward to the support and concern of the management towards their work-
life related issues. HR today, holds the extra responsibility of implementing a gamut of initiatives for
making their organization an attractive place to work for the employees.
1.2 Definitions of Work-Life Balance
Now-a-days, the concept of Work-Life Balance is not new; because of its importance it has been
discussed extensively. It has been conceptualized as an individual’s orientation across various life roles
and inter roles phenomenon. Different scholars have given different views on how they perceive the
concept of WLB. Some of the important definitions are:
(1) Kofodimos has defined it as ‘a satisfying, healthy and productive life that includes work, play and
love, that integrates a range of life activities with attention to self and to personal and spiritual
development, and that expresses a person’s unique wishes, interests, and values’ (Valk & Srinivasan,
2011, p. 40).
(2) Kirchmeyer has viewed Work-Life Balance as ‘achieving satisfying experiences in all life domains,
and to do so require personal resources such as energy, time, and commitment to be well distributed
across domains’ (Greenhaus et al., 2003, p. 512).
(3) Clark views work life balance as ‘satisfaction and good functioning at work and at home with a
minimum of role conflict’ (Greenhaus et al., 2003, p. 512).
(4) ‘Work life balance is the term used to describe the organizational initiatives aimed at enhancing
employee experience of work and non-work domains’ (Darcy et al., 2012, p. 112).
(5) ‘Work life balance is experienced when demands from the domain of work are compatible with

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demands from other domains, e.g. family’ (Pichler, 2008, p. 3). These definitions share number of
common elements for example; all highlights the balance between work and non-work domains and
equality of inputs and outcomes.
On the other hand, work life conflict is ‘a form of inter role conflict in which the demands of work and
family roles are incompatible in some respect so that participation in one role is more difficult because
of participation in the other role’ (Voydanoff, 2004, p. 399). In short, work life conflict is conflict
between work and family responsibilities.
1.3 Significance of Work-Life Balance
Literature has shown that concept of Work-Life Balance is worth for discussion as it aims to create a
balanced work-life. Work life balance is becoming an important issue as people deals with shrinking
workplace and time pressure. Many studies have highlighted that work-life initiatives offer a win-win
situation to both employees and employers and affect business progress and performance in many ways
as improving work life balance practices increase productivity, employee well-being, reduces costs, lead
to improve retention and recruitment and better motivation and morale for employees (Maxwell, 2005).
Various theories have revealed that work life balance policies try to minimize stress and add to a
healthier and safer work environment. Work life balance has been associated with greater employee
commitment, job satisfaction and organizational citizenship behavior and its policies are beneficial for
individuals, their families, physical health, mental health, relationships, creativity, organizations, and
society (Brough et al., 2008 & Grzywacz & Carlson, 2007). Employees expect their employers to
recognize that in addition to job they also have a life that includes their family, friends and social
gathering. Studies have shown that a workforce that is out of balance faces stress and dissatisfaction
which reduces family and work engagement. Work life balance issues are one of the main reasons which
forces workers to quit their jobs. Therefore, work life balance is an important and increasingly hot topic
because it’s about improving people’s quality of life and aims to widen access to career opportunities
and paid employment. Firm size is also the next best predictor of the presence of work life balance
policies; because its size affects the extent and type of work life balance policies a firm can offer. Large
companies are more likely to offer longer and paid parental leave and flexible working hours
(Beauregard & Henry, 2009; Kucharova, 2009). In short, firms have recognized that creating a balanced
work and family life of employees is the only solution of all problems. Now, senior management has
become more proactive about their employees health and they are introducing and implementing work
life strategies.
Why Organizations must Encourage Work Life Balance and Why Professionals must Embrace it ?
In our always on and uber networked age where 24/7 modes of working and being “on
call” are the norm, it is indeed the case that unless working professionals learn to

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actualize a healthy balance between their professional and personal lives, there would
be many consequences in terms of health, quality of personal relationships, and an
overall tendency to “be always harried” and “always busy”.
Taking the first aspect, unless professionals learn to relax and enjoy the pleasures
of life whenever possible, it is quite certain that excessive work or overworking
would take a toll on their health. There are innumerable studies and books which
present scientific research about the negative effects of overwork in terms of stress and
strain on one’s body resulting in poor health and frequent sickness. Indeed, there are
many authors and life coaches who point to the symptoms of sleep deprivation, high
blood pressure, obesity, and an overall tendency to feel stressed out frequently all of
which point to the negative impacts of overwork on health.
Apart from this, it is not only overwork that causes ill health but also the “pressure” of
being connected and always on that adds to stress levels. Indeed, there are many
professionals who check mails on their Smartphones and other devices frequently and
to the extent where the first thing they do after waking up is to log into their emails. This
also goes on till the time they sleep and the last thing they do before going to bed is to
check emails again. There are some extreme cases of professionals who keep their
Smartphones on Data Mode throughout the night so that they can check emails from
time to time.
An anecdotal example which we heard is about a professional who gets up in the
morning and when brushing his teeth, he holds his Smartphone in one hand to check
emails. While this might be a case of extreme connectedness, we cannot just dismiss
this as an exception since most of you who are reading this article do one or more of
the things that we talked about in the last paragraph. As any medical professional
would attest, this not only leads to loss of focus and attention to one’s health but would
also result in a “scatterbrained approach” wherein the knock on effects on work also
manifest since once we lose focus, it is hard to regain the momentum.
Then there are cases of professionals who take calls from their bosses, co-workers,
and from those who report to them at all times of the day on a 24/7 basis. For instance,
it is common for middle level and especially senior level managers to inform their
subordinates to escalate serious issues before they reach the higher ups. Indeed, the
fact that most middle and senior level managers would like to be “in the loop” about
urgent incidents and events before the executives get to know means that most of
these professionals instruct their team members to not to hesitate when escalating
issues to them at any time of the day.
Indeed, there are many organizations such as Banks and Financial Services firms
where the managers “dread” the possibility of being called about a market event or a
happening by their bosses without them (the managers) not getting to know first. This
type of behaviour is indeed rampant in other firms as well especially in the Support
Services firms including Production Support in IT (Information Technology) firms,
Customer Service, Front Desk, and Call Centres. In our careers, we have worked in

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organizations where this was the norm and the rule.

While this might make sense from an organizational perspective, the decision makers
must realize that taking this too far would ultimately hurt the organizations since always
on professionals would mean higher chances of burnout and dropouts which can
impact the prospects of such organizations.
Taking a slightly cynical view (which is not out of place going by current trends), it is
also the case that such organizations might have to incur more costs on their
employees health and wellbeing and hence, such frequent being in the loop email
checking and taking and responding to calls would ultimately lead to all round losses
both monetary and nonmonetary. The point here is that healthy work-life balance
makes sense from a purely financial perspective as well since there are numerous
studies that show how sick days and spending on healthcare adds to the costs for the
organizations.
Turning to the instances of professionals putting in 12 hours and 14 hours workdays, it
must be mentioned that by now, this has become the norm in almost all high-
performance organizations and firms and hence, this is again something that can have
adverse consequences for everyone. Moreover, considering the high burnout rates in
Investment Banks, among Medical Professionals, among highly paid media figures, and
even in IT firms, maybe it is time organizations encouraged the actualization of a
healthy work-life balance, and professionals embrace the same for longer term
benefits.
For those of you, who are still students, imagine yourself in such situations once you
start your careers. Now think of the all nighters that you did before exams. Combining
the two, visualize how it would be if you were doing something similar to all nighters
continuously and all throughout the year. While it is not our intention to discourage
ambition, it must also be noted that while healthy work must be encouraged, we leave it
to the individual discretion of our readers to think about how they can actualize a
healthy work life balance and at the same time pursue their dreams and follow their
ambitions
Triggers or Signs of Work-Life Imbalance

An imbalance between the personal life and work life can have serious or adverse effects on the health and well -
being. This imbalance usually occurs when the boudaries between the professional life and personal life are not
clearly demarcated and followed with a discipline. Work-life imbalance leads to emotional stress, depression and
anxiety.
Extensive studies and research on Work Life Balance reveal that, more than financial pressures or family
problems, work-life imbalance affects the health considerably and may trigger serious complications if left
ignored.
Let’s analyze the Symptoms of Work Life imbalance

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 Exhaustion: By working for long hours tirelessly and regularly, you may run the risk of being faced with
both mental and physical exhaustion, end up messing up with all the fronts of the life due to confusion
and tiredness. An exhaustive schedule if followed for a long time, may build up confusion, increase the
susceptibility of mistakes at work and affect the overall productivity. Several problems occur such as lack
of hand-eye coordination, poor reflexes, problems with concentration and the risk of accidents, injuries,
liability or professional upsurges are few other hazards of an imbalance in the work life schedule.
 Absence: Work-life imbalance increases the pressure of fulfilling professional commitments within
stringent deadlines, as a result of which you may miss out on crucial events of the family such as
anniversaries, birthdays or special moments of get together with the loved ones. Absence may badly
impact the relationship with the loved ones and build up instabilities or pressures in the personal life.
 Staying Away from Friends: Friendships are required to be nurtured by spending quality time with close
friends. By dedicating a major chunk of the time to your career, you may end up being a loner. Friends
are an integral part of our life and they act as the support system by being there during moments of stress
or testing times. By having the support of the friends and loved ones, one can experience a sense of
contentment and lead a satisfied life. But, for the friends to remain by your side for life-long, quality time
needs to be dedicated and frequent communication must take place.
 Increased Level of Stress: Work-life imbalance can add to the level of stress and increase the risk of
various health hazards or lifestyle diseases like cardiovascular diseases, compromised immune system,
Headaches & Migraine attacks, Backaches, Acne, Stiff Muscles, Nervousness, Irritability, Depression,
Mood Swings, Weight Gain, Fatigue, Poor Self-Esteem, etc.
Let’s understand some of the signs of stress

 People experiencing stress may find it difficult to control their emotions or deal with it.
 Stress can lead to lethargy.
 Increased stress can create problems with concentration or focusing, resulting in restlessness or
hypersensitivity.
 Anxiety can be the outcome of prolonged stress.
o Obesity: Obesity is one of the harmful side effects of Work-Life imbalance problem, which occurs
when we fail to pay attention to our dietary or exercise schedule in order to stay fit and health.
Obesity is directly connected to the possibilities of heart disease or many other serious health
problems.
o Increase in the rate of Employee Absenteism: Work life imbalance always increases the risk of
triggering major health related complications, and therefore, employee absenteism at the
workplace which is a compounded cost for the employers and a challenge which may be difficult
to be addressed. An employee’s absence involves many direct or hidden cost to the organization.
Employees avail sick leave for which they are paid even in case of absence from work for certain
days by providing a legitimate reason. Sick leaves are a direct cost to the organization. Apart
from this, there will be a loss in productivity due to the increase in the level of absenteism in an
organization.
o Symptoms of Burnout: Research studies so far reveal that the employees who tend to
overwork, eventually are subjected to burnout. Burnout can be expressed as psychological
responses or may be expressed by way of physical responses. It increases the cost of the
company because of its direct linkage with the employee turnover ratio.
How to understand that Burnout has taken place

 Interest Loss: Employees experiencing burnout will not be able to focus on their work and will not give
adequate attention to their work.
 Emotional Upsurges: One experiences emotional upsurges or exhibits inconsistent emotional responses
while facing the burnout issues.
10

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 Motivation Loss: People who are burned out will be less motivated to take charge of the challenges at
work or will lack the passion to deliver their best.
 Possibility of Depression: Burnout can make people more depressive and reach a stage of
hopelessness or despair.
o Increase in the Body Pain: Increased anxiety and stress can lead to an aggravation in the pains
across various parts of the body in the form of chronic headaches, shoulder and neck pain. By
making a change in the daily routine and paying attention to self-care, one can tackle this
problem. By taking warm shower in the morning, treating yourself with aroma therapies or spa
and taking a break from the hectic schedule may help in many ways.
o Never Finishing the Projects: Various reasons could be there to explain why people never finish
their projects within their scheduled deadlines. Few have been mentioned below:
 Lack of Self-Confidence
 Threat of Failure
 Weak Gut Feeling
 Lack of Goal Clarity
 Perfectionism and Procrastination
One can overcome stress or at least keep it under check by practising yoga, breathing techniques, maintaining a
routine for walking or exercising. Moreover, burnout issue can be addressed by grabbing ample sleep and taking
breaks from the monotonous schedule. By having a hobby in life and experimenting with new hobbies periodically
will also help in combating stress and burnout issues.
1.4 Measurement
There is no as such one measurement tool for work life balance in literature. But most widely used tool
is questionnaire and surveys. Most companies do questionnaires and survey to their employees to find
out how balanced is their work and life is. One such questionnaire is discussed here. Employee has to
select one option and each option is assigned different point. Options were based on a 5-point rating
scale that ranged from never to always. Questions are: I have come home from work too tired to do the
chores which need to be done? It has been difficult for me to fulfill my family responsibility because of
the amount of time I spend on my job? I have arrived at work too tired to function well because of the
household work I had done? I have found it difficult to concentrate at work because of my family
responsibilities? Keep worrying about work problems when you are not working? Feel too tired after
work to enjoy the things you would like to do at home? Find that your job prevents you from giving the
time you want to your partner or family? Find that your partner or family gets fed up with the pressure
of your job? If employee faces these problems quite often it means he/she is facing work life conflict
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(Pichler, 2008). Higher scores indicate imbalance rather than balance of work and life. (Other surveys
and questionnaires are mentioned in appendix).
1.5 Antecedents Which Cause Imbalance Work-Life
In many researches both men and women has reported that they face difficulties in keeping a balance
between family and work life, therefore, their lives suffer because of this imbalance. One of the main
reasons for this difficulty is lack of support and help from their better half or spouse. In addition to this,
work life (im)balance highly depends upon on job role, project-based job and nature of industry. For
example, project-based work with unpredictable work pressure and requirement to deliver project
consistently with predetermined time, often requires extensive travel disturb family relations.
Additional working hours and working outside normal hours at expense of home and family time with
high work intensity and pressure may result in bad health, stress, anxiety, fatigue and adverse/unpleasant
psycho-physiological consequences that can have dreadful affect on quality of family and work life.
Some researches has indicated that despite of an overall decline in weekly working hours across Europe
over the last decade, the increased stress level, insecurities and competition at work-place are considered
to be additional factors which are relevant in creating disruption of balance in life (Valk & Srinivasan,
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2011; Pichler, 2008).
Literature has also highlighted that fact that highest level of stress occurs when job demands are high
whereas work life balance practices and policies are low. There are also some barriers which restrict
organizations to implement work life balance policies that are job requirements, commitment and
loyalty, cultural values, and change (Chiang et al., 2010).
According to Voydanoff (2004), work demands expected to be highly associated with work-to-family
conflicts which are of two types i.e. time based and strain based. Long paid working hours restrict an
individual’s time that can be spent with friends and family. This lack of time may create difficulties for
employees in maintaining family relationship and performing family orientated task or duties.
Sometimes, strain-based demands (job insecurity or concern over losing a job) threaten the economic
well-being that is necessary to quality of life and stability. The stress related with job insecurity
decreases interpersonal availability and restricts effective participation in family life.
Sometimes, family responsibilities also restricts person to perform his/her work duties effectively but
researches have been more focused on work to family conflict rather than family to work conflict.
1.6 Consequences
Conflict between family and work has real and worth discussing consequences which extensively affects
quality of life and career success for both women and men. Stressfulness, lower productivity, low
employee morale, decreased job satisfaction, absenteeism and sickness are some common consequences
which are caused by work life conflict. The consequences for women may comprise serious career
choices and constraints, limited career advancement opportunity and success in their work role and need
to choose between an active satisfying career or marriage and children. Most of the men face tradeoff
between career and personal values when they tries to find out ways to make dual career families work
that often requires them to hold family roles that are far different and open. Other serious consequences
of imbalance work-life are alcohol-drug abuse, negative physical and mental health effects, poorer
outcomes for dependants and other household members, a lesser work contribution, a diminution of
social citizenship and community participation, depression, financial and marital problems, distrust,
tardiness, cheating and violence in workplace, task avoidance, embezzlement, organizational sabotage,
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compulsive eating disorder and burnout (Voydanoff, 2004; Pocock, 2005). Because of these serious
consequences organization faces with the prospect of losing talented men and women who because of
imbalance between work and life become unable to cope with dual family and work demands. That is
why; organizations reconsider personnel policies and expectations.
1.7 Factors Which Help in Creating Work Life Balance
Time Management and Goal Setting for

Work-Life Balance
Ideal Work-Life Balance involves an efficient management of professional commitments
and responsibilities towards the family as well as society. In a 24/7 schedule of the day,
one should ideally work for 8 hours and dedicate 8 hours each to sleep and recreation.
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But, hardly any of us live in this ideal scenario. Instead the millennial employees spend
more than 12 hours at work with little or no time for recreation and minimum possible
sleep.
Many of us keep cribbing that we hardly find time for doing those things which we
would love to do or hardly have time for taking care of the personal commitments
because of the pressures or demands at work. Does it mean that we have very little or
no time for such commitments? It talks about nothing but our poor time management
skills. We usually face the dilemma while being encountered with the situation of
choosing between urgent and important assignments, because of the issues with
prioritization. An efficient time manager would be able to juggle between the urgent and
important assignments seamlessly.
Before understanding about the various strategies for effective time management and
work-life balance, let’s first understand the time management matrix.
Time Management Matrix
Eisenhower is the key proponent of Time Management matrix, by way of which he has
been able to differentiate between urgent and important tasks. As per him, urgent tasks
require immediate attention and can set a person into action both physically and
mentally. Such assignments may take the forms of urgent e-mails, important phone
calls which may demand an immediate attention, pressing assignments involving close
deadlines, meetings, huddles, appointments or catching a flight, train or a bus, etc. On
the other hand, important tasks are those which need not be urgent in nature but may
have long term implications. Important tasks should be handled by paying utmost
attention and taking time for arriving at certain decisions related to strategic or crucial
matters.
According to Stephen Covey, we should devote less of our time to tasks which not so
important regardless of their urgency, but focus spending a quality time on those tasks
which may not be urgent but are high on the importance parameter. Planning out time
in this manner will perhaps reduce the perils of poor time management. Let's analyze
the four quadrants individually and the strategies which should be followed for ensuring
effective time management:
•
• Quadrant I: Tasks which are Highly Important and Urgent: Tasks which are highly
important and urgent are deadline driven assignments and daily chores. The
outcome of such handling such assignments is burnout, stress and crisis
management.
•
• Quadrant II: Tasks which are Important but not Urgent: These activities are not
urgent but important in nature. Such tasks usually require careful planning,
preparatory work in advance, anticipating crisis and dealing with the prevention
strategies and tasks which are not driven by stringent deadlines but are of
relevance from the futuristic perspective. Such tasks can be dealt with a proper
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vision, perspective and discipline.

•
• Quadrant III: Tasks which are Urgent but Not Important: Such tasks include
meetings, attending to the drop in visitors, receiving phone calls and answering
to the mails which need not necessarily be productive in nature. One, who
operates in this quadrant, may be subjected to the feelings of victimization, will
not be able to focus on long term goals and may suffer due to broken
relationships.
•
• Quadrant IV: Tasks which are Neither Important nor Urgent: Such activities are
mostly unproductive in nature or fall under the category of time wasters, junk
mails and few less important phone calls, are all a part of the fourth quadrant.
•
Activities which fall under the Quadrant I category are highly critical and must receive
the top priority. Spending a lot of time on activities which come under the quadrant I
category, may lead to increase in the stress levels and burnout. By focusing more on
activities in the Quadrant II, one can reduce the burden on quadrant I in the long run
and avoiding the unimportant or time-wasting activities in Quadrant III and Quadrant IV.
Techniques for Achieving Work Life Balance by Managing
Time Effectively
•
• By increasing the Effective Time Spent at Work: Concentrate on how effectively
the time at work has been spent and not the number of work hours, as a lot of us
may spend long hours at work but fail to the deliver the required outcomes. For
tracking how effectively the time is being spent, time logs should be prepared
and followed religiously and focus on spending quality time at work by
addressing the time wasters and avoiding procrastination.
•
• By way of prioritization: One must make sure about the importance or relevance of
the task in the priority matrix and accordingly deal with the high priority tasks
before working on the tasks which are of low priority and more fun. Work-life
balance can be achieved by setting clear priorities and gaining more control on
time.
•
• By way of Planning: One should set smart goals or plans before working on a
project. A well developed plan will help in reviewing the performance periodically
and implementing corrective actions. Proper planning should meet the following
criterions:
•
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Should be deadline driven
Should help in achieving or realizing the Long term goals
Should be flexible, reviewable and must provide the scope for improvement.
•
•
• Make Efforts for Curtailing Long Hours of Working: One should apply Parkinson’s
Law at work, by paying attention to more urgent and important tasks by setting
strict deadlines at work. This will help in creating a sense of urgency around high
priority tasks and effective time management at work.
•
• Spending Quality Time with Family
•
Practising a Healthy regimen by paying adequate attention to the four
pillars of good health i.e. Proper nutrition, good sleep, exercising routine
and relaxation techniques like Yoga, Meditation, etc
2. The role of social/family support and supervisor/co-worker support has consistently emerged in
literature as an important factor that influences work family balance in a positive manner.
3. Social support includes support from an employee’s parents, siblings, spouse or partner,
children, friends and extended family.
4. Particular importance is support from the spouse who contributes in a variety of areas including
moral, domestic and childcare support, earnings and personal financial management, home and
family responsibilities, career management and interpersonal support.
5. Family support also includes the exchange of support among relatives. The personal social
support can be further conceptualized as emotional and instrumental support, thus suggesting
that it positively influences the individual’s functioning at work.
6. The role of workplace support, i.e., the support received from supervisors and co-workers is
another critical element of work family balance.
7. Organizational and supervisor understanding of family duties are positively related to
satisfaction with the balance between work and family life.
8. Workplace support via an organizational approach involves the implementation of family
friendly policies, which are associated with integrating work and family responsibilities and
achieving a healthy work and family balance.
9. Organizations offer a wide range of work family benefits and programs to their employees
(these are discussed in appendix). Through research it is found that flexible work arrangements
allow individuals to maintain a balanced life.
10. There is also importance of supportive supervisors, peers and colleagues in managing their work
family balance.
11. Literature recognizes that all of the above mentioned variables have a greater impact on women.
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An emerging category appeared to achieve work life balance that is self-management or

reinvention: reconsidering not only the kind of work one wants to do but also the kind of person
one wants to be and the sacrifices one is prepared to make to grow into that new self (Valk &
Srinivasan, 2011; Wayne et al., 2007; Voydanoff, 2004).
12. Communication about work life programs to employees
13. Providing proper resources and rewards to them also contribute towards work life balance.
1.8 Advantages/Benefits of Balanced Work and Life
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Benefits from
Work-Life
Balance culture
Individual Organisational
A. Benefits to the organization from Work-Life Balance culture

 Saving of Employee time: By facilitating a supportive and a conducive work culture, organizations can
achieve higher productivity from the employees and help the employees in planning and utilizing their
time more efficiently by setting clear priorities.
 Retention of Employees: Work life balance initiatives may not only increase the percentage ratio of
employee retention but equally contributes to a saving in the extra cost which an organization might have
to incur due to an employee exit or turnover.
 Improve employee motivation & morale as well as their commitment towards the work. Studies
reveal that motivated employees are more productive and provide best support in the organization’s
professional journey.
 Reduction in the Absenteeism rate: Studies show that work life balance programs if effectively
implemented by an organization, can reduce the absenteeism rate by alomost 50%.
 Helps in Gaining a Competitive edge or an advantage: Organization’s work life balance policies and
prcatices in the form of flexi work options, shift work and a lot more will make the organization more
competitive and addressing the changing demands of the customers as well as help an organization
achieve its strategic mission or goals.
 Strengthen the Reputation of the organization: Work life balance programmes if effectively planned
and implemented, can strengthen the reputation and the image of an organization by being recognized by
the people as one of the best places to work and help in attracting top talent.
 Build a Loyal Workforce: An organization’s employee-friendly policies or programmes which support the
overall well-being of the employees, will definitely help in building a loyal and committed workforce.
 Reduction in the Conflicts: Offering flexi-work options, will help the employees in restructuring their
schedule to fit in their personal commitments or otherwise work from home, which in turn will reduce the
possibilities of any work-life matters related conflict.
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Researchers are now focusing on how family and work can benefit each other and this concept is known
as work life facilitation. This facilitation may take place when gain from one domain can be transferred
to and improving the functioning in the other domain. Work life balance can serve as a guide for
organizations to address family work balance issues by redesigning the HR practices and policies for
facilitating family work balance. This will help further help in enabling workers to be more committed
to the organization, perform better work, and contribute to growth of economy and positive impact for
society as whole (Valk & Srinivasan, 2011). Work-Life programs promotes improve productivity and
employee commitment, lower rate of turnover, thus result in fewer employee relation challenges and
reduced likelihood of unethical business practices. Moreover, implementation of work life balance
policies can result in less loss of knowledge workers to competitors, reduced staff turnover, lower
training and recruitment costs, reduced absenteeism, improved quality of workers, reduction in work
stress, reduced use of sick leave, high self-esteem, confidence and loyalty, better performance and high
morale and satisfaction. Some vital benefits that employer gains from work life balance includes
employees feel valuable and work harder, maximized available labor, more loyal and motivated
workforce, less stressful workplace, high employee involvement, organizational effectiveness and
positive employee attitude and behavior (Beauregard & Henry, 2009). Work life promotes happiness
and better relations among employees and employers.
 Increased productivity
 Lower absenteeism
 A happier, less stressed workforce
 Improvements in employee health and well-being
 A more positive perception in life
 Greater loyalty, commitment and motivation
 Better teamwork and communication
 Improved morale
 Increased engagement and commitment levels
 Less negative organizational stress
 Less health problems
 More engagement
 More focused
 Better relations
Since workers are now better organized, educated and vociferous, they demand more from the employers all over
the world-apart from the pay-in the form of social security and welfare bene ts as matter of right which were once
considered as part of the bargaining process.
Job Security:
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Conditions in the work environment must be created by the employer which will give free dom to all the
employees and free from fear of losing their jobs. A system must be created in such away which creates healthy
working conditions with optimum nancial security.
Alternative Work Schedules:
With a view to tackle job boredom, modern organizations have been experimenting with several forms of
alternate work schedules such as four-day work week, exi-time and part-time work. Compressed work week is a
work schedule made between the number of hours worked per day, and the number of days worked per week, 10
hours each day or three days, 12 hours each day are examples of the QWL schedule. In India this is being
implemented by a few companies successfully.
Participation and Democracy:
The Quality of Work life department implements programs and practices that encourage a positive and productive
work experience at organization. QWL services address the key areas of Work-Life Balance such as Flexible
working options, Flextime, Flexi place, compressed work schedules, job-sharing, staff recognition and awards,
health and wellness workshops. Change and competition have dramatically increased the work demands in the
environments. At the same time, these pressures have impacted the entire Indian organizations workforce. These
are some points stressed as essential to improve the QWL in Indian organizations. Let us see how company’s
carried QWL programs to overcome crisis faced by members of organization. Some of the key area of work life
balance is discussed below:
Flexi-Work Options for Work-Life Balance

Many organizations in the contemporary scenario have realized the importance of work-life balance for the
employees, so that they remain healthy and happy, which will directly reflect on their productivity at work and
overall job satisfaction. Research has proven that by compelling the employees for achieving higher
targets/production, may yield results in the short run but might lead to long term complications or challenges such
as high employee turnover and discontentment with the job.
Organizations have now come up with creative ideas and appreciable measures for fostering a sense of
belongingness amongst the employees in the workplace. One of the best ways is by providing ample freedom and
control to the employees for dealing with their work assignments, which will make them feel valued. Various
initiatives from the company's end in the forms of flexi-work options, flexible timings, project contracts, work from
home, telecommuting, job sharing, sabbaticals, unlimited vacations, etc, have helped in strengthen ing the
employee-employer relations immensely.
Flexible work options has gained importance recently, in terms of improving employees work -life balance and
overall productivity at work by reducing their stress level and providing them a sense of flexibility to carry out their
work from any geographical location and as per their convenient time. By curtailing the time spent on commuting
for reaching the workplace, employees can dedicate quality time on strategic matters and address work related
issues much more efficiently. Apart from this, flexible work options equally contribute to environmental
conservation, resource optimization, pollution control and reducing the evil effects of greenhouse gas emissions
by controlling time and expenses incurred in transportation from one geographical location to another. Flexible
workers have a better opportunity to stay healthy by finding time for exercising and maintaining a disciplined
health regime, they can take required breaks during the work hours to move around and stretch a bit instead of
remaining glued to the seats for long hours. One more benefit of flexi-work options is family bond and
relationships grow stronger as a result of which employee motivation and involvement in work will definitely
increase.
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The organizations in the contemporary scenario may follow diverse work strategies or solutions. Each
strategic alternative is described below:
Unlimited Vacations: Companies like Mammoth HQ, Netflix, LinkedIn and a lot more adopt this flexi-work
strategy. Unlimited vacation is based on the principles of mutual respect and trust. If the organizations select and
hire the best of the talent pool by conducting an extensive review of their talent and personality traits, such
employees can prove to be assets for company and need less interference or stringent regulations to ensure
higher productivity. Such employees work for the benefit of the organization and also take care of their personal
interests. Unlimited vacations will suit such organizational conditions, where the employees are self-motivated
and have a clear idea about their accountabilities and work expectations. Unlimited vacations on the other hand
can have many benefits for the employers as well by saving on the cost spent on each employee, reduce the
absenteeism cost and improve organizational productivity as a whole.
Results-Only-Work-Environment: The main proponents of this strategy were Cali Ressler and Jody Thompson
and their work was published in the book “Why Work Sucks and How to Fix it”. As per t his method, an employee’s
performance is evaluated in terms of their contributions towards the realization of the organizational goals and in
meeting the desired results or output, which should be measurable. Mere physical presence at work or number of
hours worked isn’t the focus, but only measurable or quantifiable outcome is given due importance by the
employers. Organizations like Mindtools, departments of Gap use ROWE to accomplish their work related goals
and promote maximum employee productivity.
Remote Working: The employees work entirely away from the office premises. Since the employees can operate
remotely and need not visit the office at all, they can work from any part of the world by depending heavily on the
tools like video conferencing and virtual communication methods regularly. Remote working strategy can be
effective if adequate attention is given to strengthening of relationship with the employees, using various
technologies for remaining connected, by providing training and development opportunities, setting clear goals
and aligning performance with rewards and recognitions.
Job Sharing: Organizations like Qualcomm and a lot more depend a lot on Job sharing programs in which two or
more than two professionals collaborate on some mutual agreement to perform one job. It can be interpreted that
the professionals engage in a part-time engagement by working for 2-3 days a week, which is then carried on by
the other professional accordingly for another 2-3 days of the week. But they handle a full time job by working as
part-timers and based on their mutual understanding plan or allocate their working hours.
Condensed Workweeks: This is also one of the flexible working options in which an employee can plan and
distribute his work hours for few days of the week. A professional may prefer working for long hours (approx. 10
hours) for around 4 days of the week, instead of distributing the 40 work hours around the whole week. But care
should be taken for implementing this kind of a work schedule for the employees by assessing the feasibilities and
acceptance from the employees or new hires.
Work Hours Customization: As per this method, the employees are granted complete freedom to choose their
preferred hours for working. This provides the employees ample opportunity to schedule their time accordingly,
decide upon their most productive hours for working by choosing their own personal hours for work (example
3pm-8 pm), deal with their personal commitments, health and profession too.
Flextime:
The most requested, easiest to manage and the most affordable FWO is extime which offers exibility in arrival,
departure and/or lunch times, typically with a designated core-time during which all staff are present. The
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Flextime in many companiesenhances recruitment, reduces stress through the ability to better balance work and
personal responsibilities, reduces paid absences and tardiness, reduces turnover, where individuals faces a
recurring, unresolvable con ict between work and a personal responsibility. Flextime may offer a solution that
enables the individual to solve the problem at hand.
Flex place:
This arrangement allows for a portion of the job to be performed off-site, on a regular, recurring basis. The
majority of work time is spent at the of ce and the off-site work typically is done at home. It may be the most
complicated exible work option to arrange since it generally requires electronic equipment and technological
support. Based on operational needs, a Flex place arrangement is most appropriate for work with clearly de ned
tasks, measurable work activity, and the individual’s presence is not required in the work place. The advantages
are can improve the morale, productivity, commitment and retention is possible.
Compressed Work schedules:
Compressed Work schedules have been promoted as a way to extend service hours, reduce shift turnover, or
maximize an investment in expensive equipment or high-priced of ce space. Additionally, these arrangements
have supported time off during summer months in order to offer employees more week-end leisure time. More
recently, these arrangements have been seen as a way to comply with corporate support for reduced traf c and
pollution. A traditional 35-40 hour work week is condensed into fewer than ve days of work. This option is more
easily applied to non-exempt (weekly paid) staff for whom maximum work hours are identi ed, but it is not ruled
out for monthly paid staff who may work more than 40 hours during the work week.
Part - time work:
Is a regular arrangement for between 17.5 and 28 hours a week. This is different from a temporary work
assignment where an employee is expected to have a temporary, non-recurring relationship to the workplace and
does not receive paid time off.
Job Sharing:
The time can be split evenly or unevenly depending upon the demands of the job or the needs of the sharing team.
The company allows two staff members to share the responsibilities of one full-time position. Each staff member
shares a speci c proportion of a full-time position. Creative and innovative schedules can be designed to meet the
needs of the job sharers and the of ce. A Job Share arrangement is different from a Part -time position which has a
workload that can be managed within 17.5 to 28 hours a week. Working in a shared job also differs from a Part
Time arrangement in the following ways:
Opportunity for career growth:
The work should provide career opportunities for development of new abilities and expansion of existing skills on
a continuous basis.
Balance of work and personal life
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There should be proper balance between work life and personal life of workers. The demands of work such as late
hours, frequent travel, and quick transfers are both psychologically and socially very costly and detrimental to
QWL.
Social relevance of work:
Work should not be a source of material and psychological satisfaction but a means of social welfare. An
organization that has a greater concern for social causes like pollution, consumer protection, national integration,
employment, etc., can improve the QWL.
Social intergration in work force:
The worker should be made to feel a sense of identity with the organization and develop a feeling of self-esteem,
Human Resource Management
Openness, trust, sense of community feeling, scope for upward mobility, equitable treatment are essential for this
purpose.
Constitutionalization in work organization
QWL provides constitutional protection to the workers. Management action can be challenged. Constitutional
protection is provided to workers on such matters like free speech, equity and due process.
B. Benefits to the Individual from Work-Life Balance culture
Understanding the importance of maintaining a healthy work-life balance, anyone will get motivated to take the
necessary steps for achieving this balance. Work-Life balance is advantageous for the employees and
organization as well. A balance between the work and personal life, helps in improving the employee productivity,
morale and health condition. In fact, work-life balance should be a priority for all of us. An imbalance in any of the
front will make the life difficult and pose several hazards or challenges in terms of health, happiness and
emotional stability.
The benefits of work-life balance are given below
 Fulfillment: People who maintain a balance between work and personal life experience a sense of
fulfillment and contentment in their life.
 Health: A balanced work-life will help in reducing health related complications and the risk of various
serious diseases of heart, hyper-tension, stress or life-style related ailments.
 Improved Productivity: Greater work-life balance will improve the employee productivity and
performance at work.
 Strengthen Relationship: Work-life balance facilitates collaboration in professional and personal
relationship. Conflicts are better tackled or addressed when there is a balance between both.
How Productivity can be increased?

Contrary to the widespread belief that overtime will result in the surge in productivity; but studies reveal that lon g
working hours will lead to loss of efficiency or exhaustion and ultimately will reduce the overall productivity.
Studies equally reveal that people who work by availing short breaks are comparatively more productive, than
those who work for long hours tirelessly without any rest in between.
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Productivity can be increased by following the below steps:
 Taking breaks periodically during the work hours. Meditation, relaxation or breathing techniques and
stretching helps in improving both mental and physical health.
 Spending time on Entertainment during breaks: Studies reveal that, by spending some time on
entertainment such as net surfing and leisure time activities during short breaks, the productivity level is
expected to increase by 9%.
 Taking off: Working exhaustively for long hours is not healthy or desirable as the consequences may be
fatal. One should not miss the chance of planning and distributing their holidays for vacations, as studies
also reveal that people who spend a quality time in vacationing are relatively more productive than the
sloggers.
How to Improve Mental and Physical Health?

Several reaserch studies prove that mental stress due to work related pressures and challenges result in health
hazards. The percentage of youth suffering from stress disorders like depression, mental breakdowns, heart
ailments or hyper-tension has gone up alarmingly over last few years.
Mental and physical health can be improved by the following ways
 By increasing awareness about the potential health risks or hazards which could be the outcomes of
leading a reckless lifestyle.
 On the other hand, a balanced lifestyle is expected to have a favourable impact on the body, mind and
soul. Improves the overall health and balance of the body.
1.9 Costs of Implementing Work Life Balance Policies
The cost of implementing work life balance policies is another vital issue which organizations take into
account. These costs include direct cost e.g. parental leave payments, childcare subsidies, cost of extra
space associated with increased facilities like breastfeeding rooms or childcare facilities, providing
equipment to telecommuters and indirect costs such as temporarily filing absentee’s post and reduction
in productivity from temporary disruptions (Darcy et al., 2012; Brough et al., 2008). It has also
highlighted that manager’s role plays a critical role in policy development and implementation. Poor
managers/supervisors skills and behaviors in work life balance practice can lead to increase costs
(Maxwell, 2005). According to Roberts (2008) a reduction in worked hours is perhaps the most obvious
route for employees to improve their work life balance despite the connected costs in terms of income,
career and status.
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1.10 Factors Which Help in Creating Work Life Balance
Organizations offer a wide range of work family benefits and programs to their employees such as job
sharing, staggered hours, compressed working hours, telecommuting, job protected parental leave, part-
time return to work options, shift swapping, flextime, resource and referral services, unpaid family
leave, dependent care assistance, shorter standard work weeks, improvement in job conditions, breaks
from work, work for home, on-site childcare, support groups for working parents, sports facilities, day-
care facilities, laundry facilities, and canteen facilities (Valk & Srinivasan, 2011; Wayne et al., 2007;
Voydanoff, 2004).It’s not about Balance, It’s about Resource Allocation
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The role of work has changed throughout the world due to economic conditions and social needs. Fact is,
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. Work still is a necessity but it should be a source of personal
satisfaction as well. Therefore, tension and work target related pressure; work load at family makes an
individual difficult to find balance between work and personal life. Professional working in industry,
managers, doctors, directors, bankers, and software professionals are the few examples that are facing the
brunt of hazard constantly.
A convergence of powerful trends in the early 21st century is pressuring employers to re-think their people
practices. Indeed, the timing seems right to make the quality of work life a strategic focus for business, as
well as a public policy priority. These challenges (workforce aging, increasingly competitive labor market,
information technology and rising benefit costs) create new possibilities for employers to achieve
organizational performance goals while simultaneously meeting workers’ personal goals. At the same time,
so many employees are experiencing a reduced quality of work-life. This is reflected most prominently in
work-life imbalance and job stress. With more women employed than ever before and dual-earner families’
common, work-life balance is an ongoing quest.
A lot of people are having a more difficult time finding balance in their lives because there have been cutbacks
or layoffs where they work. They're afraid it may happen to them, so they are putting in more
hours, (Psychologist - Robert Brooks define) Work-life balance, in its broadest sense, is defined as a
satisfactory level of involvement or ‘fit’ between the multiple roles in a person’s life.
“The amount of time you spend doing your job compared with the amount of time you spend with your
family.
“The concept of work-life balance is based on the notion that paid work and personal life should be seen less
as competing priorities than as complementary elements of a full life. The way to achieve this is to adopt an
approach that is “conceptualized as a two way process involving a consideration of the needs of employees
as well as those of employers”.
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THE WORK/LIFE BALANCE DIAGRAM
• This iteration of the venn diagram is helpful in determining whether you have a sensible work/life
balance.
• The two circles represent your personal and business lives – that is to say the degree to which your
character is broadly the same at work and in your spare time, and whether the nature of your work bears
any relation to things that interest you in your spare time.
• Those with little overlap are leading two quite separate lives, and this often leads to frustration.
• Those with strong overlap tend to be better reconciled – not having to change their character at work,
and generally working on things.
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1.11 Men and Work life balance
Traditionally, men have been thought of as being the protectors and main providers for their families
and, therefore, if they spent more time at the office, networking, or even time pursuing an education they
were valued for their drive and praised for their successes outside the home. Men are commonly referred
to as "good providers" when their worth is being summed up. Women are more likely to be praised for
being good wives and mothers long before they might be referred to en masse as "good providers."
Men are often expected to be aggressive in business—to be go-getters and are not highly criticized for
putting work ahead of family because, in the end, they are serving their families by ensuring their needs
are met by a decent income. Women are assumed to be more docile and less effective in business—
something statistics show is anything but true.
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The Price of Success
• When women strive to achieve success they are often reminded that the price of working or
studying late comes at the expense of their spouses, children, and friends, and even at their own personal
expense. Have you ever been told you will regret a career now because you are missing out on your
children's young lives?
• The bottom line is that in most societies around the world, men are given slack that women are
not afforded when it comes to defining the roles the should play in life. And when "he" has it all, it is a
noble thing, when "she" has it all the woman may be questioned about her values and priorities in life.
And there's the motherhood penalty to consider.
Gender Differences
• Men are generally better at asserting and expressing their needs. Biology, nature, and society
better prepare boys to enter into adulthood as leaders than is true for girls. Girls are given dolls to play
with and may be discouraged from pursuing math and science fields, and certainly, few could argue that
women have a tougher time getting ahead in the corporate world than most men do.
• Being aggressive can be a great quality when it is tempered with maturity; being aggressive in
the right ways can help most of us get more out of life—but many women are often timid about asking
to have their own needs met.
• Men may be more likely to take a day off to golf, sleep in, watch sports, or go to the gym than
women are because when a woman makes a demand, she may be seen as bossy, whiny, or as a selfish
mother or wife.
The Glass Ceiling
Like women, men can also be great nurturers, help-meets, and genuinely supportive of the women in
their lives—but men still may not see what their partners want as clearly as women often can. While this
may sound like a gross generalization, even men who are highly supportive and helpful may need their
female partners to tell them what it is they want and need. It is where the old cliché "Men are From Mars
and Women are From Venus" might apply well. Men and women just think differently about a lot of
things, but men will often help—especially when there is a problem to solve if they only know what the
problem is.
Evidence that supports ongoing stereotypes is clear and rampant in the world of work. Women are paid
less than men for performing the same jobs. They are more likely to be turned over for a promotion, and
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their raises are smaller. Men never hit a "glass ceiling"—that term was created to define the stumbling
block that only holds true for women.
Minority women are often stereotyped as being single moms. And, the truth is, that more single moms
are minorities, but this has far more to do with societal and economic limitations that are often based on
discrimination and fewer opportunities than being a minority. Unfortunately for any minority—male or
female, inequality exists: work harder, get paid less because you are a minority. When it comes to
income, minority women dollar-for-dollar make less than the rest of society. So how are women who
may need to work more hours than a man to earn enough to provide for their families supposed to be
"better" at balancing their lives?
1.12 Stereotypes of Biology
Women are also subject to being seen as less desirable candidates for vetting and key corporate positions
because of the "risk" that they could get pregnant and drop their careers at any time. Society still values
women as wives and mothers first, and towards the end of the list as economic powerhouses. As a result
of this thinking, it is expected that when a child is born women will take time off, or quit their jobs to
raise a family. Men are not seen as family conflict "risk candidates, " and most companies in the United
States do not even allow men to take maternity leave to help at home with young children even when
they want to.
The problem is not simply that women must continue to fight gender inequality—something we have
been fighting (probably) since time began. The problem is that the new demands and judgment of
women being expected to achieve better "work-life" balance has only added to our plates.
The problem is, "work-life" balance, when you consider what it was intended to mean, almost sounds
like it was invented by a man because it suggests we can have careers, babies, and a clean house if we
just prioritize and work harder at "balancing" our lives. And, if we are good at this, we might even get
some "time off for good behaviour" to spend on ourselves.
The researcher believe, we, collectively, must talk more about men and work/life balance. How often do
you hear a man praised for having both a family and a career? Not that often. It’s because it is not
assumed men’s careers will be impacted significantly by having a family. Shouldn’t men be encouraged
to seek more work/life balance? Shouldn’t all professionals today want, and ask for, opportunities
traditionally offered to women in the name of work/life balance?
This has been on my mind for a while, but two recent news items have made me seek to spread this
message. One of those stories was about a recent JPMorgan Chase class action settlement regarding who
can be a “primary caregiver.” Fathers working at JP Morgan Chase were routinely denied time off as a
primary caregiver even though it was clearly outlined as an employee benefit (with no mention that it
was only for women). Unfortunately, culturally, the company expected only women to take this
opportunity, so when men asked for the time they didn’t get it. Now those men are being awarded $5
million in compensation.
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The second story which revolves around the current presidential primary candidates. It has been well-
documented that female candidates running for office are asked frequently about their work/life balance,
travel schedules, and even directly – who is taking care of your children? You rarely hear men asked
these questions. Why not? Because there isn’t an expectation that they’re worried about this in the first
place?
Let me be clear: There are men who not only care about work/life balance but spend a considerable
amount of time as caregivers. And there are also companies that are offering more benefits to men, and
men who are taking them. But there aren’t enough. Again, perhaps if we talk more about an expectation
that this is an
area of concern for men, we will see more progress. Change is happening — but it’s taking too long.
The current study focuses on the males work life conflicts, challenges faced by men in maintaining work
life balance, the pressure that society exerts on male, identify the factors that impact worklife balance of
married male.
Fathers are just as concerned about their work-life balance as mothers - but hide it to
appear more 'manly', new study warns

 A worldwide study of 250,000 people found no gender gap in work-life stress
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 The team of psychologists at the University of Georgia said men mask their concerns because 'it
doesn't seem masculine'
 They warn the findings should prompt the US to implement guaranteed paternity leave, and
prompt other countries to improve their paternity leave measures
But a new study claims men are just as concerned about their work-life balance.It is found that
men often do not feel comfortable discussing work-family concerns because of fears of being
stigmatized, threats to their masculinity or negative career.
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CHAPTER: 2
RESEARCH METHODOLOGY
Meaning: Research methodology is the specific procedures or techniques used to identify,

select, process, and analyse information about a topic. In a research paper,
the methodology section allows the reader to critically evaluate a study's overall validity and
reliability.
2.1 Research Design:
The project is based on exploratory as well as descriptive study is done to understand the worklife
balance with special reference to males of Mumbai
2.2 Objectives of the Study :
1) To understand why men feel uncomfortable discussing about the worklife conflicts.
2) To identify work life balance challenges faced by men.
3) To understand the pressure that society executes on men.
4) To identify the factors that impact work life balance of married males.
2.3 Problems of the Study :
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It is observed that the study, the first of its kind, sheds light on the dangers of gender stereotypes, that
may be preventing men from expressing themselves or seeking mental health support. A team of
psychologists at the University of Georgia said men appear to mask their concerns about juggling
fatherhood and their career because 'it doesn't seem masculine'.
'This is quite contrary to the common public perception. The way this issue is presented in the media
frames the way we think about it, and it creates a perpetual cycle.
2.4 Sources of data collection:
The study is based on both secondary and primary data.
2.5 Secondary sources of data collection:
The secondary information is collected from different published materials via. Books, Journals,
magazines and websites etc.
2.6 Primary sources of data collection:
Primary secondary data is collected by communicating the responses through a structured questionnaire.
Link:
https://docs.google.com/forms/d/e/1FAIpQLSccd4DX7BxKGH61faAgcAmzEe5sNRXx31IPyLsc_AvJi
4XXWA/viewform?usp=sf_link
2.7 Reference period:
Due to time constraint, the research is done from 3 months that is from December, 2019 to February,
2020.
2.8 Universe of sample:
The sample size of the universe is 150 which includes working students, service going men and business
men from Mumbai .
2.9 Sampling Design:
Since the information was to be taken from working men of Mumbai city, a questionnaire was prepared
for studying the worklife balance with special reference to males of Mumbai city.
For the selection of the sample, Convenient sampling method has been adopted and attempt has been
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made to include all the age groups of men.
2.10 Sampling size:
. The study adopted the descriptive type of research approach for analysing the work life balance of male of
Mumbai city. Simple Random sampling technique is used to get the response from the males. The sample size
was 100. Structured questionnaire was designed to collect the primary data from the males. Secondary data was
collected from internet, journals and books.
2.11 Data Analysis:
It is based on completed questionnaire. The information for each item on the questionnaire has been
processed and reported through a descriptive narrative. These have been accomplished by use of
frequencies. The result has been presented in charts and tables. Quantitative and qualitative analysis
technique have been applied. Tabular presentation of data has been made.
2.12 Need and scope of the study:
The scope of study is restricted to certain geographical areas such as only a particular reference to
Mumbai.
The study covers the various aspects in Work life Balance and measured increase in productivity
accountability, commitment better team work and communication improved morale, less negative
organizational stress.
Work plays a significant part in all our lives. t is no easy task to achieve work-life balance in today’s
unpredictable and fast-paced business world. As we grow increasingly more connected through
technology and social media, it is becoming more and more difficult to separate work from our personal
lives. It is commonplace to check emails at all hours, take business calls at the dinner table and work on
our laptops on weekends Employers expect more from their people, which leads to them feeling more
pressure to achieve greater results. Consequently, this leads to longer working hours, and less time spent
at home. As a business leader, you have a responsibility to help all your team juggle the demands of
their work and personal lives. Even your most engaged employees may still be struggling to find
balance…
Work-life balance is an important aspect of a healthy work environment. Maintaining work-life balance
helps reduce stress and helps prevent burnout in the workplace. Chronic stress is one of the most
common health issues in the workplace. It can lead to physical consequences such as hypertension,
digestive troubles, chronic aches and pains and heart problems. Chronic stress can also negatively
impact mental health because it’s linked to a higher risk of depression, anxiety and insomnia.
2.13 Limitation of study:
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 Due to geographical constraints, it is restricted in Mumbai city.

 The responses of the respondents in questionnaire maybe bias.
 The undertaken research is only related to work life balance issues of male employees
 The survey excludes the unemployed so the level of imbalance in the population as a whole may
vary .
 It excludes the male who are employees in other sectors viz agricultural sector
CHAPTER 3
REVIEW OF LITERATURE
Work-life balance defined:
1].Work-life balance is vital for individuals’ wellbeing, organisations’ performance and a functioning
society (Grady et al., 2008). There are different beliefs on how work-life balance should be defined,
measured and researched (Grzywacz & Carlson, 2007). Different terms are also used by different
researchers while referring to ‘work-life balance’. For example, Frone (2003), Greenhaus et al. (2003) and
Clark (2000) refer to the term ‘work-family balance’; Clarke et al. (2004) refer to ‘work-family fit’; Burke
(2000) refers to ‘work-personal life balance’; and Grady et al. (2008) refer to ‘work-life balance’. As
work-family balance is often associated with traditional families, i.e., individuals who are married with
children (Barnett & Hyde, 2001), and this study refers to a family in both its traditional and non-traditional
form; in order to therefore avoid any confusion, the term ‘work-life balance’ is used throughout this paper.
2) Grady et al. (2008, p.3) state that the term ‘work-life balance’ is more comprehensive and includes
“family, community, recreation and personal time”. As stated by Grady et al. (2008) WLB in its broad
sense captures all aspects of employees’ personal and work life; this suggests that WLB should be focused
on individuals, families, workplaces, communities, and society as a whole. However, due to word count
and time limits, this study excluded community and societal aspects, and focused on individuals, families
and workplaces.
3) The literature indicates a number of WLB definitions. For instance, Clark (2000, p.751) describes WLB
as “satisfaction and good functioning at work and at home, with a minimum of role conflict”. Clarke et al.
(2004, p.121) state that WLB is an “equilibrium or maintaining overall sense of harmony in life”.
Greenhaus et al. (2003, p.511) define WLB as “the amount of time and the degree of satisfaction with the
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work and family role”. Frone (2003, p.145) presents a four-fold taxonomy of work-life balance, in which
WLB is described as “low levels of inter-role conflict and high levels of inter-role facilitation”. Grzywacz
and Carlson (2007, p.458) believe that WLB is an “accomplishment of role-related expectations that are
negotiated and shared between an individual and his/her role-related partners in the work and family
domains”.
4) Several theories have been proposed by researchers to explain WLB. Clark (2000) presented a border
theory according to which family and work domains are separated by borders which could be physical,
temporal or psychological. Some researchers (e.g. Edwards & Rothbard, 2000; Lambert, 1990) referred
to compensation theory according to which workers try to find more satisfaction in one domain to
compensate for the lack of satisfaction in the other domain. Others (e.g. Rothbard & Dumas, 2006;
Grzywacz & Marks, 2000) refer to spill-over theory according to which any feelings, emotions, attitudes
and behaviours generated in one domain can be transferred or ‘spilled over’ into the other domain. Frone
(2003) and Grzywacz and Marks (2000) proposed more conceptual models where WLB can be measured
by work-family and familywork conflict as well as work-family and family-work enhancement. Grzywacz
and Marks (2000) implemented Bronfenbrenner’s ecological model which 10 suggests that work-family
experience is a joint function of process, individual, time and context characteristics, and does not restrict
the experience to either negative or positive (Bronfenbrenner, 1979).
5) Clark (2000) explains that focus on the domains of work and family is essential, as family and work are
the most important elements of everyone’s life. Any competing demands of work and family life will
cause conflict and negatively affect the wellbeing of workers (Clark, 2000; Frone, 2000). Clarke et al.
(2004) and Clark (2000) agree that measurable aspects of WLB are satisfaction, lack of role conflict and
an overall sense of harmony. Greenhaus et al. (2003) believe that balance between family and work
domains also involves time balance, involvement balance, and satisfaction balance. Frone (2003) states
that the measurable four aspects of the balance between work and family roles are: (a) work-family
conflict, (b) family-work conflict, (c) work-family enhancement, and (d) family-work enhancement. As
these components have bi-directional effects on work and family domains, participation in the work role
may interfere or enhance the performance in the family role, and vice versa, participation in the family
role may interfere or enhance performance in the work role (Frone, 2003; Grzywacz & Marks, 2000; Frone
et al., 1992; Greenhaus & Beutell, 1985).
6) Grzywacz and Marks (2000) recognised that work-family studies have been dominated by role strain and
role enhancement perspectives. Role strain perspective of the work-family interface suggests that
responsibilities in separate domains such as work and family compete with each other in terms of limited
time, psychological resources and physical energy, which leads to negative 11 outcomes in both areas
(Greenhaus & Beutell, 1985). In contrast, enhancement perspective of the work-family interface states
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that participation in multiple roles can lead to better functioning in other life domains (Barnett & Rivers,
1996). This research focuses on interference between work and family. However, study on role
enhancement between work and family is suggested for further research.
7) This study refers to the definition of WLB presented by Clark (2000), who believes that WLB is achieved
when there is no role conflict, and when people are satisfied with their work and family roles. This
definition seems to be the most relevant to this paper, as participants’ wellbeing was measured using
family and work satisfaction scales, and participants WLB was measured using workfamily and family-
work conflict scales. Clark (2000) explains that the focus on the domains of work and family is essential
as family and work are the most important elements of everyone’s life. Any competing demands of work
and family life will cause conflict and negatively affect the wellbeing of workers (Frone, 2000; Clark,
2000).
8) Clark (2000) in her border theory suggests that WLB is influenced by physical borders (e.g. workplace
walls), temporal borders (e.g. working hours) and psychological borders (e.g. behaviour and thinking
patterns) between work and family settings. People cross these borders and “make daily transitions
between these two settings, often tailoring their focus, their goals, and their interpersonal style to fit the
unique demands of each” (Clark, 2000, p.751). Clark (2000) argues that keeping work and family lives
separate enables the management of work and family borders; however integration of work and family
lives eases transitions between those two domains. Each of these two approaches 12 can improve
employees’ well-being; this however is influenced by individuals’ preferences in terms of separation or
integration. Clark (2000) found that higher flexibility and lower permeability between work and family
domains can result in lower work-family conflict. This again depends on individuals preferences regarding
segmentation and integration. Research conducted by Hill, Hawkins and Miller (1996) shows that high
integration of work and family domains can lead to negative consequences, as high flexibility can blur the
boundaries between those two domains. Flexible, integrative work-family arrangements can improve
WLB by enabling employees to spend more time with their family. At the same time, when these
integrating arrangements are so high that they blur work-family boundaries, they can worsen WLB and
lead to higher work-family conflict, higher dissatisfaction with work and family life, and higher levels of
stress or depression (Clark, 2000; Hill et al, 1996).
2. 2.Work-life balance and economic changes
9) The recent economic downturn, increased competition and evolving technology have put pressure on
organisations to perform, and on employees to increase their productivity (O’Connell et al., 2010).
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Organisations deal with these tough economic times by cutting expenditure, decreasing staff levels and
increasing workloads for remaining employees (O’Connell et al., 2010). The wellbeing of workers who
kept their employment can be negatively affected by job insecurity (Scherer, 2009). Many individuals feel
under pressure to work longer hours to keep their jobs (Wayman, 2010), and to meet their family expenses
(Edwards & Rothbard, 2000). 13 Higher demands on employees’ duties and longer working hours reduce
the time workers have to spend with their families (Hill, 2005). Statistics show that in Ireland in 2011 men
worked an average of 39.4 hours a week and women 30.6 hours (CSO, 2012). Heavier work demands
faced by employees also result in higher levels of stress, which negatively impacts workers’ physical and
psychological wellbeing (Malik, McKie, Beattie & Hogg, 2010). Grady et al. (2008) and Burke (2000)
argue that organisations and managers need to understand the importance of WLB, its impact on
employees’ wellbeing, and the effects it has on organisations productivity and performance.
C. Work-life balance and demographics
10) Over the last few decades, global demographic changes such as an increased participation of women in
the workforce, two-income households, single-parent families and eldercare have resulted in increased
challenges faced by workers who tried to balance demands of work and family life (Tennant & Sperry,
2003; Young, 1999). These challenges and higher demands from work and family life have been found to
have negative effects on the wellbeing of workers and their families (Hochschild, 1997), and resulted in
family-work conflicts and workfamily conflicts (Aryee, Srinivas & Tan, 2005).
11) The Irish labour force has experienced a significant increase in female workers and two-income
households (Grady et al., 2008; Hilliard, 2007). According to CSO (2012) in 2011, 46.7% of those in Irish
employment were women. Hilliard (2007) also noticed that in the past three decades, Ireland experienced
a significant increase in female workers staying in the paid workforce after getting 14 married or returning
to work after having children. This could be caused by changing attitudes of Irish people towards the
traditional view of men being breadwinners and women being housewives looking after children (Hilliard,
2007).
12) Research shows that married women seem to work fewer hours than married men. Fine-Davis, Fagnani,
Giovannini, Hojgaard and Clarke (2004) found that in Ireland fathers worked weekly 45 hours and mothers
worked 32 hours. Recent statistics show that in 2011, 14.7% of married women worked 40 hours or more
a week, compared with 44.5% of married men (CSO, 2012). Fine-Davis, McCarthy, Edge and O'Dwyer
(2005) argue that men do not contribute as much time to household activities and childcare as women,
hence WLB initiatives seem to be used more often by women than by men.
13) Apart from an increasing female workforce Grady et al. (2008) also state that the Irish labour force is
aging, which means that in the future organisations would require greater flexibility in working
arrangements. According to CSO (2013) projections the old population in Ireland (aged 65 years and over)
is to rise significantly from 532,000 in 2011 to over 850,000 by 2026, and 1.4 million by 2046. The very
old Irish population (aged 80 years and over) is to increase even more drastically, from 128,000 in 2011
to over 484,000 in 2046. These findings suggest that more employees may have to look after their elderly
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relatives, which will increase their duty of care for dependant elders, and lead to higher levels of work-
family conflict (Frone et al., 1992; Greenhaus & Beutell, 1985).
D. Broader dimensions of the term ‘family’
14) Barnett and Hyde (2001) note that many researchers indicate a difficulty in describing the various
dimensions of the term ‘family’. Traditional theories of a family refer to married heterosexual couples
with children, where men engage in the world of work and women engage in domestic work and looking
after children (Hilliard, 2007; Hymowitz & Weissman, 1990; Persons & Bales, 1955). This approach
excludes gay or lesbian couples, or single-parent families (Barnett & Hyde, 2001). Grzywacz and Marks
(2000, p.114) also suggest that many workfamily studies limit their samples to individuals who are married
or who have children, and argue that “such a limitation reflects too narrow a conceptualization of family”,
as single and childless individuals often carry significant family commitments to their parents, siblings
and other kin, and therefore should be included in work-family studies.
15) Research has shown that employees with significant dependent care responsibilities such as care for
dependant elders, care for young children, or employees with large families experience higher levels of
work-family conflict than individuals without such care responsibilities (Frone et al., 1992; Greenhaus &
Beutell, 1985). Grzywacz and Marks (2000) found that family support or burden influences levels of work-
family conflict. Lower levels of family criticism and burden indicated lower work-family conflict amongst
women, and lower levels of family support indicated higher negative spillover amongst both genders
(Grzywacz & Marks, 2000).
16) Children were another factor recognised by Grzywacz and Marks (2000) reflecting on work-family
conflict. Men with an oldest child aged less than 5 experienced higher levels of positive work to family
spillover as compared to men who did not have children. However, both women and men who had children
at any age indicated higher family-work conflict than those who did not have children (Grzywacz &
Marks, 2000). Grzywacz and Marks (2000) also recognised marital status as a factor influencing work-
family conflict. Their study shows that unmarried women and men experienced lower levels of work-
family conflict than women and men who were married.
17) This study refers to ‘family’ in its traditional and non-traditional context, which includes married couples
with children, as well as individuals of the opposite or the same sex, who are in partnered relationships,
with or without children. Family in this study also refers to one’s overall home-life, which apart from
partners, spouses and children, also includes parents, siblings, and other relatives.
E. Work-family conflict
18) Work-family conflict occurs when work activities interfere with family activities, and in contrast, family-
work conflict occurs when family activities interfere with work activities (Breaugh & Frye, 2007; Hill,
2005). The literature indicates various definitions of work-family conflict and family-work conflict.
Netemeyer, Boles and McMurrian (1996, p. 401) describe family-work conflict as “a form of inter role
conflict in which general demands of, time devoted to, and strain created by the family interfere with
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performing work-related responsibilities”, and work-family conflict as “a form of inter role conflict in
which the general 17 demands of, time devoted to, and strain created by the job interfere with performing
family-related responsibilities”.
19) Research has shown that work-family conflict and family-work conflict are a result of pressure created by
incompatible work and family roles (Yang, 2005; Greenhaus & Beutell, 1985). Greenhaus and Beutell
(1985) argue that participation in the work domain is more difficult due to participation in the family
domain, and vice versa. Greenhaus and Beutell (1985, p.77) define workfamily and family-work conflicts
as “a form of friction in which role pressures from work and family domains are mutually incompatible
in some respects”. These conflicts occur bi-directionally, which means that a negative experience at work
can affect employees’ family life, and vice versa (Wayne, Grzywacz, Carlson & Kacmar, 2007; Yang,
2005). This happens because work-family conflict is negatively related to family life satisfaction, whereas
family-work conflict is connected to lower work satisfaction (Frone, 2003; Williams & Allinger, 1994).
20) According to Greenhaus and Beutell (1985) there are three types of work-family conflict and family-work
conflict: (a) time-based conflict, (b) strain-based conflict, and (c) behaviour-based conflict. Time-based
conflict arises where work-related activities or family-related activities compete with other activities
(Yang, 2005). Strain-based conflict occurs when pressures and demands of one role conflict with the
demands of the other role (Edwards & Rothbard, 2000). Behaviour-based conflict arises when behaviour
expected in one role conflicts with that expected in the other role (Edwards & Rothbard, 2000). 18 Many
scholars agree that work-family conflict and family-work conflict are negatively related to family life
satisfaction and work satisfaction (e.g. Parasuraman & Greenhaus, 2002; Allen, Herst, Bruck & Sutton,
2000; Netemeyer et al., 1996), and therefore are negatively related to WLB (Kalliath & Monroe, 2009).
Some researchers indicate different causes and effects of work-family conflict and family-work conflict.
These findings do not always reach the same conclusions. For example, Allan et al. (2007) found that an
excessive workload has a stronger negative impact on work-family conflict than long working hours,
whereas Major, Klein and Ehrhart (2002) found a positive relationship between excessive working hours
and work-family conflict, resulting in decreased health and lower family functioning. Poelmans,
O’Driscoll and Beham (2005) argue that long working hours, as well as work schedule inflexibility
increase work-family conflict. Grzywacz and Marks (2000) recognised that work characteristics such as
high work pressure, lack of support in the workplace and lower levels of decision latitude were the main
causes of work-family conflict. In relation to working hours, Grzywacz and Marks (2000) recognised that
those working less than 20 hours per week experienced less work- family conflict than individuals who
worked 45 hours per week.
21) Literature shows the connection between work-family conflict and lower family function (Hill, 2005),
lower family satisfaction (Bedeian, Burke & Moffett, 1989), lower work satisfaction (Hill, 2005), poor
physical and psychological health (Hill, 2005; Frone et al., 1997), distress (Dikkers, Geurts, Dulk, Peper,
Taris & Kompier, 2007), depression and alcohol abuse (Grzywacz & Marks, 2000). Employees
experiencing higher levels of stress caused by work-family 19 conflict seem to be less satisfied with their
jobs, less productive and less committed to the organisation (Frye & Breaugh, 2004). In turn, employees
with lower levels of work-family conflict experience higher levels of job satisfaction (Hill, 2005). Also,
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those individuals who spend more time with their families enjoy a higher quality of life (Greenhaus et al.,
2003).
22) Despite thorough research of these two conflicts simultaneously, there seems to be insufficient research
conducted exclusively on family-work conflict and its effects on individuals’ wellbeing. The reason
behind this could be the argument that work-family conflict occurs more frequently than family-work
conflict (Frone, 2003). Consistent with previous research, a study by Grzywacz and Marks (2000) suggests
that work factors are the main causes of work-family conflict, and family factors are the main causes of
family-work conflict (Frone et al., 1992). However, Grzywacz and Marks (2000) recognised that pressure
at work also played a significant role in family-work conflict, supporting an interrelationship between
work stress and family stress (Frone, Yardley & Markel, 1997). Family-work conflict has been mainly
linked to lower work performance and lower family satisfaction (Hill, 2005), lower levels of WLB
(Kalliath & Monroe, 2009), higher job stress and turnover intentions (Netemeyer, Maxham & Pullig,
2005), anxiety and substance disorders (Frone, 2000) and increased stress (Hill, 2005).
F. Consequences of work-life balance and work-life imbalance
23) Various studies conducted in the United States and the United Kingdom show that one of the most
common consequences of work-life imbalance is depression, 20 resulting in decreased productivity and
higher absenteeism (Layous, Chancellor, Lyubomirsky, Wang & Doraiswamy, 2011; Seligman, 2011).
Low WLB can also lead to employees experiencing low morale and higher absenteeism (Brought,
O’Driscoll & Kalliath, 2005), and organisations experiencing higher staff turnover, lower productivity
and poorer work quality (Seligman, 2011; Hill, 2005).
24) Research conducted by Malik et al. (2010) shows that unbalanced work-family life caused by increased
work demands leads to higher levels of stress. Stress caused by higher demands from work results in
family-work conflicts and workfamily conflicts (Aryee et al., 2005). This has negative impacts not only
on the wellbeing of workers but also on their families (Hochschild, 1997), as it increases anxiety of
individuals at work and at home (Doby & Caplan, 1995), and leads to lower quality relationships with
family members (e.g. spouse or children) (Parasuraman & Greenhaus, 2002). Increased work demands
such as overtime and shift work may lead to work-family conflict, which can result in decreased
satisfaction with work and with the employer (Paton, Jackson & Johnson, 2003). Therefore, work-related
stress has a negative impact on employees, organisations, families and society (Brought & O’Driscoll,
2005; Parasuraman & Greenhaus, 2002).
25) WLB policies have been found to reduce absenteeism and positively impact employees’ job satisfaction,
productivity and retention (Hill, 2005; Allen, 2001). Grady et al. (2008) emphasise the importance for
organisations to implement WLB initiatives. These initiatives include flexible working hours, temporal
21 agreements, childcare facilities, and supports such as counselling (Grady et al., 2008). Organisations
providing such benefits seem to understand the relationship between greater WLB and retention of a
competent workforce, and its effect on organisational commitment and profitability (Ryan & Kossek,
2008; Hill, 2005). Organisations with a high WLB culture are more likely to retain individuals who
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prioritise WLB (Kristof, 1996). In contrast, when WLB priorities differ between employers and
employees, then work-family conflict occurs. This can result in staff deciding to leave an organisation and
to look for work in organisations where WLB cultures are high (Kristof, 1996).
26) Research conducted by Clark (2000) found that workplace flexibility has a positive impact on employees’
wellbeing and WLB. Employees with flexible work schedules achieve better WLB, which results in higher
job satisfaction, higher home activity satisfaction, and lower role conflict (Clark, 2000). Clark (2001)
believes that WLB has been recognised by employees and organisations as an important factor in
achieving optimum wellbeing and job performance. In recent decades the focus on WLB has become
significant due to changing demographics such as an increased female workforce, single parents and
twoincome households (Clark, 2001), as well as a restructured and aging labour force (Grady et al., 2008).
As previously mentioned, Grady et al. (2008) recognised that the Irish labour force is aging, which means
that in the future more individuals may carry a duty of care for dependant elders, and organisations may
require greater flexibility in working arrangements.
G. Wellbeing
27) Wellbeing is a crucial component of a happy, good-quality life (Diener, 2000). Wellbeing is associated
with happiness, satisfaction, vitality, optimism, passion, and self-actualisation (Seligman, 2002). Aristotle
in his Nicomachean Ethics states that eudaimonia (the Greek word for happiness) is the highest good for
human beings and can be achieved by correct actions that lead to individual wellbeing (Myers, 1992).
Corbin and Lindsey (1994, p.233) state that wellbeing is the utilisation of “an emotional, intellectual,
physical, spiritual and social dimension that expands one’s potential to live and work effectively and to
make a significant contribution to society”. Wellbeing can be assessed by individuals’ subjective
judgement in relation to their life satisfaction, or psychological health (e.g. perceived stress) (Grzywacz,
Almeida & McDonald, 2002); as well as by individuals’ objective measures of physical health (e.g. blood
pressure) (Broadwell & Light, 1999). Research shows that wellbeing is strongly correlated with better
mental health, better physical health and longevity (Strack, Argyle & Schwartz, 1991).
28) Wellbeing can be divided into: (a) subjective wellbeing, focusing on positive effects and the absence of
negative effects; and (b) psychological wellbeing, focusing on achieving individuals’ full potential (Ryan
& Deci, 2001). This study considers wellbeing as subjective wellbeing, which can be also defined as
emotional wellbeing (Ryan & Deci, 2001). This decision was based on the argument that the term ‘well-
being’ is often used rather than ‘subjective wellbeing’ in order to avoid “any suggestion that there is
something arbitrary or unknowable about the concepts involved” (Diener, 2005, p.3).
29) Emotional wellbeing was explained by Aristippus in the fourth century BCE as experiencing bodily
pleasure and avoiding suffering (Ryan & Deci, 2001). This pleasure-pain theory is used by Ryan and Deci
(2001) who argue that wellbeing involves three components of happiness: (a) life satisfaction, (b) the
presence of positive mood, and (c) the absence of negative mood. Diener (1984) also argues that
satisfaction with life, positive effect and negative effect are the main factors indicating wellbeing
Therefore, it can be understood that well-being refers to positive and negative evaluations that people
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make about their lives, which includes “reflective cognitive evaluations, such as life satisfaction and work
satisfaction, interest and engagement, and affective reactions to life events, such as joy and sadness”
(Diener, 2005, p.2).
30) As family and work are the most important elements in everyone’s life (Clark, 2000), and satisfaction
with those two domains affects people wellbeing and overall feelings about their lives (Diener, 2005), this
study examines wellbeing using measures of family life satisfaction and work satisfaction. Also, because
this study refers to wellbeing as emotional wellbeing, a psychological health scale was included for
examination of participants’ wellbeing. The psychological health scale assesses levels of p
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
Data is collected through questionnaire following are the responses of the respondents.
Figure 1. Age wise distribution.
Age Frequency Percentage

Years
18-30 63 63%
30-40 25 25%
45-60 12 12%
Above 0 0%
60
Grand 100 100%
Total
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Interpretation
 As shown in Figure 1. that 100 % valid responses in total representing a target population of
Mumbai city, it can be seen that majority that is
 63% belong to the age greoup the age group of-(18-30 which shows that majority of respondents
were youngsters
 25 %were from the age group of 30-45 and
 12% were of the age group 40-60 who have participated in the survey.
Figure 2. Marital status.
Count on marital Frequency Percentage

status
Married 31 31%
Unmarried 69 69%
Grand Total 100 100%
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Interpretation
 As shown in the above Figure 2. From the above diagram it is observed that
 61 % are married
 39 % are not married.
Figure 3. From how many years you are working in an organisation?
Count of how Frequency Percentage

many years
you are
working in an
organisation ?
0-5 years 61 61%
5-10 years 21 21%
10-15 years 7 7%
More than 15 7 7%
years
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lOMoARcPSD|39856677
Interpretation
 As shown in Figure 3. It is observed that

 61 % are working in an organisation since 0-5 years
 25 % working since 5-10 years
 7 % working since 10-15 years
 7 % working since more than 15 years.
Figure 4. Do you work in shifts?
Count of do you Frequency Percentage

work in shifts?
Yes 49 49%
No 51 51%
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Interpretation
 From the above diagram Figure 4. It is observed

 51% prefer to work in shifts
 49% do not prefer working in shifts
Figure 5. How do you feel about the amount of time you spend at work?
Count on How do Frequency Percentage

you feel about the
amount of time
you spend at
work?
Highly satisfied 17 17%
Satisfied 42 42%
Neutral 35 35%
Dissatisfied 5 5%
Highly dissatisfied 1 1%
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lOMoARcPSD|39856677
How do you feel about the amount of time

you spend at work?
45
40
35
30
25
20
15
10
5
0
HIGHLY SATISIFIED SATISFIED NEUTRAL DISSATISFIED
Highly satisified Satisfied Neutral Dissatisfied
Interpretation
 From the above diagram Figure 5. it is observed that

 17% highly satisfied by the amount of time they spend at work
 42% are just satisfied by the amount time they spend at work 35% have neutral opinion regarding
the amount of time they spend at work and 5%are dissatisfied followed by 1 % who is highly
dissatisfied.
Figure 6. Do you generally feel that you are overloaded with work?
Count on Do Frequency Percentage

you generally
feel that you
are overloaded
with work?
Yes 52 52%
No 48 48%
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Interpretation
 From the above diagram Figure 6. it is observed

 52% generally feel overloaded with work
 48% do not feel overloaded with work
Figure 7. Are you satisfied with the working hours of the organization?
Count on are you Frequency Percentage

satisfied with the
working hours of
the
organization?
Yes 69 69%
No 31 31%
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lOMoARcPSD|39856677
Interpretation
 From the above diagram Figure 7.it is observed

 69 % are satisfied with the working hours of the organisation
 31 % are not satisfied with the working hours of the organisation.
Figure 8. Do you get enough time for your family after work?
Count on do you Frequency Percentage

get enough time
for your family
after work?
Rarely 18 18%
Neutral 41 41%
Sometimes 26 26%
Always 15 15%
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lOMoARcPSD|39856677
Interpretation

 18 % rarely get enough time for their family after work which indicates a poor work life balance
 41% feel that they spend neutral time with family
 26% who sometimes spend enough time for family after work
 15% who feel that they always get enough time for the family.
Figure 9. Do you feel you are able to balance your worklife?
Count on do you Frequency Percentage

feel you are able to
balance your
worklife?
Yes 69 69%
No 31 31%
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lOMoARcPSD|39856677
Do you feel you are able to balance your

worklife?
31%
Yes
No
69%
Interpretation

 69 % feel that they are able to balance their worklife which is maximum
 31 % feel that they are not able to balance their worklife.
Figure 10. How often do you think or worry about work?
Count on how Frequency Percentage

often do you think
or worry about
work
Never 14 14%
Sometimes 58 58%
Often 15 15%
Always 13 13%
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lOMoARcPSD|39856677
How often do you think or worry about

work?
60
50
40
30
20
10
0
NEVER SOMETIMES OFTEN ALWAYS
Never Sometimes Often Always
Interpretation

 58 % sometimes worry about work which is maximum
 13% who always worry about work
 15% who often worry about work
 14 %who never worry about work
Figure 11. Which of the following factors motivate you to work?
Count of Which Frequency Percentage

of the following
factors motivate
you to work?
Personal 45 45%
satisfaction
Financial 32 32%
independence
Single earner of 13 13%
family
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lOMoARcPSD|39856677
Family pressure 7 7%
Other 3 3%
Interpretation

 45 % which is the maximum gets motivated for work due to personal satisfaction
 32 % who gets motivated due to financial independence
 13 % who are single earner of family
 7 % who are motivated due to family pressure
 3 respondents have other reasons.
Figure 12. Do you feel pressurized by the society?
Count of do you Frequency Percentage

feel pressurized
by the society?
Yes 23 23%
No 60 60%
Sometimes 17 17%
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lOMoARcPSD|39856677
Interpretation

 23% feels pressurised by the society
 60% who do not feel pressurised by the society
 17 % who sometimes feel pressurised by the society.
Figure 13. Does the organization take initiative to manage work life of its employees?
Count of does the Frequency Percentage

organization take
initiative to
manage work life
of its employees?
Yes 69 69%
No 31 31%
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Interpretation

 69 % organisations take initiative to manage work life of employees
 31 % still don't take any initiative to manage its worklife balance.
Figure 14. Do you have any health related issues due to stress?
Count of do Frequency Percentage

you have any
health related
issues due to
stress?
Yes 37 37%
No 63 63%
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lOMoARcPSD|39856677
Do you have any health related issues due to

stress?
37% Yes
No
63%
Interpretation

 37 % face health related issues do to stress
 63 % do not have any health related issue due to stress
Figure 15. Are you able to do the justification by spending enough time with your family?
Count of are Frequency Percentage

you able to do
the justification
by spending
enough time
with your
family?
Yes 69 69%
No 31 31%
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Interpretation

 69 % are able to do justification by spending enough time with their family
 31% which are not able to do justification by spending enough time with their family .
Figure 16. Do you engage yourself in stress relieving programs?
Count of do you Frequency Responses

engage yourself
in stress
relieving
programs?
Frequently 15 15%
Sometimes 29 29%
Occasionally 19 19%
Rarely 17 17%
Never 20 20%
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Interpretation

 15% frequently engage themselves with stress relieving programmes
 29% sometimes engage themselves with stress relieving programmes
 19% occasionally engage themselves with stress relieving programmes
 17% rarely engage themselves with stress relieving programmes
 20% never engage themselves with stress relieving programmes
Figure 17. Do you work long hours or overtime even on holidays?
Count of do Frequency Percentage

you work long
hours or
overtime even
on holidays?
Frequently 21 21%
Sometimes 27 27%
Occasionally 23 23%
Rarely 17 17%
Never 12 12%
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Interpretation

 21% frequently work for long hours or over time even on holidays
 27% sometimes work for long hours or over time even on holidays
 23% occasionally work for long hours or over time even on holidays
 17% rarely work for long hours or over time even on holidays
 12% never work for long hours or over time even on holidays.
Interpretation Of Data
As shown in Figure 1. that 100 % valid responses in total representing a target population of Mumbai city,
from the above diagram it can be seen that majority that is 63% were from the age group of 18-30 which
shows that majority of respondents were youngsters 25 %were from the age group of 30-45 and 12% were
of the age group 40-60 who have participated in the survey.
 52% generally feel overloaded with work
 48% do not feel overloaded with work
Following factors motivate you to work?

 45 % which is the maximum gets motivated for work due to personal satisfaction
 32 % who gets motivated due to financial independence
 13 % who are single earner of family
 7 % who are motivated due to family pressure
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lOMoARcPSD|39856677
 3 respondents have other reasons.
Do you feel pressurized by the society?
 23% feels pressurised by the society

 60% who do not feel pressurised by the society
 17 % who sometimes feel pressurised by the society.
Do you work long hours or overtime even on holidays?

 21% frequently work for long hours or over time even on holidays
 27% sometimes work for long hours or over time even on holidays
 23% occasionally work for long hours or over time even on holidays
 17% rarely work for long hours or over time even on holidays
 12% never work for long hours or over time even on holidays
Interpretation
Among 100 respondents few respondents answered the above questions where they agree that the
development and implementation of proper worklife balance is very crucial as its effects the efficiency
and the effectiveness of male employees and helps to balance and motivate their personal and work life
by reducing stress through stress releasing programmes which should be encouraged by the organization
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CHAPTER 5
5.1 FINDING
 Working Hours : The study reveals that eight in (80 per cent) said that they had
more than 9 working hours. There were no other significant differences between
groups of employee (male and female) in terms of average working hours. About
70 percent of professionals work for 8 to 9 hrs daily along with 26 percent of
worker reported to have 10 to 11 working hours. The average working hours for
all banks comes to 9.91 hours.
 Over Time : The study revels that out of the 160 respondents, almost all of them
stated that their organization have no provisions of paid overtime.
 Responsibility : The study revels that Majority of the professional in private

sector banks are mostly young who are in the age rage 25-40. The bigger chunk
of professional in Rajasthan are either bachelors or married couples with one or
two children.
 Earner : The study revels that the sample suggests an encouraging trend of
having dual income in the family with 69% most of which consider of both
husband and wife working to make the ends meet whereas 31% said that they
were the sole earners in family.
 Leave Arrangements : The study revels that a part from the medical leaves are
provided by majority of banks. Majority of banks have provisions for providing
leave to the employees in case of emergencies in family such as death of family
member. A part from public sector banks, maternity leaves are still an issue with
a number of banks.
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5.2 SUGGESTION:
From the analysis of the reports through questionnaire survey it is seen that the organisation have realised
the need for work life balance of male 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 organisation
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 organisation.
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.
“The growing ‘always-on’ work culture among millennials has cost employees their mental health undermining the quality of
work,” Mohit Bharti, regional director at Michael Page India, stated in a press release. “Performance pressure and fear of
losing jobs are the major reasons for extensive stress beyond work hours. Identifying multiple ways to address such problems
has become critical for employees as well as organisations,” he added.
The research, which looks at how employees carve quality time out of their work weeks for family or to free up their mind to
increase productivity, indicated that apart from the scope of responsibilities and tasks in the workplace, other factors such as
commuting, employee-employer relationship and flexi-environment all affect the productivity of the employees.
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CHAPTER 6
5.3 CONCLUSIONS
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 organisation 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 employees 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.work-life balance has been defined and all its aspects analyzed, some
conclusions can be drawn. First of all, work-life balance is not a “one-size-fits-all” type of trend;
rather it is a trend which is viewed differently by everyone because people have a unique
perception of their achievements and enjoyments. Also, work-life balance is changing on
a daily basis, and there is no universal formula on how to achieve a perfect balance between work
and life. Rather, the work-life balance is focused more on how to achieve something in order to
enjoy something. Work-life balance is all about providing men with more flexibility when it comes
to their working hours. Employees became able to manage their time working and ‘living’
which eventuall y results in greater productivity. There are different types of
managing working hours and those are compressed workweek, flexible job-sharing,
telecommuting and two-in-a-box.
In a nutshell, it is important to have a positive work-life balance in order to enhance men

employees’ productivity at work that would affect the well-being of an individual itself, the employer
and the organization in general. Work-life balance is all about balancing out achievements
and enjoyments. An individual has to know why men wants to achieve something in life, because
of the satisfaction and joy of living that comes afterwards.
Considering the points made so far, it is indeed the case that our view is that despite the realities of having to slog
and work, we must not lose sight of the larger goal which is that our lives are a marathon and not hundred meters
sprints and hence, it is better to slow down in the present to be more productive in the future.
In addition, we also advocate the suggestion that for those who are starting their careers, they would well do to
slog as much as they can and once they reach a certain level, they can then ensure that they have a healthy work
life balance and with some savings, they can look forward to a fulfilling midlife and retirement.
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CHAPTER 7
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occupational stress on the physical and psychological health of women in a microelectronics plant’.
Social Science and Medicine, 34 (12): 1377-1383.
23) Bronfenbrenner, U. (1979) The ecology of human development: Experiments by nature and design.
Cambridge, MA: Harvard University Press.
24) Brough, P. & O'Driscoll, M. (2005) ‘Work-family conflict and stress’. In: Antoniou, A. & Cooper, C.
(eds). A research companion to organizational health psychology. Cheltenham, UK: Edward Elgar, 346-
CHAPTER 8
ANNEXURE
1. From how many years you are working in this organization?

0-5yrs
5-10yrs
10-15yrs
More than 15 yrs
2. Do you work in shifts?

Yes
No
3. How many hours a day you normally work?
4. How do you feel about the amount of time you spend at work?
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
5. Do you generally feel that you are overloaded with work?

Yes
No
Sometimes
6. Are you satisfied with the working hours of the organization?

Yes
No
7. Do you get enough time for your family after work?
69

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Rarely
Neutral
Sometimes
Often
Always
8. Do you feel ha you are able to balance your worklife?

Yes
No
9. How often do you think or worry about work?

Never
Sometimes
Often
Always
10. which of he following facors motivate you to work?

Personal satisfaction
Financial independence
Single earner of family
Family pressure
Others
11. Do you feel pressurized by society?

Yes
No
Sometimes
12. Does organization take initiate to manage worklife of its employees?

Yes
No
13. Do you get enough time for your family after work?
Rarely
Neutral
Sometimes
Always
14. Do you feel that you are able to balance your worklife?
Yes
No
15. How often do you think or worry about work?

Never
Sometimes
70

lOMoARcPSD|39856677
Often
Always
16. Which of the following factors motivate you to work?

Personal satisfaction
Financial independence
Single earner of family
Family pressure
Other
17. Do you feel pressurized by the society?

Yes
No
Sometimes
18. Does the organization take initiative to manage worklife of its employees?
Yes
No
19. What kind of initiatives does the organization take to manage the worklife of its employees?
Offer paid time off
Encourage employees to take breaks
Bring in meditation
20. Do you have any health related issues due to stress?
Yes
No
21. Are you able to do the justification by spending enough time with your family?
Yes
No
22. Do you engage yourself in stress reveling programs?

Frequently
Sometimes
Occasionally
Rarely
Never
23. Do you work long hours or overtime even on holidays?

Frequently
Sometimes
Occasionally
Rarely
Never
71

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bachlor of commerce (University of Mumbai)

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‘‘A STUDY ON WORKLIFE BALANCE WITH SPECIAL REFERENCE TO

MALES OF MUMBAI CITY’’.

A PROJECT SUBMITTED TO THE UNIVERSITY OF MUMBAI FOR

PARTIAL COMPLETION OF THE DEGREE OF DEGREE OF

UNDER THE FACULTY OF COMMERCE

MISS. SUMAIYA AHMED PATEL

UNDER THE GUIDANCE OF

Dr. MEGHA KHADEKAR

MASTER OF COMMERCE (PART-2)

RAJESTHANI SAMMELAN SHRI GHANSHYAMDAS SARAF COLLEGE OF ARTS &

COMMERCE S.V. ROAD, MALAD (WEST), MUMBAI 400 064.

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of MANAGEMENT and her project is entitled, “A STUDY ON WORKLIFE BALANCE WITH

SPECIAL REFFERENCE TO MALES OF MUMBAI CITY” under my supervision.

Project : MEGA KHADEKAR

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work titled ‘‘STUDY ON WORKLIFE BALANCE WITH SPECIAL REFERENCE

Name and Signature of the learner:

MISS SUMAIYA PATEL

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

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CHAPTER TOPICS PAGE NO

1.1 History Of Work-Life

1.10 Men and Work-life

2.3 Problems Of Study

2.4 Sources Of Data

2.5 Secondary Sources

2.6 Primary Sources

2.7 Reference Period

2.8 Universe Sample

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2.9 Sampling Design

2.10 Sampling Size

2.11 Data Analysis

2.12 Need And Scope

2.13 Limitation of Study

3.1 Work-life Balance and Economic Changes

3.3 Broader Dimensions

3.4 Work family Conflict

3.6 Well being

4. DATA ANALYSIS AND INTERPRETATION

5. FINDINGS AND SUGGESSTIONS

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1.1 History of Work-Life Balance

1. The Indian ‘difference’:

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1.2 Definitions of Work-Life Balance

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1.3 Significance of Work-Life Balance

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organizations where this was the norm and the rule.

Triggers or Signs of Work-Life Imbalance

Let’s analyze the Symptoms of Work Life imbalance