Project Report

on

A Study of Effectiveness of Work Life Balance of Women

in Solitaire Infosys Private Limited

Submitted for the partial fulfillment of the requirement for the degree of

MASTER OF BUSINESS ADMINSTRTION

(2021-2023)

Under The Guidance of: Submitted by:

Prof Geeta Jolly Jasveer Kaur
Assistant Professor MBA 4th Sem
Patel Institute of Management & Uni Roll No.630992
Technology, Rajpura

PATEL INSTITUTE OF MANAGEMENT & TECHNOLOGY

Punjabi University, Patiala

1
 ACKNOWLEDGMENT

The research report on A STUDY OF EFFECTIVENESS OF WORK LIFE BALANCE OF

WOMEN IN SOLITAIRE INFOSYS PRIVATE LIMITED, “provided by me as part of the
curriculum in two-year master’s degree of business administration.

I have tried my best to present this information as clearly by using basic terms that I hope this
will be comprehended by the widest spectrum of researchers, analysis and students for further
studies as well.

I have completed this study under the guidance of Prof. Geeta Jolly I would be failing in my
duty if she does not acknowledge the scholarly guidance, assistance and knowledge. I have
received from her and timely completion of this work.

My knowledge ultimately increased by doing this project. I owe to my parents for their
support during the entire course of this project.

Date:

Jasveer Kaur

Roll no. 630992

MBA- II SEM- IV

2
 DECLARATION

I Jasveer Kaur hereby declare that the project work entitled” A STUDY OF
EFFECTIVENESS OF WORK LIFE BALANCE OF WOMEN IN SOLITAIRE INFOSYS
PRIVATE LIMITED” submitted by me to the “Patel Institute of Management &
Technology” is a record of an original work done by me, under the guidance of Prof. Geeta
Jolly.

This project report has been submitted in partial fulfilment of the requirements for the award
of degree of Masters of Business Administration. This is my original work and the
conclusions drawn therein are based on the material collected by myself. This project report
has not been submitted to some other college for the honour of any degree or Diploma.

3
 PREFACE

In order to achieve positive and concrete result with theoretical concept the exposure to real
life situations existing in corporate world is very much needed .In today’s scenario the
practical knowledge in education especially in professional course is very essential. It is true
that “Experience is the Best Teacher” in today’s globalize world, where cut throat are
prevailing in the market, theoretical knowledge is not sufficient, besides this one have
practical knowledge, which help an individual in his/her carrier activities.

The internship program is designed to make a bridge between the theoretical knowledge and
practical life experience. It is designed to have a practical experience while passing through
the theoretical understandings.

In every professional course, training is an important factor, Professors give us theoretical

knowledge of various subjects in the college but we are practically exposed of such subjects
when we get training in the organization.

Final project in MBA course and study content of such practical knowledge makes the
student confidential and introduce them about their ability.

I am interested in HR& Marketing so I have done my final project on topic- “A Study Of

Effectiveness Of Work Life Balance Of Women in Solitaire Infosys Private Limited "

4
 TABLE OF CONTENT
S No. Contents Page No.
1 Acknowledgement
2 Declaration
3 Preface
4 Chapter-1 6-11
Introduction About the Sector
5 Chapter-2 12-22
Introduction to Company
6 Chapter-3 23-34
Introduction to Topic
7 Chapter-4 35-45
Review of Literature
8 Chapter-5 46-48
Research Methodology
Objective of the study
9 Chapter-6 49-68
Data Analysis & Interpretation
10 Chapter-7 69-70
Findings of the study
11 Chapter-8 71-73
Recommendation & Limitation
12 Chapter-9 74-75
Conclusion
13 Chapter-10 76-77
Bibliography
14 Chpater-11 78-82
Annexure

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 CHAPTER-1

INTRODUCTION ABOUT

THE SECTOR

6
 INTRODUCTION TO IT INDUSTRY

Information technology (IT) is the use of any computers, storage, networking and other
physical devices, infrastructure and processes to create, process, store, secure and exchange
all forms of electronic data. Typically, IT is used in the context of enterprise operations as
opposed to personal or entertainment technologies. The commercial use of IT encompasses
both computer technology and telephony .The term information technology was coined by
the Harvard Business Review, in order to make a distinction between purpose-built machines
designed to perform a limited scope of functions and general-purpose computing machines
that could be programmed for various tasks. As the IT industry evolved from the mid-
20th century, it encompassed transistors and integrated circuits -- computing capability
advanced while device cost and energy consumption fell lower, a cycle that continues today
when new technologies emerge.

IT software and hardware

IT includes several layers of physical equipment (hardware), virtualization and management

or automation tools, operating systems and applications (software) used to perform essential
functions. User devices, peripherals and software, such as laptops, smart phones or even
recording equipment, can be included in the IT domain. IT can also refer to the architectures,
methodologies and regulations governing the use and storage of data.

Business applications include databases like SQL Server, transactional systems such as real-
time order entry, email servers like Exchange, Web servers like Apache, customer
relationship management and enterprise resource planning systems. These applications
execute programmed instructions to manipulate, consolidate, disperse or otherwise affect data
for a business purpose.

Computer servers run business applications. Servers interact with client users and other
servers across one or more business networks. Storage is any kind of technology that holds
information as data. Information can take any form including file data, multimedia, telephony
data and Web data, data from sensors or future formats. Storage includes volatile random
access memory (RAM) as well as non-volatile tape, hard disk and solid-state flash drives.

IT architectures have evolved to include virtualization and cloud computing, where physical
resources are abstracted and pooled in different configurations to meet application

7
requirements. Clouds may be distributed across locations and shared with other IT users, or
contained within a corporate data center, or some combination of both deployments.

IT education and job functions

A team of administrators and other technical staffers deploy and manage the our's IT
infrastructure and assets. IT teams depend on a wide range of specialized information and
technology skills and knowledge to support equipment, applications and activities. Third-
party contractors and IT vendor support personnel augment the IT team.

Information technology in India

Information technology in India is an industry consisting of two major components: IT

services and business process outsourcing (BPO).The sector has increased its contribution to
India's GDP from 1.2% in 1998 to 7.7% in 2017. According to NASSCOM, the sector
aggregated revenues of US$160 billion in 2017, with export revenue standing at US$99
billion and domestic revenue at US$48 billion, growing by over 13%. USA accounts for more
than 60 per cent of Indian IT exports.

History

India's IT Services industry was born in Mumbai in 1967 with the establishment of the Tata
Group in partnership with Burroughs. The first software export zone, SEEPZ – the precursor
to the modern-day IT park – was established in Mumbai in 1973. More than 80 percent of the
country's software exports were from SEEPZ in the 1980s.

The Indian economy underwent major economic reforms in 1991, leading to a new era of
globalization and international economic integration, and annual economic growth of over
6% from 1993–2002. The new administration under Atal Bihari Vajpayee (who was Prime
Minister from 1998–2004) placed the development of Information Technology among its top
five priorities and formed the Indian National Task Force on Information Technology and
Software Development. Wolcott & Goodman (2003) report on the role of the Indian National
Task Force on Information Technology and Software Development within 90 days of its
establishment, the Task Force produced an extensive background report on the state of
technology in India and an IT Action Plan with 108 recommendations. The Task Force could
act quickly because it built upon the experience and frustrations of state governments, central

8
government agencies, universities, and the software industry. Much of what it proposed was
also consistent with the thinking and recommendations of international bodies like the World
Trade Organization (WTO), International Telecommunications Union (ITU), and World
Bank. In addition, the Task Force incorporated the experiences of Singapore and other
nations, which implemented similar programs. It was less a task of invention than of sparking
action on a consensus that had already evolved within the networking community and
government. Regulated VSAT links became visible in 1994. Desai (2006) describes the steps
taken to relax regulations on linking in 1991:

In 1991 the Department of Electronics broke this impasse, creating a corporation called
Software Technology Parks of India (STPI) that, being owned by the government, could
provide VSAT communications without breaching its monopoly. STPI set up software
technology parks in different cities, each of which provided satellite links to be used by firms;
the local link was a wireless radio link. In 1993 the government began to allow individual
companies their own dedicated links, which allowed work done in India to be transmitted
abroad directly. Indian firms soon convinced their American customers that a satellite link
was as reliable as a team of programmers working in the clients’ office.

Videsh Sanchar Nigam Limited (VSNL) introduced Gateway Electronic Mail Service in
1991, the 64 Kbit/s leased line service in 1992, and commercial Internet access on a visible
scale in 1992. Election results were displayed via National Informatics Centre's NICNET.

"The New Telecommunications Policy, 1999" (NTP 1999) helped further liberalize India's
telecommunications sector. The Information Technology Act, 2000 created legal procedures
for electronic transactions and e-commerce.

A joint EU-India group of scholars was formed on 23 November 2001 to further promote
joint research and development. On 25 June 2002, India and the European Union agreed to
bilateral cooperation in the field of science and technology. India holds observer status at
CERN, while a joint India-EU Software Education and Development Center will be located
in Bangalore.

9
Contemporary situation

In the contemporary world economy India is the second-largest exporter of IT. Exports
dominate the Indian IT industry and constitute about 77% of the industry's total revenue.
However, the domestic market is also significant, with robust revenue growth. The industry’s
share of total Indian exports (merchandise plus services) increased from less than 4% in
FY1998 to about 25% in FY2012. The technologically-inclined services sector in India
accounts for 40% of the country's GDP and 30% of export earnings as of 2006, while
employing only 25% of its workforce, according to Sharma (2006). According to Gartner, the
"Top Five Indian IT Services Providers" are Tata Consultancy Services, Infosys, Cognizant,
Wipro, and HCL Technologies.

Future outlook

The Indian IT market currently focuses on providing low-cost solutions in the services
business of global IT. The presence of Indian companies in the product development business
of global IT is very meager, however, this number is slowly on the rise. The other prominent
trend is that IT jobs, once confined to Bangalore, and is slowly starting to experience a
geographical diffusion into other cities like Chennai, Hyderabad and Pune. According to
Google estimates, the Indian community of developers will be the largest in the world by
2018.

New directions in research and development

Research in the industry was earlier concentrated in Programming languages like Java, but in
the recent times the research focus has changed towards technologies like Mobile computing,
Cloud computing and Software as a Service. This shift is attributed to the preference of
clients for ubiquitous computing over standalone computing.

Employment generation

The IT sector has also led to massive employment generation in India. The industry continues
to be a net employment generator — expected to add 230,000 jobs in fiscal year 2012, thus
directly employing about 2.8 million people and indirectly employing 8.9 million, making it a
dominant player in the global outsourcing sector. However, it continues to face challenges of

10
competitiveness in the globalised and modern world, particularly from countries like China
and Philippines.

India's growing stature in the Information Age enabled it to form close ties with both the
United States and the European Union. However, the recent global financial crises have
deeply impacted Indian IT companies as well as global companies. As a result, hiring has
dropped sharply, and employees are looking at different sectors like financial services,
telecommunications, and manufacturing, which have been growing phenomenally over the
last few years.

With fundamental structural changes visible everywhere in the IT services due to Cloud
computing, proliferation of Social media, Big data, Analytics all leading to digital services
and digital economy, many of the leading companies in India's IT sector reported lower
headcounts in their financial results.

11
 CHAPTER-2

INTRODUCTION TO COMPANY

12
COMPANY PROFILE

Solitaire Infosys Private Limited (SIPL) is a global IT solutions provider company with
extensive workforce of efficient employees. They offer complete cycle of IT services in the
domains of Software Development, Web-based Technologies and Internet Marketing.

Company quality as well as business-driven advent distinguishes us from conventional web

design companies. Being a pioneer website design & development company, They don’t just
deliver the job-They deliver it keeping in mind the best for company. And this might be the
reason that brings clients back to us again and again.

SIPL Emphasis On:

The Service: They value relationships with consumers and have embellished company by
rendering above average service.

The Professionalism: A web Application that looks incredible conveys a professional view
of company business and would really exhibit for company.

The Technology: A website that will have good technicality, designing and developing
professional who will make the websites ranging from a simple place holder to dynamic
database driven web sites.

Mission and Vision of the company

Vision: Be with you in every step of the way from the idea creation and developing a
business model straight through to design and technology implementation.

Mission: To Endow client qualitative and consistent Web Service.

History

13
Solitaire Infosys Private Limited is a Private incorporated on 06 June 2011. It is classified as
Non-govt Company and is registered at Registrar of Companies, Chandigarh. Its authorized
share capital is Rs. 900,000 and its paid up capital is Rs. 100,000.It is involved in other
computer related activities [for example maintenance of websites of other firms/ creation of
multimedia presentation for other firms etc.]

Solitaire Infosys Private Limited's Annual General Meeting (AGM) was last held on 30 June
2016 and as per records from Ministry of Corporate Affairs (MCA), its balance sheet was last
filed on 31 March 2016.

Present Status

Current status of Solitaire Infosys Private Limited is - Active.

Management

Directors of Solitaire Infosys Private Limited are Jogvinder Singh and Rajesh Sharma.
Offices

India

C-110, Industrial Area Phase-VII

Mohali INDIA

Phone: +91-9876656700 +91-9872220856

Email: info@slinfy.com

Objectives of company

They aim to push company limits and accomplish beyond the definition of success at the
same time redefining excellence with every step and endeavor we undertake. They believe in
the power of a bond that we build with company clients and the power of people that are
connected by the wonders of technology. They are driven by company beliefs and principles
that have helped us touch and impact lives of the people working with us and the people we
proudly serve. Their objective is to bring together people with diverse opinions and point of
views to generate new possibilities and opportunities by turning the potential of technology
into evocative solutions.

14
What Solitaire does

At Solitaire Infosys, they work with enhanced and smart strategies to build and deliver the
most robust, flexible and sophisticated solutions and services for company clients. They have
over time extended company expertise to a multitude of IT services with an innovative
approach to cater to and engage with the growing and changing market trends. There high
end services extend from building company business online from a scratch with the most
promising and pioneering technologies and hands on solutions, to maintaining and upholding
company business models for a long term and ever growing revenue as well as reputation.
They function while collaborating with company clients to generate comprehensive strategies
to capitalize on company cutting-edge applications. The wide band of company services
hoists the flagship of many accolades. They serve with par excellence in the following
spheres of technology and business:

 Web Development: They ascertain to make company business visible and

acknowledged on the web through company efforts and expertise in Web
development technologies which include PHP Development. CMS Development, .Net
and E-commerce Development. There proficient team of developers strive o provide
comprehensive and resourceful web solutions to grow company business on the web.
 Mobile Applications: With almost the whole world operating now through Smart
phones and mobile applications, if they believe Mobile application is the next step to
bring company business to company targeted customers then they can turn company
beliefs into reality. Being an innovation-driven family of bright minds, they seek and
deliver reliable and out-of-the-box ideas for robust and new age mobile applications.
There flexible mobile application technologies include Unity 3D gaming Apps,
Cross-platform Mobile
Development using Phone Gap along with the native Android, I Phone and Windows
Mobile Applications.
 Digital Marketing: When company business goes digital and online then the need
to market it and sell services and products online is a major concern which requires
unique and cost effective solutions. There Digital Marketing services assure an
amplified and unparalleled success rate for company business online. Using the most
creative ideologies and technologies to present business in Digital Media Ecosystems.
They promote and enhance branding strategies through streamlined content

15
 generation and its seamless distribution on multiple media channels. There
customized Digital Marketing solutions include:
o Search Engine Optimization, SEO
o Social Media Optimization, SMO
o Pay per Click, PPC
o Email Marketing
 Maintenance: They not only build and develop but they assure sustainability of
company systems. They leverage company clients to enjoy a solo maintenance
account to avoid the frustration and hassle of handling costly and nerve wrecking
crash downs and problems. Solitaire provide us the best possible maintenance
solutions using excellent maintenance tools to update, enhance and repair company
digital accounts and websites. They offer a host of maintenance services including:
o ERP Maintenance
o CMS Maintenance
o App Maintenance
o Web Maintenance

Services and Products:

At Solitaire, with There strategy to create new markets and market trends with There
innovative approach, engagements and high-end services, They help there clients to adapt the
fast-moving market trends and to make them the market leaders. They operate with a
philosophy of partnering with the client to maximize and enhance their applications ROI.
This leverages company product engineering heritage to build cutting-edge applications for
matching with customer’s changing business requirements.

DIGITAL MARKETING SERVICES

There digital marketing services are amplified by there unparalleled expertise in technology
and a précised vision on customization and creativity. Slinfy Online marketing services are
extendible to marketers and agencies to create intelligent digital media ecosystems, develop
brand awareness and streamline content development and distribution across multiple digital
channels. Thus, these services help enterprises gain a lasting competitive advantage with the
creation of smart and flexible digital marketing ecosystems.

16
SMO:

Most of the individuals spend a considerable time on social media websites for various
purposes. If you are not making the optimal use of such a social media website for the
promotion of company product or service, then they are providing the path to company
competitors to come and strike the conversation with the individuals who could have been
once company customer.

SEO:

SEO is optimizing company business’s online presence to appear in online search results for
company city or globally. Search engines focus on rewarding those websites that offer people
the excellent user experiences and valuable content.

There SEO techniques are not only effective, but also meaningful. They focus on creating
websites like visiting and search engines like seeing, because company business is unique &
it has unique goals, customers, and needs. That’s why they offer customized solutions to fit
the needs of company business and budget.

EMAIL MARKETING

With the best in email marketing tools to monitor advanced statistical ratios, response
indicators and other key indicators, they make company campaign simply successful. By
industry best practices, They are sure to get maximum delivery to company pre targeted
customers inbox, Round-the-clock monitoring is worked out to make sure company email
reaches company customer’s inbox i.e. destination.

PPC:

A quickest and most controllable way to get company website to the top of the search results
is the key company want when people are looking for company type of business online. They
make it easier for us to minimize company botheration and market company business on
several web pages and because company pay per click, it is easy to control company budget
and return on investment for company campaign.

Products

 Campus edge:

17
Solitaire Infosys Inc, a leading IT firm has invented a solution “Campus Edge” which helps
educational institutions to collect all the data automatically. This Software is specially
designed to meet all the data management requirements of educational institutions. Campus
Edge is carefully crafted to reduce the manual efforts of institution to maintain and store daily
data of students & staff members.

Campus Edge Software has following modules:

 E-Enquiry Manager
 E-Admission Manager
 E-Fee Manager
 E-Accountant Manager
 E-Inventory Manager
 E-Planner Manager
 E- Attendance Manager
 E- HR Manager
 E- Payroll Manager
 E- Library Manager
 E- Examination Manager
 E- Cyber Manager
 E- Location Manger

The twitt

The Twitt is an aspiring media and publishing website that defines this generation of
Gadgets and Gizmos. The Twit aims to introduce us to the most eclectic and newest
technologies. They serve to be company one stop platform to stay informed, enthused and
gripped by the marvels of Technology. Find the most exquisite information on the most
avant-garde topics. Voice company ideas and opinions and join the Digital Revolution.

 Pin goo adventure:

Pin goo adventure is a game from all groups which is entertaining and rich graphics with a
wonderful gaming experience.

Clients

18
NAME LOGO

44 AUTO SALES

DUNGO BOOK

BEXORD

CARRIER VIEW

ONE MARKET

SILVER FERN

PUBLZT

ASA PROPERTY SERVICES

ACTIVE LIFE CENTER

CAR SHARE

PAINT PERFECTION

SCARECROW

CONSUMER CREDIT REPORTING

COMPANY

CREW BEAN

19
 VIDCRUSH

SBK

MAX MSG

EXPERT PLUMBING &ROOTER.INC.

X CHANGE

Integrating Offline & Online Marketing

Television, print, outdoor, were once regarded as the triumvirate of marketing – predominant
media channels that transmitted the brand to the public at large. The Internet challenged that
paradigm and opened a ‘new frontier’ in marketing. Marketers jumped aboard the digital
gravy-train, persuaded by its facility for real-time customer engagement and analytics. The
pundits decreed it the dawn of a new era and the demise of traditional marketing.

‘Digital is king’, they pronounced. Numerous studies and surveys were published, ‘proving’
the superiority of online over offline marketing channels. Some experts even made the case
for why businesses should invest only in digital marketing. Alas, reality is seldom so
straightforward.

Digital is a part of the marketing pantheon

Effective as digital marketing is, it is but one spoke in the marketing wheel. The proliferation
of channels – television, radio, and print, digital – has affected market fragmentation, and
thereby, complicated the marketing task. The marketing challenge today, is harnessing
myriad channels that abound with multi-pronged strategies and limited budgets.

Offline continues to dominate

True, television, print and outdoor is no longer the exalted triad of marketing. But these
channels continue to garner the lion’s share of the marketing budget. Over 60% of budget
allocation is directed to these channels. In fact, 89% of marketing spends are apportioned to

20
offline channels (television, radio, print, OOH/POS, direct mail), where as online spends
account for 11% of the total budget.

Television continues to deliver unparalleled reach, scale and brand visibility. Print is far
from dead, contrary to new-age proclamations. The fact is that the credibility of print cannot
be replicated in the digital space. A reputable newspaper or magazine lends gravitas to the
brands that are advertised in the publication. Being featured somewhere in cyberspace,
simply does not have the same kind of cache’. Radio still remains the best medium to reach
commuters and local audiences

Technologies They use

Role in Education

At Solitaire Infosys they believe to work and strive to make the world a better place by
putting in efforts in every little and major way possible. To achieve company societal goals at
large they conceived a dream to propagate and inculcate knowledge offering the best level of
educational programs to the aspiring youth of nation. With a vision to attain global success
they believe and work hard to reach the heights of success with pioneering and brilliant
young ideas with the potential to bring in the wave of change and advancement. With this
secular belief company have extended company footing into the sphere of education to
deliver high quality and substantial educational and skill enhancement programs for the
young entrepreneurs and innovators. At Solitaire Infosys they value the learning process and

21
so they have been delivering renewed learning experiences in reputed Educational institutes
all across northern India.

The value of Learning Process

Today, with every process going digital the learning process too has advanced and reached
new limits with online study and certification programs providing customized learning
solutions. They as a Professional training center prepare candidates for the corporate society
and work environments to achieve personal as well as organizational goals. They offer unique
learning process which is valued by for their comprehensive approach and relevance to the
real world statistics. They aim and work hard to deliver knowledge at its best in order to
encourage individual skill set that helps the candidate to capitalize technology through the
learning process.

Transformed Learning Process

At Solitaire, They provide renewed and transformed learning process through effective
utilization of digital work environments which enhance the learning process through content
and virtual strategies. They let the candidates experience a healthy corporate ecosystem for
learning the relative functionalities of the subject opted for certification. Working on diverse
range of technologies They offer the aspiring candidates a vital opportunity to inculcate and
develop an aptitude for the technologies.

They train and prepare candidates for competent profiles using the most robust and accurate
strategies to assess and evaluate the progress of candidates throughout the propagation of the
respective skill development program.

Enhanced Learning on New System

With the best systems and technologies to be offered for on hands accessibility They promise
enhanced learning opportunities on new systems and technologies which are effectively
embedded in the skill set of the candidates. There programs are intuitively designed to
encourage collaboration between candidates, instructors as well as the administrators for a
resourceful learning experience. Social learning experiences are best carried out virtual
classrooms and cloud data sharing environments. They assure an enriching learning
experience by offering immediate access to data and content repositories which are cloud-
hosted to ensure simultaneous adoption by several sources.

22
 CHAPTER-3

INTRODUCTION TO

TOPIC

23
Introduction to Topic

Work Life Balance

A comfortable state of equilibrium achieved between an employee's primary priorities of their

employment position and their private lifestyle. Most psychologists would agree that the
demands of an employee's career should not overwhelm the individual's ability to enjoy a
satisfying personal life outside of the business environment.

Work-life balance is a concept that supports the efforts of employees to split their time and
energy between work and the other important aspects of their lives. Work-life balance is a
daily effort to make time for family, friends, community participation, spirituality, personal
growth, self care, and other personal activities, in addition to the demands of the workplace.

Work-life balance is assisted by employers who institute policies, procedures, actions, and
expectations that enable employees to easily pursue more balanced lives.

The pursuit of work-lifebalance reduces the stress employees experience. When they spend
the majority of their days on work-related activities and feel as if they are neglecting the other
important components of their lives, stress and unhappiness result. Work-life balance enables
employees to feel as if they are paying attention to all the important aspects of their lives.

Because many employees experience a personal, professional, and monetary need to achieve,
work-life balance is challenging. Employers can assist employees to experience work-life
balance by offering such opportunities as flexible work schedules, paid time off (PTO)
policies, responsible time and communication expectations, and company-sponsored family
events and activities.

Managers are important to employees seeking work-life balance. Managers who pursue
work-life balance in their own lives model appropriate behaviour and support employees in
their pursuit of work-life balance. They create a work environment in which work-life
balance is expected, enabled, and supported. They retain outstanding employees to whom
work-life balance is important.

24
The overall trend in organizations to keep employee turnover rates down is to offer
significant programs that provide a work-life balance. A work-life balance is an
organizational concept that empowers employees to split time and energy between work and
other important areas of their life successfully.

The Work-Life Balance

The overall trend in organizations to keep employee turnover rates down is to offer
significant programs that provide a work-life balance. A work-life balance is an
organizational concept that empowers employees to split time and energy between work and
other important areas of their life successfully. Companies can implement specific work-life
practices within their organization to increase morale, productivity and profits.

The starting point for any organization trying to establish work-life practices for their
employees is to conduct a survey to gather what important factors are important to improve
employees' overall work. Restful Sleep Hotel chain has finished an extensive survey with all
of their employees on work-life practices. They are announcing the new practices at the
weekly conference. Let's take a look at some examples of how a company can adopt
beneficial work-life practices.

Dependent Care

Many employees have concerns about childcare while they are working. In addition, more
employees are also having the need to care for aging parents as well. Restful Sleep Hotel
found that a dependent care program was the most popular request from their employees.

25
This type of program is when a company provides a benefit that gives employees caregiving
services with pretax dollars, onsite dependent care or time off to care for family members.
Employees can utilize services for children, the elderly or disabled.

John and Joan Smith are married, and both work for the hotel. They have two children who
require daycare and are spending close to $1,000 a month. Restful Sleep Hotel announced at
the conference that they have decided to offer onsite daycare in a newly-refurbished section
of the corporate office. The cost will be free to all employees.

The Smiths are ecstatic with the new daycare option. They also will become more productive
since they will be happy knowing that their children are located only one floor down from
their offices. The Smiths even have lunch with their children, leading to a big increase in their
morale. The Smiths will benefit from the next work-life practice that the hotel is adopting.

Flexible Work Arrangement

The second most requested benefit on the survey to improve work-life balance was in regards
to offering a flexible work arrangement, where employees are able to work flexible hours or
days instead of a traditional nine-to-five workday. Restful Sleep Hotel recognized the
importance of offering this option to improve work-life balance. Many of the employees
wanted to work earlier when their kids were in school and be at home in the early afternoon.
The hotel announced that employees were able to work one day a week from home and could
work flexible hours the other four days.

For example, accountant Dave likes to get to the office by 7 A.M. and be home by 3 P.M. to
coach his son's baseball team. As long as employees work eight hours a day, they have the
flexibility of choosing their start and finish time. The next benefit that the hotel will offer
impacts vacation and personal time.

Leave of Absence/Vacation

Most companies follow the basic state guidelines for vacation or leave time. In order to
improve work-life balance, the hotel is improving their absence and vacation policy. Every
employee's vacation is increased to three weeks in length, and in addition, there are other
opportunities for extended leave.

26
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.

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

(career andambition) on one hand and "life" (Health, pleasure, leisure, family and spiritual
development) on the other. Related, though broader, terms include "lifestyle balance" and "life
balance". Over the past twenty-five years, there has been a substantial increase in work
which is felt to be due, in part, by information technology and by an intense, competitive
work environment. Long-term loyalty and a "sense of corporate community" have been
eroded by a performance culture that expects more and more from their employees yet
offers little security in return. Today there are many young women who do not want to
just stay at home and do house work, but want to have their careers. In fact, women
may lose their self-esteem and identities when they stay at home; young women hope
that their lives will include strong ties to the work place. Men know that work alone may not
provide their lives with meaning. Young men can lose their meaning of life; they want a
balance between paid work and personal attachments without being victimized at work.

Work-life balance is a concept including proper prioritizing between “work” (career and
ambition) and “lifestyle” (Health, pleasure, leisure, family and spiritual

27
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. If 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 balance practices and policies; this would ensure
various factors like:

 Decreased employee turnover rates.

 Helps the organization in becoming Preferred Employer.
 Improved ROI on employees, as there is reduced turnover.
 Enhanced employee morale and satisfaction.
 .Less absenteeism due to employee satisfaction.
 Enhanced employee loyalty and commitment towards the organization.
 Enhanced organizational performance.

Work-life balance is the term used to describe those practices at workplace that acknowledge
and aim to support the needs of employees in achieving a balance between the demands of
their family (life) and work lives.

“The Industrial Society”, believes that ‘work-life balance is about people having a measure of
control over when, where and how they work. It is achieved when an individual’s right to a
fulfilled life inside and outside paid work is accepted and respected as the norm, to the
mutual benefit of the individual, business and society.

Work-life balance is not morel work-family balance. More specifically, it refers to the
management of one’s professional responsibilities and family responsibilities, towards
children, any disabled family member, or a partner/ spouse effectively. One can have work-
family balance, but may not have anything left for oneself, for one’s community, for one’s
own personal growth and development, rest and relaxation. So it is possible to have work
family balance and still need to achieve work-life balance.

The concept of work-family (life) balance has emerged from the acknowledgement that an
individual’s work/life and personal/family life which may exert conflicting demands on each

28
other. Conflict is a normal part of life and is a natural result of the conflicting demands
arising from multiple roles, such as that of a mother, daughter, daughter in law, wife, friend,
and employee. In order to manage the negative spill over of conflict, it is important to balance
the demands from both the domains. Work-life balance is about adjusting work patterns to
achieve overall fulfilment.

The best work-life balance varies for an individual during the life span. At different stages of
career and age, different factors demand importance at once. There is no one work-life that
fits all because all of us have different priorities and different styles of life. However, it is not
just the balance that an individual desires, but the fulfilment in the roles enacted in life.

Importance of Work Life Balance

Working on a job for a company and making a career can be an extremely time consuming
duty for any employee. Employees are busy at their offices throughout the day and
sometimes even on weekends. This gives them very little time to interact with their family.
Because of high pressure of work, often family members get neglected. Also, stressful jobs
cause the health of employees to deteriorate. This is where work life balance come into the
picture. Work life balance concept allows an employee to maintain a fine balance in the time
he or she gives to work as well as to personal matters. By having a good balance, people can
have a quality of work life. This helps to increase productivity at workplace as the employee
is relaxed about his personal commitments. It also allows the employee to give quality time
with family to spend vacations, leisure time, work on his/her health etc. Hence work life
balance is extremely important for employees and increases their motivation to work for the
company.

The below image depicts a work life balance scenario, where an employee has to balance
his/her life between personal (family, friends & self) and professional (job, career)
commitments.

29
Steps of Work Life Balance

There are specific guidelines to how an individual can maintain a proper work life balance,
some of which are:

1. Creating a work leisure plan: Where an individual has to schedule his tasks, and divide
time appropriately so that he has allocated appropriate time to his work and his career
development goals and at the same time allotted time for leisure and personal development.

2. Leaving out activities that waste time and energy: Individual should judiciously avoid
wasteful activities which demand large time and energy and in return not produce output for
heither the work life or the leisure life

3. Outsourcing work: Delegate or outsource time consuming work to other individuals

4. Set enough time for relaxation: Relaxation provides better work life balance, and tends to
improve productivity on the professional or the work front along with providing ample scope
to develop the life part of the balance.

5. Prioritizing work: Often employees do not give priority to work and end up doing a lot of
work at the last minute. Better planning can help employees save unnecessary time delays,
which can be utilized by employees for personal work.

Benefits of work life balance

There are several advantage of work life balance. Some of them are discussed below:

30
  Work life balance increases the motivation of employees and helps them perform
better at job
 It helps people to relieve their stress as they can spend leisure time with their near and
dear ones
 Companies can maximise productivity from an employee who is rejuvenated and
refreshed as compared to a over worked employee
 Healthy lifestyles can be maintained by having a work life balance. This includes a
good diet, regular exercises etc
 Employees who are highly motivated can help the business grow as they are more
attached to their job and careers

Hence, this concludes the definition of Work Life Balance along with its overview.

Some reasons for Work Life Balance

A review of public holidays and paid holidays across a sample of countries, including
Australia, China, France, Germany, Singapore, the US and the UK shows that India is
actually quite comparable in terms of the number of days of vacation and holidays provided
by law and general practice. It would, therefore, be fair to assume that the intent of law as
well as the espoused values of organizations seems to be in favor of providing a fair amount
of leisure and balance. Whether it has translated into reality is another matter.  Gender
Concerns

 Young Generation
 Identity Through Work Gender concerns Similar discrimination is experienced by men who
take time off or reduce working hours for taking care of the family. For many employees
today—both male and female—their lives are becoming more consumed with a host of
family and other personal responsibilities and interests. Therefore, in an effort to retain
employees, it is increasingly important for organizations to recognize this balance. Young
generation According to Kathleen Gerson, Sociologist, young people "are searching for new
ways to define care that do not force them to choose between spending time with their
children and earning an income" and " are looking for definition of personal identity that do
not pit their own development against creating committed ties to others readily. Young adults
believe that parents should get involved and support the children both economically and
emotionally, as well as share labor equally. Young people do not believe work-life balance is

31
possible and think it is dangerous to build a life dependent on another when relationships are
unpredictable. They are looking for partners to share the house work and family work
together. Men and women believe that women should have jobs before considering marriage,
for better life and to be happy in marriage. Young people do not think their mother’s
generations were unhappy. They also do not think they were powerless because they were
economically dependent. Identity through work By working in an organization, employees
identify, to some extent, with the organization, as part of a collective group. Organizational
values, norms and interests become incorporated in the self-concept as employees increase
their identify with the organization. However, employees also identify with their outside
roles, or their "true self". Examples of these might be parental/caretaker roles, identifications
with certain groups, religious affiliations, align with certain values and morals, mass media
etc. Most employees identify with not only the organization, but also other facets of their life
(family, children, religion, etc.). Sometimes these identities align and sometimes they do not.
When identities are in conflict, the sense of a healthy work-life balance may be affected.
Organization members must perform identity work so that they align themselves with the
area in which they are performing to avoid conflict and any stress.

Flexible Work life

A significant feature within the changing world of work is the need to develop a diverse,
skilled and motivated workforce able to respond quickly and efficiently to client needs.
Ensuring a committed, responsive and high performing workforce often depends on creating
an environment that enables employees to more easily manage the demands of work and life
—particularly their family responsibilities. Flexible work options for employees contribute to
a positive, healthy and productive work environment. Flexible work options are defined as
mutually agreed long- or short-term changes to working time and leave arrangements within
the context of organizational needs. Their successful implementation depends on employee
and management knowledge, pre-planning, regular review, and the creation of a supportive
workplace culture.

BENEFITS OF FLEXIBLE WORK:

Workplace practice and culture impact on the work, family and life balance of all employees.
International research and experience across both the public and private sector, and feedback

32
within the Banking sector, highlights the tangible benefits of mutually agreed flexible work
options and a supportive workplace culture.

Benefits of flexible work options include:

 Increased capacity to attract and retain skilled and specialist employees and
professional staff.
 Maximizing returns on training and professional development investment renewed
energy and freshness contributing to resilience as well as increased morale,
commitment and high work performance from staff.
 Improved learning outcomes through matching work options and available Skills with
student needs.
 Increased performance and productivity, through improved organizational climate,
reduction of absenteeism and stress and a more efficient use of staff.
 Competitive edge in attracting and maintaining high demand skills to the public
education and training system and positive public recognition in both the education
sector and across other industries.

The benefits for businesses Research has repeatedly shown that there is significant business
benefits associated with implementing work-life balance policies.

 Improved recruitment and retention rates, with associated cost savings;

 Reduced absenteeism and sick leave usage;
 A reduction in worker stress and improvements in employee satisfaction and loyalty;
 Greater flexibility for business operating hours;
 Improved productivity;
 Improved corporate image, becoming an ‘employer of choice’.

The benefits for employees Employees in companies already implementing work -

life practices enjoy significant benefits such as:

 Being able to effectively manage multiple responsibilities at home, work and in the
community without guilt or regret.
 Being able to work in flexible ways so that earning an income and managing
family/other commitments become easier
 Being part of a supportive workplace that values and trusts staff.

33
The benefits for families and communities Over the past 20 years the demands of the modern
workplace are perceived to have impacted heavily on family and community life. Parents
wish they had more time with their children. 'Me time' seems to be shrinking and an ageing
population means eldercare is becoming a serious issue. There's also less time for
volunteering. Work-life balance initiatives can make it easier to juggle multiple
responsibilities at home, work and in the community. People with a good work-life balance
are healthy physically, emotionally and socially, and have a sense of control over their life.

Causes of work life conflict

Some researchers indicate different causes of work-family conflict. Open-ended questions

were not part of the main analyses; however they allowed the author to recognise the main
causes of work-family conflict experienced by respondents. Interestingly, the causes of work-
family conflict were different across different sectors. As previously stated the three main
sectors in the sample population were financial sector (49%), retail sector (21%), and
pharmacy sector (11%). The current study found that the main causes of work-family conflict
across the financial sector were excessive workload caused by a reduced number of staff, and
long working hours necessary to complete allocated tasks.

When respondents were asked what they thought their employers could do to improve their
WLB, the majority suggested higher work schedule flexibility, more staff members, and less
working hours and overtime. Some individuals indicated a preference for time off in lieu of
working overtime, which suggests that employers could introduce more flexi-time initiatives
and compressed working week initiatives, to improve employees WLB. However, a number
of individuals indicated a preference for a pay increase for working longer hours, which
would suggest that for those who indicated higher incomes, financial reward would
compensate for the work-family conflict and poor WLB. Although this study omitted
economic factors such as income in assessing levels of WLB and wellbeing, it should be
noted that some research indicates a positive relationship between income and perception of
wellbeing and a negative relationship between income and perception of stress.

34
 CHAPTER – 4

REVIEW OF LITERATURE

35
LITERATURE REVIEW

As there is relatively few published literature (studies) available on Work-life balance of

faculties for engineering & management institutes, so, researcher has included studies of
other nations and other occupations that are relevant to their research.

This chapter is a documentation of the review of literature that has been carried out. It
contains empirical data that has relevance and significance to the present study. The review
contains studies on work – life balance.

What is Work?

The definition of work can be as narrow as paid employment or as broad as an activity that
involves effort. Porter (2004) suggests that ―the meaning of work has varied across time
and culture- a curse, a calling, a social obligation, a natural activity, a means to a better life or
simply what they do because they have to.‖ (Porter, 2004 p.425). The variety of meanings
expressed demonstrates how individual the concept of work is, and that it is strongly
influenced by the experiences of those defining it. The definition can be broad and inclusive
as it recognizes the wide variety of work situations that may be encountered.

In particular, (Lewis 2003) suggest that ―work is often defined in terms of obligated time,
whether paid or unpaid.‖ (p.344). This definition incorporates the multiplicity of activities
that people may consider are work related. It includes the time one spends going out to paid
employment, participating in volunteer activities, to the time spent to performing household
duties or obtaining education. Although it is clear there are many activities that can be
classified as work which do not involve an individual being paid, for the purpose of this
research, work will be understood to paid work, as that provides a certain amount of clarity
when distinguishing ‗life‘ activities. The benefit of using this narrow definition of work is
that it will ensure subjects interviewed in this study will be able to clearly differentiate work
and life issues.

Individual perceptions about work will ultimately influence whether it is viewed from a
positive or negative perspective and whether this view will lead to positive or negative
outcomes for the organization (Douglas and Morris, 2006). There tends to be an underlying
assumptions expressed in some of the literature that work is something the individual is
compelled to undertake in order to earn an income, and that it is more or less an intrusion into

36
the activities in which he/she would much prefer to participate (Eikhof, et al., 2007). It is this
type of perception that leads to a negative view of what work means in people‘s lives and can
also lead to feelings of dissatisfaction and frustration which in turn lead to a loss of
productivity. Issues such as organizational design and work intensification (Savery and
Luks, 2000) can also put more pressure and stress on employees.

On the other hand there is a research that shows that work is a very positive activity in the
lives of many individuals. According to Eikhof et al. (2007), rather than being an intrusion,
work can be a source of self fulfillment and satisfaction. People are able to come to work
when there is a sense of purpose and clarity about what they are aiming to achieve; there is a
structure around what they are doing, and there are often clearly defined goals against which
they can measure their performance and therefore be clear about what they have achieved.

One study conducted in the United Kingdom revealed that over 60 percent of men and
women are actually satisfied with their work situations and about 2.4 million workers prefer
work to home (Wasles, 2004 in Eikhof et al., 2007) indicating that work can provide a sense
of purpose and happiness in people‘s lives. Furthermore it could be suggested that the
enjoyment of work has very positive outcomes, as more motivated employees are less likely
to suffer from stress induced conditions leading to potentially leading to problems like
absenteeism (Burke, 2000). This attitude will affect the way the people view the amount of
time spent on work as opposed to the time they had available for what could be considered
life activities‘.

What is Life?

The technological revolution is supposed to bring an increased time for leisure (Lewis, 2003)
and provide opportunities for individuals to pursue activities that gave them variety in their
lives. In fact, people are working longer hours than pre-industrial revolution workers. (Evans,
2000)

Throughout history there have been changes in the way individuals allocate their time,
because the days were defined in terms of required activities. Typically from the 1950‘s until
the advent of more accommodating technology, workers would travel to the actual place of
employment, carry out their work requirements, and at end of day return to their place of
residence and undertake other duties or activities. (Connell, 2005). This might have involved
playing a sport, engaging in study, or having dinner with the family or even extended family.

37
The weekend is a time when, unless employment required shift work, the individual
participated in what would be seen as leisure activities or family time (Totheyrs et al, 2006).
There is a clear distinction between ‗work‘ and ‗life‘.

With the introduction of technology and labor saving devices it has become more difficult to
distinguish between the two concepts (Lewis et al., 2003). The options these technological
devices provide have made it more of a challenge to determine how they define a leisure
activity. For the purpose of this research leisure can be considered from two different
perspectives. Firstly, there is an unallocated time they have for the activities they freely
choose to do, and then there is a time they spend doing the activities they associate with
enjoyment (Lewis, 2003). Thus, in terms of this definition, the life component of work-life
balance is ‗what they do when they are not committed to work schedule and when they freely
choose to participate in those activities.‘For some the plethora of choices employees spend
their time when they are not working, include looking after family, enjoying a hobby,
pursuing the many options for ongoing education or seeking out opportunities to travel. The
choices are also expanded due to the vast number of entertainment options, surfing the
readily available information on the internet and communicating using the many new and
instantaneous methods available leading people to seek out the time to spend on these
activities. Thus, individual need to take the opportunity to make choices about how they
allocate the time available to maximize satisfaction from ‗life‘. This broad and inclusive
view of leisure serves to provide a distinction from the work definition minimizing ambiguity
in the research.

Work-Family Conflict

Bloom and Van Reenen (2006) found that work family conflict can also have negative
impact on the organization, both financial and non-financial-issue. Based on a study of 732
manufacturing firms in US, France, Germany and the UK. Organizations which offer better
work life balance practices enjoyed higher productivity. As far as non-financial aspects of
organizational performance is concerned, research shows that firms that adopt more better
work life balance policies can improve the level of job satisfaction and increase
organizational commitment among their employees.

Burke & Greenglass, 1987; Evans & Bartolome, 1984; Lambert, 1990; Payton,
Miyazaki & Brayfield, 1976; Repetti, 1987; Staines, 1980; Zeddeck, 1992 there are

38
number of mechanisms linking work & family: spill over, compensation, segmentation,
resource drain, congruence, and work-family conflict

Greehaus & Beutell (1985, p.77) Work family conflict, ―is a form of interrole conflict in
which the role pressures from work and family domains are mutually incompatible in some
respect.

The concepts ‗Work-life balance‘ and ‗Work-life conflict‘ have received much attention in
academic literature (Hayman, 2005; Moore, 2007; Peacock, 2005). The terms work-life
balance and work-family balance are often used interchangeably, but generally are applied to
the same concept (Hill, Hawkins, Ferris, & Theyitzman, 2001; Quick, Henley, & Quick,
2004; Reiter, 2007).

Often work-life balance is defined as the absence of conflict between work and family or
personal roles (e.g. Frone, 2003; Quick, et al., 2004). Balance and conflict are separate
constructs which coexists, whereby an individual can experience high levels of both
concurrently (Balmforth & Gardner, 2006; Hanson, Hammer, & Colton, 2006; Wayne,
Muswasca, & Fleeson, 2004). Work-life balance is the degree to which an individual can
simultaneously balance the emotional, behavioral and time demands of both paid work,
family and personal duties (Hill, et al., 2001). In contrast, work-life conflict occurs when
involvement in one domain, for example work or personal life interferes with involvement in
the other domain (Hanson, et al., 2006).

Work-Life Spillover theory states that a person‘s attitudes, emotions, skills and behaviors
produced in one domain (either work or personal life) flow into the other (Balmforth &
Gardner, 2006; Frone, 2003; Zedeck, 1992). Spillover can have positive or negative
effects, and can occur in both directions work to personal life and personal life-to-work
(Balmforth & Gardner, 2006; Hanson, et al., 2006; Hill, et al., 2001).

Work-Life Balance

Work-life balance is a concept that deals with the ability of individuals, irrespective of the
age or their gender, to get ‗into a flow‘ that allows them to combine the demands of work
and other non-work responsibilities and/or activities (Hughes and Bonzionelos, 2007).

Emerging concept

Much research has been conducted about work-life or work-family balance as it has become

39
an increasingly important issue for both individuals and organizations (Ezzedeen, 2004;
Ahmad, 2003; Noor, 2004). There are three significant approaches to the way this concept
has been researched. Firstly, there is the company focused approach to work-life balance
(Rayman, Baylin, Dickert and Carre, 1999; Dex and Scheible, 2001). This involves work
being central to what one does in life, and therefore how a company can make it easier for
individuals to ensure the work is done. Secondly, there is the more family centric theme
(Lewis et al., 2003; Keene and Quadango, 2004) which focuses on the provision of policies
that allow individuals to incorporate the needs of their families while achieving the necessary
work requirements. Although this research seems to be more ‗family‘ or ‗life‘ focused, the
main aim seems to remain work-centric. The third theme is more about a quality of life
approach (Shelton,2006, Walker et al.,2008; Loscocco and Smith-Hunter, 2004) and
involves discussion about making life choices such as downshifting (decreasing work
commitments and simplifying lifestyle), or incorporating other activities such as community
work, to regain balance.

The challenge of work-life balance has been a phenomenon for many years (Spinks, 2004).
Stemming from the time when women entered the workforce in large numbers during World
War II, it is essential for these women to manage both the role of employee and homemaker
whilst the men they‘re away fighting (Roberts, 2007). Although this is recognized as issue
for these employees it is not considered significant enough to warrant any attempt to rectify
it. There is some investigation in the following decade into shift work and challenging work
hours not specifically work-life balance (Roberts, 2007).

During this time there is a clear definition of the roles men and women played in society and
how they spent their time (Totheyrs et al., 2006). Women are responsible for the home and
men are responsible for earning the family income. This distinction allowed people to
allocate their priorities clearly as there they‘re no competing demands from the boss and the
family. As time progressed and roles started to become less distinct, individuals started to
take on different levels of responsibility in both work and family domains, thus creating a
tension between competing demands (Connell, 2005).

The Baby Boomers started entering the workforce in the 1960s and increased the numbers in
the labor market significantly. Known as the ‗world‘s largest cohort‘ (Theysterman and
Yamamura, 2007p. 152) due to their numbers, they made an impact on businesses, society
and the economy. They also had to compete for jobs and they‘re willing to put in significant

40
hours as employer‘s recognized this willingness. Furthermore, they liked to consume and
required a good income to maintain their level of consumption thus working long hours and
sacrificing leisure time (Roberts, 2007; Walker and Webster, 2007). New trends in work
organization included increased participation by women in the workforce, skills shortages,
intensified workloads and down-sizing (Lewis, 2001).

Company focused approach

These changes in society impacted on business and work organization and hence work-life
balance has become a matter of organizational concern over the last few decades. The main
impetus for the focus on this issue is the need for recruitment and retention of employees
(Lewis, 2003; Wise and Bond, 2003). Organizations faced unacceptable levels of staff
turnover as employees found it difficult to manage the demands of work and family resulting
from the changing attitudes to work and life (Hill, Hawkins, Ferrwas and Theyitzman,
2001). The main emphasis of the work-life balance interest in the early stages of policy
development is the company focused approach. This ―business case‖ (Tomlinson, 2004 p.
413) requirement of work-life balance for an organization (for example attracting and
retaining staff), created a need within organizations to accommodate the employees
‘needs, however the focus is on improved company performance (Sheridan and Conway,
2001).

Research has shown some workers are increasing their hours significantly. This can be to the
detrimental to themselves and the organization (Savery and Luks, 2000) as productivity can
be adversely affected due to stress induced illness and such factors as absenteeism, tardiness
and accidents in the workplace (Posing and Kicked, 2004). The extreme of overworking has
been identified in Japan where the term ‗Karachi‘ has been created to describe a person who
dies of overwork (Savery and Luks, 2000 p.307). People who have fallen to this condition
they‘re working an average of 3,000-3,500 hours per year. Official estimates cite as many as
10,000 people may succumb to ‗Karachi‘ each year (Do Rosario, 1991). Research conducted
in different geographies, shows results are similar in Europe, Canada and Australia (ABS,
2006; Totheyrs et al., 2006).

Research has suggested that employees in the UK have the longest working hours in Europe
but have the lowest productivity (Hughes, 2007). Other research (Roberts, 2007) shows that
the UK and Europe over the last 30 years have not significantly increased the actual hours
worked, but, due to work intensification, employees have a sense of being put under

41
enormous time pressure with UK employees exhibiting higher stress levels than those on the
Continent (Hughes, 2007). It may be that employees tend to perceive hours are increased due
to the fact that they no longer take lunch or tea breaks; rather they sit at their desks and work
through (Roberts, 2007). An alternative view is that working hours have increased for certain
workers but not for others (Totheyrs et al., 2006).

It has been proposed that some workers have more hours than they want whereas others
might be underemployed (Lambert and Hayley-Lock, 2004). There has been a growth of
part-time and casual work (Sheridan and Conway, 2001; Walker et al., 2008) which has
provided flexibility for those who want to work under those conditions, but it may be
problematic for those seeking a greater number of hours. According to the Australian Bureau
of Statistics (2006) the growth in part-time work for men between 1985 and 2005 has been
from 6 percent to 15 percent of the workforce, and for women it has grown from 37 to 46
percent.

The statistics show that there has been a decline in the average weekly hours worked by
Australians over the last two decades. The Bureau attributes the decline to the increased
reliance on part-time employees. Thus, it could be assumed that if there has been a slight
decrease in the average number of hours worked and an increase in the number of part-time
employees then there would be employees working full-time who are working increased
hours to keep the average high. This reinforces the findings in the UK, Europe (Roberts,
2007) and Canada (Totheyrs et al., 2006) that some individuals are working many more
hours whilst others are underemployed

Trends of Research on Work-Life Balance

The literature of work – life balance is full of discussion about the lack of effective policies,
under utilization of work – life balance programs, job satisfaction, performance management,
organizational commitment, productivity and other related concepts.

The most important form of flexible work arrangement used in organization is four days a
week. It supports mothers, but at a cost because of gendered assumptions. The gendered
construction of the ideal worker and ideas of competence conflated with hegemonic
masculinity, remain powerful. This, together with a prevalent ―good mother‖ ideology,
undermines both gender equity and workplace effectiveness Lewis & Humbert (2010).
Indian organizations have to do a lot to treat work-life balance practices as strategic aspect of

42
organizational performance and effectively communicate about the availability of different
work-life balance practices, further family contributes extensively to work in terms of
enhancing performance and positive emotions at workplace Baral (2009). Firms that adopt
better work life balance policies can improve the level of job satisfaction and increase
organizational commitment among their employees Bloom and Van Reenen (2006).

Professionals viewed flexible workplace schedules as a key to employee retention and placed
this working condition at the top in order to control employee attrition Burke & Collinson
(2004). Lack of formal policies, employees not been given the opportunity to express their
views over the introduction and implementation of policies, Policies are introduced primarily
to meet business needs, rather than those of employees. These are some causes for work-life
imbalance. Employees seem to be more effective when they are engaged and encouraged to
participate and given an opportunity to speak hoping their work- life balance concerns can
be expressed and hopefully addressed Pyman, Cooper, Teicher & Holland, (2006).
Managers who supported and encouraged employee‘s attempts to coordinate work and family
demands reported several positive outcomes. Such employees felt less work/family conflict
and at the same time reported less turnover, burnout, absenteeism and increased
organizational commitment. Ray & Miller (1994), Thomas & Ganster (1995) and Warren
& Johnson (1995)

Work-Life Balance Policies

Morgan and Milliken (1992) suggest that there are three types of work/family policies
created to assist employees in balancing their work and family lives; that is, the provision of
careers‘ arrangements, alternative work arrangements and offsite working arrangements.

Glass and Finley (2002) similarly identified three categories of policies. Specifically,
parental leave, alternative work arrangements and employer supported child care.

Lobel and Kossek (1996) grouped policies into four different categories using the labels of
time based, information based, money based and direct services.

De Cieri et al. (2003) highlighted the breadth of policies available but did not identify
clusters or categories within these policies. The previous clusters have failed to separate
flexible policies to identify whether the policies are designed to provide flexibility for time
off or provide flexibility to work part time or generate job sharing arrangements, and provide
a focus on provision for all types of career needs. In addition these categories are limited

43
because flexible leave options have been omitted from some whilst employer supported child
care category failed to include care for elders of disabled care. This is an important
oversight as a number of studies have demonstrated the benefits of leave arrangements.

Careers' Arrangements

Careers' arrangements refers to any form of benefit specifically designed to accommodate

employees with leave, facilities or flexibility to care for children, elders or other family
members. Careers' arrangements could be policies perceived by individuals necessary to
enhance their ability to achieve WLB (Glass & Finley, 2002), which found positive effects
on productivity (Kossek & Nichol, 1992), absenteeism, conflict reduction (Thomas &
Ganster, 1995) job satisfaction and turnover (Blair-Loy & Wharton, 2002).

Work-Life Balance related Measures

Work related Measures

The measures which are offered by the employer are more popular than individual related
actions and can be divided into time-related, education-related or financial related measures
and direct services (Thompson et al., 2006: 285)

There are two types of working time models: they can either reduce the work load or they
make the given workload more flexible (Kaiser et al., 2010:235). Concerning the use of part-
time work, which is a measure that reduces work demands by limiting the number of hours
worked, van Rijswijk et al. show that the use of part-time work reduces the level of work
interfering with family (van Rijswijk et al., 2004: 291). However, there are individual
differences regarding the benefit of part-time work. Those employees who are in earner
positions (technical, administrative or producing occupations) whose job plays a more
subordinate role, derive greater benefits from part-time work as they feel freed of work
pressures than do career employees (managerial or professional occupations), who are highly
involved in their job-life (Higgins et al., 2000: 28). Part-time work is often linked with more
basic, routine job and thus limits the use for career employees.

Flexibility of working hours, also known as flexitime, has become a common measure in
improving the feeling of job autonomy and control, thereby decreasing work-family-conflict
(Anderson et al., 2002: 799, Thomas/Ganster, 1995: 11). Michel et al. show that those
employees who are married or have a parental function benefit most from flexible work
schedules (Michel et al.,2011: 707).

44
Compressed work weeks are working arrangements where the employee works the same
number of hours as for regular employment, but compresses his/her work hours into fewer
workdays which are longer. Latack and Foster conduct a study on the effects of compressed
work weeks and find out that those employees who decided on their own to work on a
compressed work schedule perceived higher levels of their productivity. For the employer
this results in lower overtime and lower sick time costs (Latack/Foster, 1985: 88).

Working time accounts, and arrangements, where employees can accumulate working hours
in an intense working period, and work less in times of low workload, fall into the same
category. Offers such as telecommuting, which is also known as home office, have an
ambivalent effect on work-family balance. Employees who work part of their time from
home report a lower incidence of work-family-conflict but a higher extent of family-work-
conflict compared to those who have a regular employment contract (Golden et al.,2006:
1345). Shamir and Salomon see one possible reason in the elimination of physical boundaries
between the two environments and the obligation to deal simultaneously with demands from
the two domains (Shamir/Salomon,1985: 460). Considering that not every work activity can
be done at home, as for example the possibility of telecommuting for production plants is
very limited, this is not an option in all cases.

Work leave options summarize possibilities like for instance maternity or paternity leave,
where one parent stops working for a determined period of time in order to care for the child.
Another leave option is a sabbatical, describing the work agreement in which the employee
receives a reduced salary for a certain period of time in order to then get one year off when he
or she still obtains a reduced salary. So far there is no research concerning the effectiveness
of work leave options on work-family-balance.

Education measures are personnel development actions such as coaching for the purpose of
better stress management or training to eat a more balanced diet. These measures serve to
strengthen the employee‘s resources in the scope of the work dimension. Scientific research
evaluates this measure as least expensive and a priori most cost-effective possibility for
employers. (Zedeck/Mosier, 1990: 245).

45
 CHAPTER – 5

RESEARCH METHODOLOGY

Research Methodology

46
To carry out the research, I have used the following research methodology.

Research Design

The present study is Casual because the researcher has attempted to find out the impact
between the different variables. The study setting is Non- Contrived as the study has been
carried out in natural environment and no researcher interference has been there in data
collection.

DATA SOURCE

After the research problem has been identified and selected, the next step is to gather the
requisites data. While deciding about the method of data collection to be used for, the
researcher has kept in mind two types of data:

Primary and Secondary data

In the present study researcher has made use of the primary data which has been collected
through questionnaires, observations, Personal Interview along with the secondary data which
has been collected from the companies’ websites and from the records, books magazines,
journals and newspapers.

SAMPLE AND SAMPLING DESIGN

Sampling method is that method in which data is collected from the sample of the items
selected from the population and conclusion drawn from them. The method of selecting a
sample out of a given population is called sampling. In other words, sampling denotes the
selection of a part of the aggregates statistical material with a view of obtaining information
about the whole nowadays. There are various methods of selecting a sample from a
population accordance with various needs.

 Sample Unit : Employees working in Solitaire Infosys Private Limited

 Sampling Size : 50 Female Respondents

 Sampling Technique : Quota Sampling

 Sampling Area : Mohali, Punjab

OBJECTIVE OF THE STUDY

47
 To study how the nature of family structure influences work related stress.
 To know that employees position in the firm affect their balance between dual life.
 To know that employees are willing to take advantage of flexible schedule.
 To know if individuals are able to attend their family as well as office gathering.
 To know that long working hour affect individual efficiency.
 To know that is there health is affecting due to work.
 To know what are the top most priorities of employees.
 To study that excess workload and responsibility affects employees Work Life
Balance.

48
 CHAPTER – 6

DATA ANALYSIS AND

INTERPRETATION

(Q- 1) I normally work more than 6 days in a week?

Scale Respondents(In Percentage) Respondents(In numbers)

49
 Solitaire Infosys Private Limited

Strongly Disagree 32% 16

Disagree 30% 15

Agree 22% 11

Strongly Agree 16% 8

Total 100% 50

Work more than 6 days

16%
32%

Strongly Disagree
Disagree
Agree
22% Strongly Agree

30%

Interpretation:

This figure shows that most of the employees agree that they work more than 6 days.

(Q- 2) I normally work more than twelve hours in a day?

50
 Scale Respondents(In Percentage) Respondents(In
numbers)
Solitaire Infosys Private
Limited

Strongly Disagree 12% 6

Disagree 24% 12

Agree 34% 17

Strongly Agree 30% 15

Total 100% 50

Work more than 12 hours

30% 12%

Strongly Disagree
24% Disagree
Agree
Strongly Agree

34%

Interpretation:

This figure shows that most of the employees agree they work twelve hours in a day.

(Q- 3) I feel difficult to balance my work life?

51
 Scale Respondents(In Percentage) Respondents(In numbers)

Solitaire Infosys Private

Limited

Strongly Disagree 22% 11

Disagree 34% 17

Agree 20% 10

Strongly Agree 24% 12

Total 100% 50

Difficult to balance work life

20% 24%

Strongly Agree
Disagree
Strongly Disagree
Agree

22%

34%

Interpretation:

This chart shows that most of the employees disagree that they do not face difficulty to
balance their work life.

(Q- 4) I often do think and worry about work (when I am not at work)?

52
 Scale Respondents(In Percentage) Respondents(In numbers)

Solitaire Infosys Private

Limited

Strongly Disagree 8% 4

Disagree 30% 15

Agree 34% 17

Strongly Agree 28% 14

Total 100% 50

Worry about work

28% 8%

Strongly DisAgree
30%
Disagree
Agree
Strongly Agree

34%

Interpretation:

This figure shows that most of the employees agree that they worry about work.

(Q- 5) I do work in shifts?

53
 Scale Respondents(In Percentage) Respondents(In numbers)

Solitaire Infosys Private

Limited

Strongly Disagree 10% 5

Disagree 30% 15

Agree 20% 10

Strongly Agree 40% 20

Total 100% 50

Work in shifts

10%

40%
Strongly disagree
Disagree
30% Agree
Strongly agree

20%

Interpretation:

This figure shows that employees agree that they work in shifts.

(Q- 6) I find herself to spend enough time with family?

54
 Scale Respondents(In Percentage) Respondents(In numbers)

Solitaire Infosys Private

Limited

Strongly Disagree 10% 5

Disagree 20% 10

Agree 24% 12

Strongly Agree 46% 23

Total 100% 50

Enough time with family

10%

20%
Strongly disagree
46%
Disagree
Agree
Strongly Agree

24%

Interpretation:

This figure shows that most of the employees agree to spend their enough time with their
family.

(Q – 7) I miss out quality time with their family and friends because of
pressure of work?

Scale Respondents(In Percentage) Respondents(In numbers)

55
 Solitaire Infosys Private
Limited

Strongly Disagree 12% 6

Disagree 18% 9

Agree 26% 13

Strongly Agree 44% 22

Total 100% 50

Miss quality time

12%

18%
44% Strongly Disagree
Disagree
Agree
Strongly Agree

26%

Interpretation:

This figure shows that most of the employees agree to miss out quality time with their friends
because of pressure of work.

(Q -8) I have unable to get time for working out?

Scale Respondents(In Percentage) Respondents(In numbers)

56
 Solitaire Infosys Private
Limited

Strongly Disagree 12% 6

Disagree 18% 9

Agree 30% 15

Strongly Agree 40% 20

Total 100% 50

Unable to get time for working out

12%

40%
18%
Strongly Disagree
Disagree
Agree
Strongly Agree

30%

Interpretation:

This figure shows that most of the employees agree that they unable to get time for working
out.

(Q – 9) I have a separate policy for work-life balance?

Scale Respondents(In Percentage) Respondents(In numbers)

57
 Solitaire Infosys Private
Limited

Strongly Disagree 14% 7

Disagree 16% 8

Agree 22% 11

Strongly Agree 48% 24

Total 100% 50

Separate policy for work life balance

14%

16% Strongly Disagree

48% Disagree
Agree
Strongly Agree

22%

Interpretation:

This figure shows that most of the employees agree that they have separate policy for work
life balance.

(Q – 10) Company provides flexible working hours?

Scale Respondents(In Percentage) Respondents(In numbers)

58
 Solitaire Infosys Private
Limited

Strongly Disagree 8% 4

Disagree 22% 11

Agree 40% 20

Strongly Agree 30% 15

Total 100% 50

Flexible working hours

30% 8%
22%

Strongly Disagree
Disagree
Agree
Strongly Agree

40%

Interpretation:

This figure shows that most of the employees agree that company provides flexible working
hours.

(Q – 11) Company provides Career breaks/ Sabbaticals?

Scale Respondents(In Percentage) Respondents(In numbers)

59
 Solitaire Infosys Private
Limited

Strongly Disagree 8% 4

Disagree 30% 15

Agree 24% 12

Strongly Agree 38% 19

Total 100% 50

Provides Career Breaks

8%
38%
Strongly Disagree
30%
Disagree
Agree
Strongly Agree

24%

Interpretation:

This figure shows that most of the employees agree that company provide career breaks to
their employees.

(Q – 12) Company organizes health programs?

Scale Respondents(In Percentage) Respondents(In numbers)

60
 Solitaire Infosys Private
Limited

Strongly Disagree 10% 5

Disagree 20% 10

Agree 40% 20

Strongly Agree 30% 15

Total 100% 50

Co. organize health programs

30% 10%

20%
Strongly Disagree
Disagree
Agree
Strongly Agree

40%

Interpretation:

This figure shows that most of the employees agree to said that company organize health
programs.

(Q – 13) Organization encourages the involvement of family members in

work achievement reward functions?

Scale Respondents(In Respondents(In

61
 Percentage) numbers)

Solitaire Infosys Private

Limited

Strongly Disagree 10% 5

Disagree 10% 5

Agree 36% 18

Strongly Agree 44% 22

Total 100% 50

Work achievement rewards

10% 10%

44% Strongly Disagree

Disagree
Strongly Agree
Agree

36%

Interpretation:

This figure shows that most of the employees agree to that their organization encourage the
involvement of family members in work achievement.

(Q -14) Organization encourages Family support programs?

Scale Respondents(In Percentage) Respondents(In numbers)

62
 Solitaire Infosys Private Limited

Strongly Disagree 4% 2

Disagree 16% 8

Agree 34% 17

Strongly Agree 46% 23

Total 100% 50

Org encourage family support programs

16%
4%

Strongly Disagree
46%
Disagree
Agree
Strongly Agree

34%

Interpretation:

This figure shows that most of the employees agree that organization encourage family
support programs.

(Q – 15) I have a heavy workload?

Scale Respondents(In Percentage) Respondents(In numbers)

63
 Solitaire Infosys Private
Limited

Strongly Disagree 20% 10

Disagree 36% 18

Agree 20% 10

Strongly Agree 24% 12

Total 100% 50

Heavy workload

24% 20%

Strongly Disagree
Disagree
Agree
Strongly Agree

20%
36%

Interpretation:

This figure shows that most of the employees disagree that they have heavy workload in the
organization.

(Q – 16) I have deadlines to meet?

64
 Scale Respondents(In Percentage) Respondents(In numbers)

Solitaire Infosys Private

Limited

Strongly Disagree 10% 5

Disagree 36% 18

Agree 30% 15

Strongly Agree 24% 12

Total 100% 50

Deadlines to meet

24% 10%

Strongly Disagree
Disagree
Agree
Strongly Agree
36%

30%

Interpretation:

This figure shows that most of the employees agree that they have deadlines to meet.

(Q – 17) Job Description is clearly defined?

65
 Scale Respondents(In Percentage) Respondents(In numbers)

Solitaire Infosys Private

Limited

Strongly Disagree 10% 5

Disagree 10% 5

Agree 46% 23

Strongly Agree 34% 17

Total 100% 50

Job Description Defined

10% 10%
34%

Strongly Disagree
Disagree
Agree
Strongly Agree

46%

Interpretation:

This figure shows that most of the employees agree that employee job description is defined.

(Q – 18) I can decide their own work schedule?

66
 Scale Respondents(In Percentage) Respondents(In numbers)

Solitaire Infosys Private

Limited

Strongly Disagree 38% 19

Disagree 46% 23

Agree 10% 5

Strongly Agree 6% 3

Total 100% 50

Work Schedule

10%
6%
38%
Strongly Disagree
Disagree
Agree
Strongly Agree

46%

Interpretation:

This figure shows that most of the employees disagree that they can decide their own work
schedule.

(Q – 19) Boss provides enough Authority and responsibility to do job?

67
 Scale Respondents(In Percentage) Respondents(In numbers)

Solitaire Infosys Private

Limited

Strongly Disagree 10% 5

Disagree 20% 10

Agree 36% 18

Strongly Agree 34% 17

Total 100% 50

Provides authority and responsibility

10%
34%
20%

Strongly Disagree
Disagree
Agree
Strongly Agree

36%

Interpretation:

This figure shows that most of the employees agree that boss provides enough authority and
responsibility to do job.

68
 CHAPTER – 7

FINDINGS OF THE STUDY

Findings

69
 Majority of the employees agree to work more than 6 days in a week.
 Most of the employees work more than 12 hours in a day.
 Employees face difficulties to balance their work life in the organization due to heavy
workload.
 62% employees are worried about their work when they not at work.
 Employees agree that they work in shifts in the organization.
 70% employees strongly agree that they spend enough time with their family.
 Majority of employees agree they have separate policy for work life balance.
 Most of the employees agree that company provide career breaks to their employees.
 Employees strongly agree that company organize health programs for their better
health.
 Organization encourages the employees to given work achievement awards with
involvement of their family members.
 Employees have deadlines to meet.
 80% employees are agreeing that their job description is clearly defined.
 Majority of employees agree that boss provides authority and responsibility to do their
work.

70
 CHAPTER – 8

RECOMMENDATION &
LIMITATION

71
RECOMMENDATION

Work Life Balance is important for employees. If they strike a work life Balance they can
perform effectively and efficiently which will help organization to achieve its objectives and
foster a good working climate. Work load and responsibility should match employee calibre
and should not detriment employee’s work life Balance. The following recommendations are
recommended:

 Good working relationship must be established among personnel in order to better

work life.
 Work life could be improved upon by introducing on - the - job benefits (housing
loan, medical services, opportunity to learn new skills, etc). This in turn, will improve
their confidence in the organization.
 Many of the employees feel that the company rules and procedures are able to protect
their interests and hence they should be changed.
 The management should be more helpful and sympathetic towards the problem faced
by the employees at the workstation.
 Employee assistant programs can be of great help.
 Flexible working timings can also foster work life balance.
 Short breaks can also help employee manage their workload.
 Introducing sabbaticals can be of help for employees.

72
LIMITATION OF THE STUDY

 Attitude Of Respondents
The casual and avoiding attitude of very few respondents while answering them
was a little problem to the present study.
 Lack of Experience
Lack of experience came in the way of gathering the data from respondents in
collection is required and relevant data.
 Time constraints
The tine period for carrying out the research has been limited as a result of which
many facts have been left unexplored.

73
CHAPTER – 9

CONCLUSION

74
CONCLUSION

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

Achieving a good balance between work and family commitments is a growing concern for
contemporary employees and organizations. There is now mounting evidence-linking work–
life imbalance to reduced health and wellbeing among individuals and families. It is not
surprising then that there is increasing interest among organizational stakeholders (e.g. CEOs,
HR managers) for introducing work–life balance policies in their organizations.

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

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

Work life balance is a contemporary issue of great relevance to be considered by the

organizations for the employees. Employees are the biggest asset of every company.

75
CHAPTER – 10

BIBILOGRAPHY

76
BIBILOGRAPHY

REFERENCES
 Ali, A. (1996), ‗‗Organizational development in the Arab world‘‘, Journal of
Management Development, Vol. 15 No. 5, pp. 4-21
 Allen T. D. (2001). Family-supportive work environments: The role of organisational
perspectives, Journal of Vocational Behavior, Vol.58, pp.414-435.
 Aryee S., Srinivas E. S. and Tan, H.H. (2005). Rhythms of Life, Antecedents and
Outcomes of Work-Family Balance in Employed Parents, Journal of Applied
Psychology, Vol.90, pp.32-146.
 Baker, S. H. and Hansen, R. A. (1975). Job design and worker satisfaction: A
challenge to assumptions. Journal of Occupational Psychology, 48, 79-81.
 Bharat S. (1995). Attitudes and sex-role perceptions among working couples in India.
Journal of Comparative Family Studies, Vol.26, pp.371-388.
 Bharat, S. (2003). Women, work, and family in urban India, Towards new families?
in J. W. Berry, R. C. Mishra, and R. C. Tripathi ed., Psychology in human and social
development, Lessons from diverse cultures pp.155-169 New Delhi, India, Sage.
 Bharathi, Umaselvi, Kumar (2011). Quality of Work Life: Perceptions of College
Teachers. /Indian Journal of Commerce and Management Studies. Vol.II Issue I, 47-
65.
 Blair-Loy, M. and Wharton, A.S. (2002). Employees use of work-family policies and
the workplace social context, Social Forces, Vol.80, pp.813-845.
 Booth, A. L. and Van Ours, J. C. (2008), Job Satisfaction and Family Happiness: The
Part-Time Work Puzzle. The Economic Journal, 118: F77–F99.
 Work-Life Balance from http://www.enotes.com/work-life-balance-reference/work- life-
balance

 Work-Life Balance, Management and Productivity from

http://www.nber.org/chapters/c0441.pdf

77
CHAPTER – 9

ANNEXURE

78
 Questionnaire on Work-Life Balance

Annexure i - Questionnaire

(This information is sought for academic purposes only. The details of the respondents and
the organization would be kept highly confidential. Your cooperation is solicited)

Demographic Information

1. Name of the Respondent ____________________________________________

2. Age (Mark at the appropriate place)

< 20 20-29 30-39 40-49 50-59 > 60

3. Gender (Mark at the appropriate place)

Male Female

 Highest Education
______________________________________________
 Name of the Industry
_______________________________________________
 Name of the Organization
_______________________________________________
 Designation
________________________________________________
 Organizational Level (Mark at the appropriate place)

Entry Level

Middle Level

Senior Management
 Years with Organization (Mark at the appropriate place)
Executive/ Sr. Vice President

CEO/ President
79
 Less than 6 Months

6 Months to 1 Year

1 to 2 Years

2 to 4 Years

4 to 6 Years

6 to 10 Years

10 to 15 Years

More than 15 Years

QUESTIONNARIE ON WORK LIFE BALANCE

Sr.no Items Strongly Disagree Agree Strongly
# Disagre Agree
e
1. I normally work
More than 6 days in a week.

80
2. I normally work more than twelve hours in a
day.

3. I feel difficult to balance my work- life.

4. I often do think and worry about work (when I

am not a work).

5. I work in shifts.

6. I find myself unable to spend enough time with

my family.

7. I miss out quality time with my family and

friends because of pressure of work.

8. I am unable to get time for working out.

9. My company has a separate policy for work-life

balance.

10. My company provides flexible working hours.

11. My company provides Career breaks/

Sabbaticals.

12. My company organizes health programs.

13. I suffer from stress related diseases.

14. My Organization encourages the involvement of

family members in work-achievement reward
functions.

15. My organization encourages Family support

programs.

QUESTIONNARIE ON WORK LOAD RESPONSIBILITY

Sr.no# Items Strongly Disagree Agree Strongly

81
 Disagree Agree

1. I have a heavy workload.

2. I have my deadlines to meet.

3. My Job Description is clearly

defined.

4. I can decide my own work

schedule.

5. The competencies needed for my

job are clear.

6. My boss provides enough

Authority and responsibility to do
my job.

7. My responsibility at work
increases my workload.

82