Anitha New Project

7/29/2019 Anitha New Project

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CHAPTER-I

1.1 INTRODUCTION TO THE STUDY

Work-life balance can be defined as the perfect integration between work and life both

not interfering with each other. In the current business world, people and organizations are

working round the clock to meet the ever-growing demands. A slight delay in meeting the

schedules or expectations is considered to be an organizational failure. To avoid delays and

failures, employees are working hard and giving their heart and soul to achieve work-life balance

which is creating an enormous pressure on them and hence they are forced to finish their jobs

irrespective of time limit. The most-often used phrase among the employees is I dont have

time or I have a hectic schedule. A day of 24 hours is no longer enough to perform work-related and personal-related duties or responsibilities. The problem seems simple but difficult to

solve and handle. Employees who have to play another role of daughter/son/spouse/parents are

not able to manage their roles. Observing the day-to-day lives of many employees, two main

issues to be addressed to achieve work-life balance are time and stress.

WORK LIFE BALANCE: THE HR PERSPECTIVE

Introduction

The changing economic conditions and social demands have changed the nature of work

throughout the world. Originally, work was a matter of necessity and survival. Throughout the

years, the role of "work" has evolved and the composition of the workforce has changed. Today,

work is widely viewed as a source of personal satisfaction. A good balance in work and life can

play a phenomenal role in the attainment of personal and professional goals. The objective of this

paper is to understand the various issues that have come to the forefront due to the dynamic

nature of work.


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Definition

Work life balance is about people having measure of control over when, where and how

they work. There is a view that work-life balance only in the framework of what the company

does for the individual.

If an individual goes on working his or her best at work place but not really enjoying

the same then happiness and satisfaction can never be achieved. Achievement can be viewed as

motive of life while enjoyment is the fuel that drives that motive.

Efforts made by Organizations & Individuals

Organizations today have realized the importance of the employee-work-life balanceand its importance in the efficiency of the employees. Organizations work-life balance, so that

neither the work nor the employee's personal life work-life balances, so that neither the work

nor the employee's personal life is affected.

In offices also, efforts are being made to provide friendly work atmosphere for the

employees by providing all sorts of refreshments available for the employee. The employees

are given the freedom to have their own ways of doing the work.

Maternity leaves and various holiday packages are being designed for the employees,

and also various insurance schemes are there for the employees and their families.

Organizations are trying to take care of all the overloads of the employees, so that the

employees can better concentrate on the work, so that the employee can enjoy the work and

can have a proper work life balance.

The role of HR in achieving work-life balance

HR Managers therefore, need to take a strategic approach to the whole issue of work/life

balance. They need to understand and quantify how work/life issues impact the bottom line

measures of the business. They need to talk about work/life issues not as a soft option but as an

essential business tool that will deliver:


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A reduction in absenteeism An increased ability to attract and retain talented employees Increased employee engagement, motivation and use of discretionary effort

Role of organization in achieving work/life balance

Work life and personal life are the two sides of the same coin. According to various

work /life balance surveys, more than 60% of the respondent professionals surveyed said that

are not able to find a balance between their personal and professional lives. They have to make

tough choices even when their work and personal life is nowhere close to equilibrium.

Traditionally creating and managing a balance between the work-life was considered to be a

woman's issue. But increasing work pressures, globalization and technological advancement

have made it an issue with both the sexes, all professionals working across all levels and all

industries throughout the world. Achieving "work-life balance" is not as simple as it sounds.

Work life and personal life are inter-connected and interdependent. Spending more time

in office, dealing with clients and the pressures of job can interfere and affect the personal life,

sometimes making it impossible to even complete the household chores. On the other hand,

personal life can also be demanding if you have a kid or aging parents, financial problems or

even problems in the life of a dear relative. It can lead Employers help their employees

manage workloads

The most important variable in work/life balance is the nature of the job itself. Jobs with

autonomy, flexibility, meaning, manager support, and a chance for advancement often result in

enhanced job satisfaction, commitment, and retention.

But even the best and most supportive workplace cannot prevent the negative effects of

too much work. Managers should keep the following tips in mind:

Keep workloads realistic Schedule time accurately, manage resources wisely, prioritizetasks, and say "No" to projects that would overload the team. Review work processes and

load distribution regularly to see if you can help lighten the burden.


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Remove interruptions Setting aside specific interruption-free periods during the workweek can result in increased productivity and a less stressful work environment.

Interruptions prolong the workday and are symptomatic of a crisis-centred, reactive

approach to work.

Outcomes of imperfect Work life balance

Stress Physical Problem Relational Problems Hangover Unethical Practices Disturbed Families Decreased Performance Organization in Jeopardy


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1.2 INTRODUCTION TO THE INDUSTRY

The Indian textile industry is one of the largest in the world with a massive raw material and

textiles manufacturing base. Our economy is largely dependent on the textile manufacturing and

trade in addition to other major industries. About 27% of the foreign exchange earnings are on

account of export of textiles and clothing alone. The textiles and clothing sector contributes

about 14% to the industrial production and 3% to the gross domestic product of the country.

Around 8% of the total excise revenue collection is contributed by the textile industry. So much

so, the textile industry accounts for as large as 21% of the total employment generated in the

economy. Around 35 million people are directly employed in the textile manufacturing activities.

Indirect employment including the manpower engaged in agricultural based raw-material

production like cotton and related trade and handling could be stated to be around another 60

million.

A textile is the largest single industry in India (and amongst the biggest in the world), accounting

for about 20% of the total industrial production. It provides direct employment to around 20

million people. Textile and clothing exports account for one-third of the total value of exports

from the country. There are 1,227 textile mills with a spinning capacity of about 29 million

spindles. While yarn is mostly produced in the mills, fabrics are produced in the powerloom and

handloom sectors as well. The Indian textile industry continues to be predominantly based on

cotton, with about 65% of raw materials consumed being cotton. The yearly output of cotton

cloth was about 12.8 billion m (about 42 billion ft). The manufacture of jute products (1.1

million metric tons) ranks next in importance to cotton weaving. Textile is one of Indias oldest

industries and has a formidable presence in the national economy inasmuch as it contributes to

about 14 per cent of manufacturing value-addition, accounts for around one-third of our gross


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export earnings and provides gainful employment to millions of people. They include cotton and

jute growers, artisans and weavers who are engaged in the organised as well as decentralised and

household sectors spread across the entire country.

INDIAN TEXTILE INDUSTRY STRUCTURE AND GROWTH

Indias textile industry is one of the economys largest. In 2000/01, the textile and garment

industries accounted for about 4 percent of GDP, 14 percent of industrial output, 18 percent of

industrial employment, and 27 percent of export earnings (Hashim). Indias textile industry is

also significant in a global context, ranking second to China in the production of both cotton yarn

and fabric and fifth in the production of synthetic fibers and yarns.

In contrast to other major textile-producing countries, mostly mostly small-scale, nonintegrated

spinning, weaving, cloth finishing, and apparel enterprises, many of which use outdated

technology, characterize Indias textile sector. Some, mostly larger, firms operate in the

organized sector where firms must comply with numerous government labor and tax

regulations. Most firms, however, operate in the small-scale unorganized sector where

regulations are less stringent and more easily evaded.

The unique structure of the Indian textile industry is due to the legacy of tax, labor, and other

regulatory policies that have favored small-scale, labor-intensive enterprises, while

discriminating against larger scale, more capital-intensive operations. The structure is also due to

the historical orientation towards meeting the needs of Indias predominately low-income

domestic consumers, rather than the world market. Policy reforms, which began in the 1980s and

continued into the 1990s, have led to significant gains in technical efficiency and international

competitiveness, particularly in the spinning sector. However, broad scope remains for additional

reforms that could enhance the efficiency and competitiveness of Indias weaving, fabric

finishing, and apparel sectors.

Structure Of Indias Textile Industry


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Unlike other major textile-producing countries, Indias textile industry is comprised mostly of

small-scale, nonintegrated spinning, weaving, finishing, and apparel-making enterprises. This

unique industry structure is primarily a legacy of government policies that have promoted labor-

intensive, small-scale operations and discriminated against larger scale firms:

Composite Mills. Relatively large-scale mills that integrate spinning, weaving and, sometimes,

fabric finishing are common in other major textile-producing countries. In India, however, these

types of mills now account for about only 3 percent of output in the textile sector. About 276

composite mills are now operating in India, most owned by the public sector and many deemed

financially sick.

Spinning. Spinning is the process of converting cotton or manmade fiber into yarn to be used

for weaving and knitting. Largely due to deregulation beginning in the mid-1980s, spinning is

the most consolidated and technically efficient sector in Indias textile industry. Average plant

size remains small, however, and technology outdated, relative to other major producers. In

2002/03, Indias spinning sector consisted of about 1,146 small-scale independent firms and

1,599 larger scale independent units.

Weaving and Knitting. Weaving and knitting converts cotton, manmade, or blended yarns

into woven or knitted fabrics. Indias weaving and knitting sector remains highly fragmented,

small-scale, and labor-intensive. This sector consists of about 3.9 million handlooms, 380,000

powerloom enterprises that operate about 1.7 million looms, and just 137,000 looms in the

various composite mills. Powerlooms are small firms, with an average loom capacity of four to

five owned by independent entrepreneurs or weavers. Modern shuttleless looms account for less

than 1 percent of loom capacity.

Fabric Finishing. Fabric finishing (also referred to as processing), which includes dyeing,

printing, and other cloth preparation prior to the manufacture of clothing, is also dominated by a

large number of independent, small scale enterprises. Overall, about 2,300 processors are

operating in India, including about 2,100 independent units and 200 units that are integrated with


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spinning, weaving, or knitting units.

Clothing. Apparel is produced by about 77,000 small-scale units classified as domestic

manufacturers, manufacturer exporters, and fabricators (subcontractors).

Growth of Textile Industry

India has already completed more than 50 years of its independence. The analysis of the growth

pattern of different segment of the industry during the last five decades of post independence era

reveals that the growth of the industry during the first two decades after the independence had

been gradual, though lower and growth had been considerably slower during the third decade.

The growth thereafter picked up significantly during the fourth decade in each and every

segment of the industry. The peak level of its growth has however been reached during the fifth

decade i.e., the last ten years and more particularly in the 90s. The Textile Policy of 1985 and

Economic Policy of 1991 focussing in the direction of liberalisation of economy and trade had in

fact accelerated the growth in 1990s. The spinning spearheaded the growth during this period

and man-made fibre industry in the organised sector and decentralised weaving sector.

Size of Textile Industry in India

The textile industry in India covers a wide gamut of activities ranging from production of

raw material like cotton, jute, silk and wool to providing high value-added products such as

fabrics and garments to consumers.

The industry uses a wide variety of fibres ranging from natural fibres like cotton, jute,

silk and wool to man made fibres like polyester, viscose, acrylic and multiple blends of such

fibres and filament yarn.

The textile industry plays a significant role in Indian economy by providing direct

employment to an estimated 35 million people, by contributing 4 per cent of GDP and

accounting for 35 per cent of gross export earnings. The textile sector contributes 14 per cent of

the value-addition in the manufacturing sector.

Textile exports during the period of April-February 2003-2004 amounted to $11,698.5


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million as against $11,142.2 million during the same period in the previous year, showing an

increase of around 5 per cent.

Estimates say that the textile sector might achieve about 15 to 18 per cent growth this

year following dismantling of MFA.

ROLE OF INDIAN TEXTILE INDUSTRY IN THE ECONOMY

Textile industry plays a significant role in the economy. The Indian textile industry is one of the

largest and most important sectors in the economy in terms of output, foreign exchange earnings

and employment in India. It contributes 20 per cent of industrial production, 9 per cent of excise

collections, 18 per cent of employment in industrial sector, nearly 20 per cent to the countrys

total export earnings and 4 per cent ton the GDP. The sector employs nearly 35 million people

and is the second highest employer in the country. The textile sector also has a direct link with

the rural economy and performance of major fibre crops and crafts such as cotton, wool, silk,

handicrafts and handlooms, which employ millions of farmers and crafts persons in rural and

semi-urban areas. It has been estimated that one out of every six households in the country

depends directly or indirectly on this sector.

India has several advantages in the textile sector, including abundant availability of raw material

and labour. It is the second largest player in the world cotton trade. It has the largest cotton

acreage, of about nine million hectares and is the third largest producer of cotton fibre in the

world. It ranks fourth in terms of staple fibre production and fourth in polyester yarn production.

The textile industry is also labour intensive, thus India has an advantage.


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1.3 INTRODUCTION OF THE ORGANIZATION

Ahill roopa processing mills is a unique, versatile industry and is dedicated to the

continues improvements in producing different types of processed fabrics by providing excellent

services through motivated qualified and dynamic team of people. They ensure that the products

are produced according to the customers requirements and expectation.

Ahill roopa processing mills is renowned in local and international markets due to its

excellent services, timely delivery of Quality finished products to their valued customers. Ahill

roopa processing mills philosophy of continues improvements relies on an intensive training

programs regular meetings, discussions which emphasis the employees direct involvement.

Their aim is to respond to our customers ever-changing needs in the more effective way.

There is no doubt that ahill roopa is one of the leading companies in textile export inIndia, but they achieve this position after many years of hard work and entering efforts.

In ahill roopa there is a modern and sophisticated processing plant consisting of singeing,

shearing, continues bleaching, dyeing, mercerizaing and calendaring both normal and friction.

Printing department is equipped with two rotary printing installations from j-Zimmer Austria,

having all modern arrangement to handle cotton and polycot ton fabrics. It can produce printed

fabric up to 280 cm finished width in maximum of 8 colored design.

Machinery of laboratory is imported from foreign countries to ensure the quality of the

product according to the standards set by the customers. The laboratory is playing its key role in

all the departments in providing 100% correct result in all fields of processing department.

An other factors that counts much in the success of ahill roopa is the strict rules and

regulations of the organization. The credit of this goes to the human resources department. The


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management and the employees have to abide by these rules and regulation in every

circumstance. The shifting time, Lunch time and the HR department very strictly observers

closing time.

One thing that is the positive point for inexperienced persons that ahill roopa offers

variety of training programs for the peoples coming from different institutions and fields.

In the entire department the peoples from different institutions and fields get proper

training for the betterment of their future.

The computer system has increased the efficiency and effectiveness of work by

decreasing work time, load and labour.ahill roopa is not arranged computer system in their

organization but they also managed special short term training programs for the employees so

that they can use the computer system properly.

The other factor is the design studio of ahill roopa. The designers of ahill roopa are very

skilled persons and they are expert in their fields. The design store is producing very well,

innovation and unmatched designs, which really play important role in popularity.

HISTORY OF THE ORGANIZATION:

Ahill roopa processing mills is one of the manufacturers and registered leading exporter

of textile goods in india.It is exporting high quality products.

Ahill roopa processing mills is one of the manufacturers and exporters of textile in

india.Specializing in home textile printed, dyed, bleached fabrics, an apparel and fashion

garment, ahill roopa is exporting quality to virtually all parts of the world. With latest State-of-

the art machinery and equipment, it is a complete printing, dyeing, finishing and stitching plant.

Three huge spinning mills, a high caliber weaving unit and a made-up/garment unit is working

under one roof. The unit is capable of producing high quality with a capacity of 150 kilometer of

finished cloth every day.

Counts arent all that counts! While counts reflect on the durability of the cloth, what

reflect on the aesthetics of the end-user are the design, color combination and mood of the fabric

print. That is why; ahill roopa never under estimates the importance of an enchanting design.


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Their design department is not only well equipped with latest computers and peripherals

but also manned with a highly sensitive and sensible team of designers.

These designers are based on unique but fascinating combination of age old traditional

motifs and futuristic surreal forms given their customers a wide range to choose from. Widening

this choice further is their design library, one of the largest in India, offering an extensive range

from timeless floral and geometric to intriguing contemporary designs and colours.

A sizeable percentage of ahill roopa processing mills, daily textile production by the

meter are converted inhouse into a ready, saleable retail product.ThereCut & Sew division

enjoys the cutting edge in assembling .

From a fiber to a finished product, nothing gets spared from our ultra-sensitive, extra

vigilant laboratory. Equipped with the most modern and precision equipment, products are

frequently subjected to tests against most relevant international standards at every stage of

manufacture. Tests are conducted to control shrinkage (dimensional change), pilling resistance,

and abrasion, color fastness and washing fastness etc.


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1.4 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVES:

o To analyze whether employees able to balance their work and family life.

SECONDARY OBJECTIVES:

o To find out the factors which helpful to employees to balance their work andfamily commitment.

o To find out the factors which obstruct the employees to balance their work andlife balance.

o To study the work relative attributes which cause stress.o To identify the additional work provision given by the companies.


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1.5 SCOPE OF THE STUDY

To understand the need of work life balance, one first needs to understand about work

life imbalance, as with the understanding of the origin, causes and effects of this imbalance, the

balancing act becomes easier. The corporate world of today is exceedingly demanding. The

work culture varies from organization to organization.

Today the deadlines are getting tighter and an individual's job is not only to match that

deadline but also to give quality output.

Due to this work pressure it becomes exceedingly difficult to maintain a family life.

It becomes very difficult to have the engagement of mind with the engagement of

body. In every individual's life there are four stakeholders- own personality, job, family and

society.

So it is very important to give equal importance to all the stakeholders.


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1.6 LIMITATAIONS OF THE STUDY

1. The respondents are the first limitation, because they feel the interviewer is aperson who is sent by a management. So, that they are not ready to give the fact so the

result may be wrong.

2. Time given for collecting and analyzing the data is not sufficient.

3. The result of the research is confined to Ahill Roopa Processing Mills only and does not

Applicable to any other organization.

4. Being it is time constraint the sample size is restricted to 500 only.5. Due to non-cooperation of some respondent, the accuracy of the study may be affected.6. Since the employees were busy with their work and due to strikes there was delay to meet

the respondents.


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CHAPTER-II

2.1 COMPANY PROFILE

AHILL ROOPA PROCESSING MILLS

Ahill group:

The journey of ahill roopa group started in 1974by its of the partners concern and it has

partners for founding the concern

Company profile

The ahill roopa processing mills units is a partners concern. There are partners for managing the

company.

The company is located in address

Ahill roopa processing mills

Vigneshwara petrol bunk (opp)

Palladam road,

Triupur641 605


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They are supplying their product to other states. With retailing continues to create

milestones.

Research, design, product development, manufacturing and marketing .they had strived to

create a niche in each of their Endeavours. They are able to achieve a coveted in textile industry.

TRUST INNOVATION

The ahill roopa processing mills group has formed a trust and they involve inproviding the social services to the public.

Helping the orphanage children by providing education, providing food, clothes,etc.

AHILL ROOPA GROUP OF COMPANIES:

Roopa Compacting

Roopa Relax Dryer

Roopa Processing Mills

Roopa Stentering Mills

AHILL ROOPA processing mills:

Dyed fabric will undergo all processes like balloon padding, relax dryer, stentering,

compacting, heat setting, raising, bleaching, finishing all type of washing, tumble dryer, slitting

and gumming, steam calendaring and the fabric will be ready for cutting. Our units have the

capacity to execute all the above processes under one roof. In the year 2005, 3 windmills were


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established to get uninterrupted power supply for its units and hence we are able to give 24 hour

service.

QUALITY:

Quality plays an important role in the sales and in the development of the organization.

The quality is responsible for the growth of their organization.Ascientific approach in

production & stringent testing methodologies help to achieve mass production with timely

distribution.their lab includes hi-tech equipment like USTER Tester 4, USTER AFIS, USTER

TENSOJET,etc. that ensure consistency in quality. With an advance online quality monitoring

system, they are able to supervise and exercise rigorous quality control at all levels of

production. Quality plays an important role in the sales and in the development of the

organization. The quality is responsible for the growth of their organization.

Vision & mission:

To deliver innovation and quality to our customers by following a progressive and on

time approach and further the causes of a sustainable future by promoting an eco friendly

approach in all operations.

Corporate Responsibility:

Their role and responsibility as a corporate citizen is the underlying factor behind all their

operations. None of their units employ child labor. They are certified for organic cotton

production by GOTS, a feat that very few factories south India have been able to achieve.

Whether it is eco-friendly dyes, ETP with Reserves Osmosis, industrial procedures for reduced

carbon emission or non-usage of chemical fertilizers in their agro field endeavor is aimed at

restoring the balance of a rapidly deteriorating eco-system.

The Management:


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A dynamic management at helm of affairs ensure that ahill roopa processing mills draws

from the glorious repository of its past while continuing to draw ambitious blueprints for the

future.

2.2 Review of Literature

A literature is a body of text aims to review the critical points of current knowledge

on a particular topic, the literature review usually precedes a research proposal, methodology and

results section. Its goal is to bring the reader up to date with current literature on a topic and

forms the basis for other goals, such as future research that may be needed in the area.

2.1 CONCEPT RELATED TO WOK - LIFE BALANCE

Judge, boudreu, and Bretz (1994) rated the work-family policies available to these

employees and found that more comprehensive benefits were associated with lower work-to-life

conflict. But not work-to-life conflict. Thompson, Beauvais, and Lynees (1999) also found a

significant, negative association between the availability of work-life-practices and work-to-life

conflict, While Frye and Breaugh (2004) identified a negative relationship between perceptions

of the usefulness of organizational work-to-life conflict. A number of researchers have found that

use of flexible working hours is associated with lower of work-to-life conflict.


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Thomas and Ganster (1995) found perceived control served as a mediating

mechanism by which family-supportive policies influenced A non-directional measure of work-

life conflict, and demonstrated that family supportive organizational perceptions mediated the

link between use of work-life conflict.

Ashforth, keinet, and fugate,s (2000) work on boundary theory and role transition

suggests that because workers have different preferences for integration versus segmentation of

work and family roles, certain Wok-life practices may be ineffective in reducing inter-role

conflict if they do not cater to a workers particular arrangements has been shown to benefit

some workers, whereas for others particularly those with greater family responsibilities it

appears to blur the boundaries between work and home.

Ryan and Kossek (2008) , implemented attributes including supervisor support for use

and university of practice availability will affect the degree to which work-life practice are seen

by employees as fulfilling their work-life needs and signaling support from the organization.

Organizations featuring an entrenched long-hours culture and unaccommodating attitudes among

managers and co-workers tend to discourage employees from making use of the work-life

practices ostensibly available to them.

Lewis and Smithson (2001) indicated that perceived entitled to work-life practices is not

widespread among European employees, particularly those in nations with low levels of statuary

regulations concerning the balance of work with family or personal commitments. For instance,

study participants in Ireland and the UK did not feel entitled to employer support for child care,

and perceived entitled to flexible hours or parental leave was contingent upon the participants

view of whether such practices were practical for the organization, in terms of time, operation


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and costs. Give the current absence of compelling data to demonstrate perceived entitled to

work-life practices, therefore, the social exchange explanation for the positive effects of work-

life practices among non-users cannot be discounted.

Allen and Russell (1999) in their research found that employees who used work-life

balance practices were perceived by co-workers as having lower levels of organizational

commitment, which was thought to affect the subsequent allocation of organizational rewards

such as advancement opportunities and salary increases.

Casper, fox, sitzmann and landy (2004) showed that supervisors generally had poor

awareness of work-life practices in their organization, and this influenced their ability to refer

employees to these practices. Research has also demonstrated that factors completely unrelated

to employees requests to use work-life practices can have a profound influence on the likelihood

of those request being granted. For example, female managers are more likely than male

managers to grant requests for alternative work arrangements. Powell & Mainiero (1999)

supervisors with greater parental responsibilities have been found to exhibit more flexibility in

helping employees balance their work and home commitments, while supervisors with a greater

need for control have been found to display less flexibility in this regard.

Casoer and buffardi (2004) speculate that such perceptions of support are a psychological

mechanism though which work-life practices influence behavioral, intentions, explaining why

even employees who have no need of work-life practices are still more attracted to organizations

offering them. According to signaling theory, when decisions need to be made with incomplete

information available, individuals use observable characteristics to form inferences about

unobservable characteristics, Spence (1973). During the recruitment process, job candidates may


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therefore use the presence of work-life balance practices as signals for work-related supports that

are important to them in choosing an organization.

Frone and Yardley (1996) determined that employees with young children and those with

height level of family-to-work conflict deemed organizational work-life balance practices as

more important than did employees without these characteristics. Rau and Hyland (2002) found

that individuals with high levels of conflict between work and family were more attracted to

organizational that provided opportunities for telework.

Rothbard, Dumas, and Phillips (2005) in their research found that employees preferences

for segmentation versus integration of work and family roles predicted attraction to work-life

practices, who preferred to keep their work and family lives separate being more satisfied with

the provision of flexible hours rather than onsite childcare.

These studies suggest that individual differences among employees can moderate the

appeal of work-life balance practices offered by organizations. This is consistent with the person

organization fit perspective, which posits that individual differences are key predictors of the

qualities a job candidate will find attractive in an employing organization.

Kossek and Nichols (1992) study of onside children found no effects of children centre

use on supervisor ratings of employee performance, although self-ratings of performance users

indicated higher level s of quality and greater ability to balance multiple roles then among non

users. In a study of 55 firms that permitted administrative employees to bring their children to

work when childcare arrangements broke down or were otherwise unsustainable, company

representtatives reported that this work-life balance practice helped to maintain employee

productivity.


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CHAPTER-III

RESEARCH METHODOLOGY

RESEARCH DESIGN

The descriptive research was used for this researcher especially to describe the

characteristics of the employees working in the organization. A research design is the

arrangement of condition for collection and analysis of data in a manner that aims to combine

relevance to the research purpose with economy in purpose are descriptive is nature.

The research design used here is descriptive research as the study depicts the current state

of affairs.

Data Collection Method

There are two methods of Data collection,

a. Primary Data collection methodb. Secondary Data collection method

In this research, both the data collection methods are used.

a) Primary Data

Primary Data refer to information obtained firsthand by the researcher on the variable of

interest for the specific purpose of the study.


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The primary data collection was done through the questionnaire method from the

respondents. The questionnaire was given to the respondents and they were asked to fill them up.

Necessary help was rendered whenever they found it difficult to answer.

b) Secondary Data

Secondary Data refers to information gathered by someone other than the researcher

conducting the current study.

In this study, Secondary data were collected from company profile, books, journals and

internet

SAMPLE DESIGN

All the items under consideration in any field of inquiry constitute a Universe or

Population. The researcher must decide the way of selecting a sample or what is popularly

known as the sample design. A sample design is a definite plan determined before any data are

actually collected for obtaining a sample from a given population.

Population

The total of 800 employees in Ahill roopa processing mills constitutes the population for

this study.

Sample Size

A Sample of 500 employees was chosen for this study.

Sampling Technique

In this study, simple random sampling method was adopted for selecting the respondents.

STATISTICAL TOOLS

PERCENTAGE ANALYSIS:

Percentage analysis is the method to represent raw streams of data as a percentage (a part

in 100percent) for better understanding of collect data.


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Number of RespondentsPercentage analysis = x 100

Total Number of Respondents

WEIGHTED AVERAGE METHOD:

Weighted average is a kind of arithmetic mean of a set of number in which some

elements of the set carry more importance (weight) than other. In NAM weight is assigned to

the average.

Where,

Weight-age Score = WiXj

wi = Weight age value

xj= No. of respondents

HENRY GARRETT RANKING METHOD:

Hendry Garrett ranking method is used to find the factor which affecting the employee

attrition.

100(Rij0.5)HRM =

NjWhere,

Rij = Rank given for ith item j th individual

Nj = Number of items ranked by jth individual


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CHISQUARE TEST:

The Chi-Square test is one of the simplest and most widely used non parametric tests in

statistical work. This test is used to find whether the two attributes, are associated are not. The

quantity 2 describes the magnitude of the discrepancy between theory and observation.

(2

) = EijEijoij /)(2

Where,

Oij = observed frequency

Eij = Expected frequency

Degree of freedom = (r-1) (c-1)

Where,

r= Number of rows

c= Number of columns


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CHAPTERIV

ANALYSIS AND INTERPRETATION

4.1 PERCENTAGE ANALYSIS

TABLE NO: 4.1.1

AGE OF THE RESPONDENTS

S.no Age in years No. of respondents Percentage of respondents

1 Below 20 years 31 6

2 21-30 years 216 43

3 31-40 years 204 41

4 41-50 years 49 10

5 Above 50 years 0 0

TOTAL 500 100.0

Inference:

From the above table it is inferred that, 6% of the respondents are belonged to the

age group of below 20 years, 43% of the respondents are belonged to the age group of 21-30

years, 41% of the respondents are belonged to the age group of 31-40 years, and the remaining

10% of the respondents are belonged to the age group of 41-50 years.

Finally it is concluded that majority 43% of the respondents are belonged to the age

group of 21-30 years.


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TABLE NO: 4.1.2

GENDER OF THE RESPONDENTS

S.no Gender No. of respondents Percentage of respondents

1 Male 311 62

2 Female 189 38

TOTAL 500 100.0

Inference:

From the above table it is inferred that, out of 500 respondents, 62% were male,

and remaining 38% of the respondents were female.

Finally it is concluded that majority of 62% of the respondents gender were male.


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TABLE NO: 4.1.4

MARTIAL STATUS OF THE RESPONDENTS

S.no Marital status No. of respondentsPercentage of

respondents

1 Married 345 69

2 Unmarried 155 31

TOTAL500 100.0

Inference:

From the above table it is inferred that, 69% of the respondents had married and

the remaining 31% of the respondents had Unmarried.

Finally it is concluded that majority 69% of the respondents had married.


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TABLE NO: 4.1.5

EDUCATIONAL LEVEL OF THE RESPONDENTS

S.no Educational level No. of respondentsPercentage of

respondents

1 Upto SSLC 189 38

2 HSC 236 47

3 UG Degree 67 13

4 PG Degree 8 2

TOTAL 500 100.0

INFERENCE:

From the above table it is inferred that, 38% of the respondents had studied up to

SSLC, 47% of the respondents had studied HSC, 13% of the respondents had studied UG Degree

and the remaining 2% of the respondents had studied PG Degree.

Finally it is concluded that majority 47% of the respondents had studied HSC.


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TABLE NO: 4.1.6

WORKING EXPERIENCE OF THE RESPONDENTS

S.no Working experience No. of respondents Percentage of respondents

1 Less than 2 years 257 51

2 2-4 years 206 41

3 4-6 years 33 7

4 6-8 years 4 1

TOTAL 500 100.0

INFERENCE:

From the above table it is inferred that, 51% of the respondents were having the

working experience of less than 2 years, 41% of the respondents were having the working

experience of 2-4 years, 7% of the respondents were having the working experience of 4-6 years

and the remaining 1% of the respondents were having the working experience of 6-8 years.Finally it is concluded that majority 51% of the respondents were having the working experience

of less than 2 years.


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TABLE NO: 4.1.7

INCOME LEVEL OF THE RESPONDENTS

S.no Income level No. of respondents Percentage of respondents

1 Below Rs.10000 313 62

2 Rs.10001-Rs.15000 166 33

3 Rs.15001-Rs.20000 14 3

4 Rs.20001-Rs.25000 4 1

5 Above Rs.25000 3 1

TOTAL 500 100.0

INFERENCE:

From the above table it is inferred that, 62% of the respondents had earning the

income of below Rs.10000, 33% of the respondents had earning the income level of Rs.10001-

Rs.15000, 3% of the respondents had earning the income of Rs.15001-Rs.20000. 1% of the

respondents had earning the income level of Rs.20001-Rs.25000 and the remaining 1% of the

respondents had earning the income level of above Rs.25000.

Finally it is concluded that majority 62% of the respondents monthly income had below

Rs. 10000.


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TABLE NO: 4.1.8

FAMILY NATURE OF THE RESPONDENTS

S.no Family nature No. of respondents Percentage of respondents

1 Joint family 95 19

2 Nuclear family 405 81

TOTAL 500 100.0

INFERENCE:

From the above table it is inferred that, 19% of the respondents were belonged to

the joint family and the remaining 81% of the respondents were belonged to the nuclear family.

Finally it is concluded that majority 81% of the respondents were fall under the category

of nuclear family.


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TABLE NO: 4.1.9

MEMBERS IN THE RESPONDENTS FAMILY

S.no Family members No. of respondents Percentage of respondents

1 2 Members 401 80

2 3-4 Members 71 14

3 5-6 Members 28 6

TOTAL 500 100.0

INFERENCE:

From the above table it is inferred that, 80% of the respondents family size had

only 2 members, 14% of the respondents had 3-4 members, and the remaining 6% of the

respondents family size had 5-6 members.

Finally it is concluded that majority 80% of the respondents family size had only 2

members in the family.


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TABLE NO: 4.1.10

NUMBER OF DAYS WORKING IN A WEEK BY THE RESPONDENTS

S.No Number of days No. of respondents Percentage of respondents

1 6 days 474 95

2 7 days 26 5

TOTAL 500 100.0

INFERENCE:

From the above table it is inferred that, 95% of the respondents had worked

normally 6 days in a week and the remaining 5% of the respondents had worked all the days in a

week.

Finally it is concluded that majority 95% of the respondents had worked normally 6 days

in a week.


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CHART: 4.1.10


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TABLE NO: 4.1.11

HOURS WORKING IN A DAY BY THE RESPONDENTS

S.no Number of hours No. of respondents Percentage of respondents

1 7-8 hours 272 54

2 8-9 hours 144 29

3 9-10 hours 69 14

4 10-12 hours 15 3

TOTAL 500 100.0

INFERENCE:

From the above table it is inferred that, 54% of the respondents had worked for 7-

8 hours in a day, 29% of the respondents had worked for 8-9 hours in a day, 14% of the

respondents had worked for 9-10 hours in a day and the remaining 3% of respondents had

worked for 10-12 hours in a day.

Finally it is concluded that majority 54% of the respondents had worked for 7-8 hours in

a day.


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CHART: 4.1.11


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TABLE NO: 4.1.12

TRAVELLING TIME BY THE RESPONDENTS

S.no Travel time No. of respondents Percentage of respondents

1 Less than half an hour 313 63

2 Nearly one hours 176 35

3 Nearly 2 hours 11 2

TOTAL 500 100.0

INFERENCE:

From the above table it is inferred that, 63% of the respondents had spent less

than half an hour for travelling, 35% of the respondents had spent nearly one hour for travelling

and the remaining 2% of the respondents had spent nearly 2 hours for travelling.

Finally it is concluded that majority 62% of the respondents had spent less than half an

hour for travelling.


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CHART: 4.1.12


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TABLE NO: 4.1.13

PREFERENCE OF WORKING SHIFT BY THE RESPONDENTS

S.no Preference No. of respondents Percentage of respondents

1 General shift 498 99

2 Night shift 2 1

TOTAL 500 100.0

INFERENCE:

From the above table it is inferred that, 99% of the respondents had preferred to

work in a general shift and the remaining 1% of the respondents had preferred to work in a night.

Finally it is concluded that majority 99% of the respondents had preferred to work in a

general shift.


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CHART: 4.1.13


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TABLE NO: 4.1.14

TIRED OR DEPRESSION OF WORK BY THE RESPONDENTS

S.no Tired or depression because of work No. of respondents Percentage of respondents

1 Always 345 69

2 Often 124 25

3 Sometimes 29 5

4 Rarely 1 1

TOTAL 500 100.0

INFERENCE:

From the above table it is inferred that, 69% of the respondents had always tired

or depression because of work, 25% of the respondents had often tired or depression because of

work, 5% of the respondents had sometimes only tired or depression because of work and the

remaining 1% of the respondents had rarely tired or depression because of work.

Finally it is concluded that majority 69% of the respondents had always tired or

depression because of work.


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CHART: 4.1.14


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TABLE NO: 4.1.15

TIME SPEND AT WORK BY THE RESPONDENTS

S.no Time spend No. of respondents Percentage of respondents

1 Highly satisfied 18 3

2 Satisfied 92 74

3 Neutral 374 19

4 Dissatisfied 16 4

TOTAL 500 100.0

INFERENCE:

From the above table it is inferred that, 74% of the respondents had satisfied with

the time spend at work, 19% of the respondents had neutral, 4% of the respondents had

dissatisfied and the remaining 3% of the respondents had highly dissatisfied with the time spend

at work.

Finally it is concluded that majority 74% of the respondents had satisfied with the time

spend at work.


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CHART: 4.1.15


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TABLE NO: 4.1.16

MISS OUT QUALITY OF TIME WITH THEIR FAMILY AND FRIENDS

S.no Miss out quality of time No. of respondents Percentage of respondents

1 Always 341 68

2 Often 141 28

3 Sometimes 14 2.8

4 Rarely 3 1

5 Never 1 0.2

TOTAL 500 100.0

INFERENCE:

From the above table it is inferred that, 68% of the respondents had stated always

miss out quality of time with their family and friends, 28% of the respondents had stated often,

2.8% of the respondents had stated sometimes, 1% of the respondents had stated rarely and the

remaining 0.2% of the respondents had stated never miss out quality of time with their family

and friends.

Finally it is concluded that majority 68% of the respondents had miss out quality of time

with their family and friend is always.


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CHART: 4.1.16


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TABLE NO: 4.1.17

RESPONDENTS STRESS MANAGEMENT METHODS

S.no Methods of stress management No. of respondents Percentage of respondents

1 Yoga 4 1

2 Meditation 24 5

3 Entertainment 47 9

4 Music 425 85

TOTAL 500 100.0

INFERENCE:

From the above table it is inferred that, 1% of the respondents had doing yoga to

manage their stress, 5% of the respondents had doing meditation, 9% of the respondents had

engaged in entertainment and the remaining 85% of the respondents had engaged in music to

manage their stress.

Finally it is concluded that majority 85% of the respondents had stated engaged in music

to manage their stress.


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CHART: 4.1.17


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TABLE NO: 4.1.18

BENEFITS PROVIDED BY THE ORGANIZATION TO THE RESPONDENTS

S.no Benefits No. of respondents Percentage of respondents

1 Telephone for personal use 57 11.4

2 Counseling services for employees 5 1

3 Health program 1 0.2

4 Transportation 437 87.4

TOTAL 500 100.0

INFERENCE:

From the above table, it is found that 11.4% of the respondents were

having telephone for personal use as an additional work provision, 1% of the respondents were

having counseling service, 0.2% of the respondents are having health programs and the

remaining 87.4% of the respondents are having transportation as an additional work provision.

Finally it is concluded that 87.4% of the respondents were provided with the additional

provision provided in the organization is Transportation.


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CHART: 4.1.18


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TABLE NO: 4.1.21

RESPONDENTS HAVE ANY STRESS IN WORK PLACE

S.no Yes/no No. of respondents Percentage of respondents

1 Yes 500 100.0

INFERENCE:

From the above it is inferred that 100% of the respondents had stress in their workplace.


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CHART: 4.1.21


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4.2 WEIGHTED AVERAGE

TABLE NO: 4.2.1

FACTORS HELP RESPONDENTS TO BALANCE THEIR WORK

S.no Factors VH H M L VL Total Weighted aver

1 Flexible working time 224 246 30 0 0 500 438.8

2 Holiday and Leave 355 107 38 0 0 500 463.4

3 Support from co-Workers 265 196 38 1 0 500 445

4Comfortable with currentposition

183 252 62 0 3 500 422.4

5 Compensation 263 187 48 0 2 500 441.8

6Permission for familyemergencies and events

331 153 16 0 0 500 463

7 Better workplace and resources 269 213 18 0 0 500 450.2

8 Paid parental leave 272 159 68 0 1 500 440.2

9 Job Sharing 276 192 32 0 0 500 448.8

10 Negative attitude of manager 0 1 128 182 189 500 188.2

11Frequent travelling away fromhome

0 1 58 161 280 500 156

12 Weekend work 1 0 23 186 290 500 147.2

13Negative attitude of familymembers

0 1 23 177 299 500 145.2

14 Poor working condition 0 1 41 199 259 500 156.8

15Misunderstanding withmanagers / supervisor

1 0 34 211 254 500 156.6

INFERENCE:

From the above it is clear that most of the respondents gave more weightage to the factoris holiday and leave.


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4.3 Henry Garnett ranking

TABLE NO: 4.3.1

RANKING THE CAUSES STRESS

S.no Ranking 1 2 3 4 5 6 7 8 9

1Illness of a familymembers

6 21 46 84 100 141 76 18 8

2 Excessive work load 29 98 71 69 72 95 37 22 7

3Not enough time tosleep

105 55 42 48 83 83 60 16 8

4 Family conflict 174 39 35 61 70 42 65 9 5

5Poor performancefrom co-workers

67 76 30 56 75 43 114 28 11

6Time spend awayfrom family

24 93 107 73 38 44 74 39 8

7 Fried from job 10 30 66 22 11 25 28 267 31

8 Depression 85 88 102 84 38 19 7 51 26

9 job dissatisfaction 0 0 1 3 13 8 29 50 396


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TABLE NO: 4.3.1(b)

RANKING THE CAUSES STRESS

S.no Ranking 1 2 3 4 5 6 7 8 9 TotalMean

ValueRa

1Illness of a familymembers

594 2058 4462 8064 9500 13254 7068 1656 728 47384 94.77 7

2Excessive workload

2871 9604 6887 6624 6840 8930 3441 2024 637 47858 95.72 4

3Not enough timeto sleep

10395 5390 4074 4608 7885 7802 5580 1472 728 47934 95.87 3

4 Family conflict 17226 3822 3395 5856 6650 3948 6045 828 455 48225 96.45

5Poor performancefrom co-workers

6633 7448 2910 5376 7125 4042 10602 2576 1001 47713 95.43 6

6Time spend awayfrom family

2376 9114 10379 7008 3610 4136 6882 3588 728 47821 95.64 5

7Action taken bythe managers

990 2940 6402 2112 1045 2350 2604 24564 2821 45828 91.66 8

8 Depression 8415 8624 9894 8064 3610 1786 651 4692 2366 48102 96.20 2

9 job dissatisfaction 0 0 97 288 1235 752 2697 4600 36036 45705 91.41 9


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INFERENCE:

From the above Table No. 1 (B) it is observed that Family conflict was ranked as the

major stress cause by the respondents that obtained a Garrett score of 48225 points. It was

followed by Depression which was placed second with a Garrett score of 48102 points.

Sleepless was given third place with a Garrett score of 47934 points. Heavy work load was

given fourth place with a Garrett score of 47858 points. Not able to spend time with family

members was given fifth place with a Garrett score of 47821 points. Co-workers poor

performance was given sixth place with a Garrett score of 47713 points. Illness of family

members was given seventh place with a Garrett score of 47384 points. Action taken by the

managers was given eighth place with a Garrett score of 45828 points. Job dissatisfaction was

given ninth place with a Garrett score of 45705 points.

From the above analysis it could be concluded that the most important causes stressing the

employees during balancing the life is family conflict and depression. At the same time factors

like managers action and job dissatisfaction shows very low in creating stress to the employees

during work life balance.


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TWO WAY TABLE AND CHI-SQUARE ANALYSIS

TABLE: 4.4.1

RELATIONSHIP BETWEEN AGE OF THE RESPONDENTS AND LEVEL OF

INFLUENCE

(TWO-WAY TABLE)

Age of the RespondentsInfluence Total

1 2 3

Upto 20 years21

(5.83)9

(6.77)1

(14.3)31

21-30 years150

(41.7)62

(46.6)4

(57.1)216

31-40 years161

(44.7)42

(31.6)1

(14.3)204

41-50 years28

(7.8)20

(15.0)1

(14.3)49

Total 360 133 7 500

The above table shows that the percentage of high level of factors influencing on work life

balance of employees are at its maximum (57.1%) among the respondents having 21-30 years

category and the same is as its minimum (14.3%) among the respondents of Up to 20 years &

31-50 years category. The percentage of medium level of factors influencing on work life


category and the same is as its minimum (6.7%) among the respondents of Upto 20 years

category. On the other hand, the percentage of low level of factors influencing on work life


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category and the same is as its minimum (5.83%) among the respondents of Upto 20 years.

In order to find out the relationship between the age and factors influencing work life balance of

employees, a chi-square test was employed and the result of the test is given below.

Null Hypothesis (Ho) : There is no significant relationship between age of the

respondents and level of influence

Alternative Hypothesis (H1) : There is significant relationship between age of the


Chi-Square Tests

TABLE: 4.4.1(b)

Factor Calculated 2Value Table Value D.F Remarks

Age 12.460 12.592 6 No Significant at 5% level

Degrees of freedom = (r-1) (c-1)

INTERPRETATION:

The above table divulge that the calculated chi-square value (12.460) is greater

than the table value (12.6) and the result is non significant at 5% level. Hence the null hypothesis

is Ho is rejected and alternative hypothesis H1 is accepted. From the analysis it is concluded that

there is no close relationship between the age of the respondents and their level of influence

toward work life balance.


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TABLE: 4.4.2

RELATIONSHIP BETWEEN GENDER OF THE RESPONDENTS AND LEVEL OF

INFLUENCE

(TWO-WAY TABLE)

Gender of the Respondents Influence Total

1 2 3

Male220

(61.1)86

(64.7)5

(71.4)311

Female140

(38.9)47

(35.3)2

(28.6)189

Total360 133 7 500


balance of employees are at its maximum (71.4%) among the respondents having Male

category and the same is as its minimum (28.6%) among the respondents of Female category.

The percentage of medium level of factors influencing on work life balance of employees are at

its maximum (64.7%) among the respondents having Male category and the same is as its

minimum (35.3%) among the respondents of Female category. On the other hand, the

percentage of low level of factors influencing on work life balance of employees are at its

maximum (61.1%) among the respondents having Male category and the same is as its

minimum (38.9%) among the respondents of Female.


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In order to find out the relationship between the gender and factors influencing work life balance

of employees, a chi-square test was employed and the result of the test is given below.

Null Hypothesis (Ho) : There is no significant relationship between gender of the


Alternative Hypothesis (H1) : There is significant relationship between gender of the


Chi-Square Tests

TABLE: 4.4.2(b)


Gender .778 5.99 2 No Significant at 5% level


INTERPRETATION:

The above table divulge that the Calculated chi-square value (.778) is

greater than the table value (5.99) and the result is non significant at 5% level. Hence the null

hypothesis is Ho is accepted and alternative hypothesis H1 not is accepted. From the analysis it is

concluded that there is no close relationship between the gender of the respondents and their

level of influence toward work life balance.


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TABLE: 4.4.3

RELATIONSHIP BETWEEN MARITAL STATUS OF THE RESPONDENTS AND

LEVEL OF INFLUENCE

(TWO-WAY TABLE)

Marital status Influence Total

1 2 3

Married250

(69.4)90

(67.7)5

(71.4)345

Unmarried110

(30.6)43

(32.3)2

(28.6)155

Total

360 133 7 500


balance of employees are at its maximum (71.4%) among the respondents having Married

category and the same is as its minimum (28.6%) among the respondents of Unmarried

category. The percentage of medium level of factors influencing on work life balance of

employees are at its maximum (67.7%) among the respondents having Married category and

the same is as its minimum (32.3%) among the respondents of Unmarried category. On the

other hand, the percentage of low level of factors influencing on work life balance of employees

are at its maximum (69.4%) among the respondents having Married category and the same is

as its minimum (30.6%) among the respondents of Unmarried.


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In order to find out the relationship between the Marital status and factors influencing work life

balance of employees, a chi-square test was employed and the result of the test is given below.

Null Hypothesis (Ho) : There is no significant relationship between marital status of

the respondents and level of influence

Alternative Hypothesis (H1) : There is significant relationship between marital status of the


Chi-Square Test

TABLE: 4.4.3(b)


Marital status .163 5.99 2 No Significant at 5% level


INTERPRETATION:

The above table divulge that the Calculated chi-square value (.163) is


hypothesis is Ho is accepted and alternative hypothesis H1 not is accepted. From the analysis it is

concluded that there is no close relationship between the marital status of the respondents and

their level of influence toward work life balance.


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TABLE: 4.4.4

RELATIONSHIP BETWEEN EDUCATION LEVEL OF THE RESPONDENTS AND

LEVEL OF INFLUENCE

(TWO-WAY TABLE)

Education level

Influence Total

1 2 3

Upto SSLC119

(33.1)67

(50.4)3

(42.9)189

HSC179

(49.7)54

(40.7)3

(42.9)236

UG Degree55

(15.3)11

(8.3)1

(14.3)67

PG Degree7

(1.9)1

(0.8)0

(0) 8

Total360 133 7 500


balance of employees are at its maximum (42.9%) among the respondents having Upto SSLC &

HSC category and the same is as its minimum (0%) among the respondents of PG Degree


employees are at its maximum (50.4%) among the respondents having Upto SSLC category

and the same is as its minimum (0.8%) among the respondents of PG Degree category. On the



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are at its maximum (49.7%) among the respondents having HSC category and the same is as

its minimum (1.9%) among the respondents of PG Degree.

In order to find out the relationship between the Educational level and factors influencing work

life balance of employees, a chi-square test was employed and the result of the test is given

below.

Null Hypothesis (Ho) : There is no significant relationship between educational level

of the respondents and level of influence

Alternative Hypothesis (H1) : There is significant relationship between educational level of


Chi-Square Tests

TABLE: 4.4.4(b)

FactorCalculated

2Value

Table ValueD.F Remarks

Educational level 14.036 12.6 6 Significant at 5% level


INTERPRETATION:

The above table divulge that the Calculated chi-square value (14.036) is

greater than the table value (12.6) and the result is significant at 5% level. Hence the null

hypothesis is Ho is rejected and alternative hypothesis H1 is accepted. From the analysis it is

concluded that there is close relationship between the educational level of the respondents and



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TABLE: 4.4.5

RELATIONSHIP BETWEEN WORKING EXPERIENCE OF THE RESPONDENTS

AND LEVEL OF INFLUENCE

(TWO-WAY TABLE)

Working experienceInfluence Total

1 2 3

Upto 2 years171

(47.5)82

(61.7)4

(57.1)257

2-4 years160

(44.4)43

(32.3)3

(42.9)206

4-6 years26

(7.2)7

(5.3)0

(0)33

6-8 years3

(0.8)1

(0.8)0

(0)4

Total 360 133 7 500


balance of employees are at its maximum (57.1%) among the respondents having Upto 2 years

category and the same is as its minimum (0%) among the respondents of 4 -6 years & 6-8 years


employees are at its maximum (61.7%) among the respondents having Upto 2 years category

and the same is as its minimum (0.8%) among the respondents of 6-8 years category. On the



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are at its maximum (47.5%) among the respondents having Upto 2 years category and the

same is as its minimum (0.8%) among the respondents of6-8 years.

In order to find out the relationship between the working experience and factors influencing

work life balance of employees, a chi-square test was employed and the result of the test is given

below.

Null Hypothesis (Ho) : There is no significant relationship between working

experience of the respondents and level of influence

Alternative Hypothesis (H1) : There is significant relationship between working experience


Chi-Square Tests

Table: 4.4.5(b)

FactorCalculated

2

Value

Table ValueD.F Remarks

Working experience 8.393 12.6 6 No Significant at 5% level


INTERPRETATION:



hypothesis is Ho is accepted and alternative hypothesis H1 is not accepted. From the analysis it is


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concluded that there is no close relationship between the working experience of the respondents

and their level of influence toward work life balance.


TABLE: 4.4.6

RELATIONSHIP BETWEEN INCOME LEVEL OF THE RESPONDENTS AND LEVEL

OF INFLUENCE

(TWO-WAY TABLE)

Income levelInfluence Total

1 2 3

Upto 10000216(60)

92(69.2)

5(71.4)

313

10001-15000125

(34.7)39

(29.3)2

(28.6)166

15001-20000 14(3.9)

0(0)

0(0)

14

20001-250003

(0.8)1

(0.8)0

(0)4

Above 250002

(0.6)1

(0.8)0

(0)3

Total 360 133 7 500


balance of employees are at its maximum (71.4%) among the respondents having Upto 10000

category and the same is as its minimum (0%) among the respondents of 15001 -20000 &

20001-above 25000 category. The percentage of medium level of factors influencing on work

life balance of employees are at its maximum (69.2%) among the respondents having Upto


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10000 category and the same is as its minimum (0%) among the respondents of 15001 -20000

category. On the other hand, the percentage of low level of factors influencing on work life

balance of employees are at its maximum (60%) among the respondents having Upto 10000

category and the same is as its minimum (0.6%) among the respondents of Above 25000.

In order to find out the relationship between the income level and factors influencing work life


Null Hypothesis (Ho) : There is no significant relationship between income level


Alternative Hypothesis (H1) : There is significant relationship between income level


Chi-Square Tests

TABLE: 4.4.6(b)


Income level 7.907 15.5 8 No Significant at 5% level


INTERPRETATION:

The above table divulge that the Calculated chi-square value (7.907) is greater


is Ho is accepted and alternative hypothesis H1 is rejected. From the analysis it is concluded that


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there is no close relationship between the income level of the respondents and their level of

influence toward work life balance.


TABLE: 4.4.7

RELATIONSHIP BETWEEN FAMILY NATURE OF THE RESPONDENTS AND

LEVEL OF INFLUENCE

(TWO-WAY TABLE)

Family NatureInfluence Total

1 2 3

Joint family71

(19.7)24

(18.0)0

(0)95

Nuclear family289

(80.3)109(82)

7(100) 405

Total360 133 7 500


balance of employees are at its maximum (100%) among the respondents having Nuclear

family category and the same is as its minimum (0%) among the respondents of joint family


employees are at its maximum (82%) among the respondents having Nuclear family category

and the same is as its minimum (18.0%) among the respondents of Joint family category. On

the other hand, the percentage of low level of factors influencing on work life balance of


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employees are at its maximum (80.3%) among the respondents having Nuclear family

category and the same is as its minimum (19.7%) among the respondents of joint family.

In order to find out the relationship between the family nature and factors influencing work life


Null Hypothesis (Ho) : There is no significant relationship between family nature


Alternative Hypothesis (H1) : There is significant relationship between family nature


Chi-Square Tests

TABLE: 4.4.7(b)


Family nature 1.843 5.99 2 No Significant at 5% level


INTERPRETATION:



hypothesis is Ho is accepted and alternative hypothesis H1 is rejected. From the analysis it is

concluded that there is no close relationship between the family nature of the respondents and



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TABLE: 4.2.8

RELATIONSHIP BETWEEN FAMILY MEMBERS OF THE RESPONDENTS AND

LEVEL OF INFLUENCE

(TWO-WAY TABLE)

Family MembersInfluence Total

1 2 3

2 members285

(79.1)109(82)

7(100)

401

3-4 members

53

(14.7)

18

(13.5)

0

(0) 71

5-6 members22

(6.1)6

(4.5)0

(0)28

Total 360 133 7 500


balance of employees are at its maximum (100%) among the respondents having 2 members

category and the same is as its minimum (0%) among the respondents of 3-6 members


employees are at its maximum (82%) among the respondents having 2 members category and

the same is as its minimum (4.5%) among the respondents of 5-6 members category. On the



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are at its maximum (79.1%) among the respondents having 2 members category and the same

is as its minimum (6.1%) among the respondents of 5-6 members.

In order to find out the relationship between the family Members and factors influencing work

life balance of employees, a chi-square test was employed and the result of the test is given

below.

Null Hypothesis (Ho) : There is no significant relationship between family members


Alternative Hypothesis (H1) : There is significant relationship between family members


Chi-Square Tests

TABLE: 4.4.8(b)


FamilyMembers

2.387 9.49 4 No Significant at 5% level


INTERPRETATION:

The above table divulge that the Calculated chi-square value (2.387) is greater


is Ho is accepted and alternative hypothesis H1 is rejected. From the analysis it is concluded that

there is no close relationship between the family members of the respondents and their level of

influence toward work life balance.


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CHAPTER-V

FINDINGS, SUGGESTIONS AND CONCLUSIONS

5.1 FINDINGS

Majority 43% of the respondents are belonged to the age group of 21-30 years. From the analysis 62 % of the respondents gender were Male. Majority 69% of the respondents had married. 47% of the respondents educational level is HSC Inferred that 51% of the respondents were having the working experience of less than 2

years

It is found out that 62% of the respondents monthly income had below Rs. 10000. From the analysis 81% of the respondents were fall under the category of nuclear family. Majority 80% of the respondents family size had only 2 members in the family. Inferred that 95% of the respondents had normally worked for 6 days in a week. Majority 54% of the respondents had worked for 7-8 hours in a day. From the analysis 62% of the respondents had spent less than half an hour for travelling Majority 99% of the respondents had preferred to work in a general shift. It is found out that 69% of the respondents had always tired or depression because of

work

Majority 74% of the respondents had satisfied with the time spend at work


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Inferred that 68% of the respondents had always miss out quality of time with theirfamily and friends.

It is found out that 85% of the respondents had stated engaged in music to manage theirstress.

Majority 87% of the respondents were provided with the additional provision provided inthe organization is Transportation.

From the analysis most of the respondents gave more weight age to holiday and leave Inferred that 100% of the respondents had stress in their workplace. From the analysis family conflict occupied the high position in the causes of stress.

5.2 SUGGESTIONS

TIME MANAGEMENT is one of the best solutions which can help to reduce theimbalance between the personal and the work life of the employees. Prioritizing the tasks

and planning the activities can help to take out some free time which can be utilized for

other purposes.

Taking some time out for hobbies and leisure activities, spending time with loved onescan help to beat the stress.

Sharing the responsibilities will help and don't commit for something which is practicallyimpossible.

To remain competitive, and to retain their most talented employees, companies mustprovide more than a good salary and others facilities which are needed to employees.

Companies have started implementing like Childcare, Wellness programs, Financial

planning.


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5.3 CONCLUSION

Thus, work-life balance can bring a huge transformation at the organizational and

individual levels. It helps an organization to inherently build a strong value system, which is

attributed to the work life balance enjoyed at the employee. Therefore, it is important for

employees to maintain a healthy balance between work and their private lives. This will help

them achieve their personal and professional goals as well the organization they are working

for.

Work-life balance is an issue of great importance that has to be addressed by the

organizations at the earliest. After all employees are the greatest asset and the organization

performance is affected by employee performance. The HR department of the organization and

the employees together must work out strategies to help attain work-life balance which makes

the organization the happiest place to work.


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