1

Summer Training Report On

“Work life balance of employees

At International Women Polytechnic”

Submitted in partial fulfilment of the requirements for the

Award of the degree of

MASTERS OF BUSINESS ADMINISTRATION

Submitted by:

ShagunPathania

41861203918

Submitted to:

BANARSIDAS CHANDIWALA INSTITUTE OF PROFESSIONAL

STUDIES

(Affiliated to: Guru Gobind Singh Indraprastha

University , Dwarka sector-16)

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ACKNOWLEDGEMENT

It’s a great pleasure to present this report of summer training in International women
polytechique in partial fulfilment of MBA Programme under Regional college Of
Management, affiliated to guru gobindsinghindraprasth university.

At the outset, I would like to express my immense gratitude to my training guide for guiding
me right from the inception till the successful completion of the training..

I express my sincere thanks to all the respondents who have spared their valuable time and
provided me with the required information in this project.

Date:-

Place:

SHAGUN PATHANIA

41861203918
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CERTIFICATE

This is to certify that Shagun Pathania,a student of MBA 3rd Semester, has done her Summer
Training project report at INTERNATIONAL OMEN POLYTECHNIC.

The project entitled “work life balance “embodies the original work done by her for the
partial fulfilment of the award of MBA degree.

I wish her all the best for his future endeavour.

………………….

DR. Shyama Kumari

Project guide (internal)

Counter signed by

…………………..

HOD/Director

Date:-

CONTENTS
S.NO. TITLE PAGE NO.
4

6-11
CHAPTER 1 12

• Introduction
• Objectives

CHAPTER 2 13-14

• Company Profile

CHAPTER 3 15-17
• Literature Review

CHAPTER 4 18

• Research Methodology

CHAPTER 5 34

• Data Analysis and

Interpretation

CHAPTER 6 35
36
• Finding 37

 Recommendations
 conclusion

38-39
40

• Questionnaire
• Bibliography
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Executive Summary

The ability of the organization to attain its goals largely depends upon the effectiveness of its
Employees. Therefore it deserves great planning and care to formulation of policies regarding
worl ;life balance.

The main objectives of the project is to ,To find out reasons for work life balance in
organisation, To Find out effective of work life balance of organisation and To find out
improve work life balance in IWP

A questionnaire was undertaken as a tool for the extraction of the effectiveness of the
Employee Engagement. The answered questionnaires were, then analyzed. To define in a
capsule, it was more of an observation to find the effectiveness of Employee Engagement.
6

CHAPTER 1

INTRODUCTION

Work Life Balance

Work/life balance (WLB) is an issue increasingly recognized as of strategic importance to

organizations and of significance to employees. An organization’s need to attract and retain
valued employees in a highly competitive labor market is a strong motivating factor for
increased organizational awareness and action with regard to implementation and
management of WLB strategies. Work/life balance (WLB) is an important area of human
resource management that is receiving increasing attention from government, researchers,
management and employee representatives and the popular media. WLB, from an employee
perspective, is the maintenance of a balance between responsibilities at work and at home.
Employees view the benefits or working conditions that they provide to help employees
balance the family and work domains as work life benefits. WLB strategies in an
organizational setting include policies covering flexible work arrangements, child and
dependent care, and family and parental leave. In contrast, work/life conflict is defined as a
form of inner role conflict in which the role pressures from the work and other life domains,
such as family, are mutually incompatible in some respect, whereby participation in one role
is made more difficult by the virtue of participation in the other. Initially the concept of
work/life conflict was focused on the impact of family demands on work. It now extends to
the impact work has on individual stress, relationships and family well being.

Work-life balance in its broadest sense is a person’s satisfaction with their ability to manage
the interactions between the multiple roles and activities in their life. The ability to achieve an
effective work-life balance not only has an impact on employees’ well-being, but it can also
directly affect their levels of engagement. Assisting employees to balance their work and life
commitments can provide real benefits to organizations through increased productivity,
organizational commitment, improved morale and job satisfaction, and reduced levels of
absences and turnover.

The demand for work-life-balance solutions by employees and managers is expanding at an

unprecedented rate. As a result, work-life balance is an increasingly hot topic in boardrooms
and government halls today. Over the coming decade it will be one of the most important
issues that executives and human resource professionals will be expected to manage.

“Work-family balance” evolved into “work-life balance” partly in response to workers

without family responsibilities who felt that employees with children were getting benefits
that they were not. The term “life” applies to any non-paid activities or commitments. While
the term does not generally include “unpaid work” when referring to work, it could be
extended to cover that.

Work-life balance issues appear to affect some groups of people more than others – those
working long hours, those whose work spills over into the home as a result of modern
technology, those in non-standard employment such as shift work, those on low incomes,
7

those trying to juggle parenting and paid work, and those with cultural obligations beyond the
family and paid work.

Defining the concept:

Work/life balance, in its broadest sense, is defined as a satisfactory level of involvement or

‘fit’ between the multiple roles in a person’s life. Although definitions and explanations vary,
work/life balance is generally associated with equilibrium, or maintaining an overall sense of
harmony in life.3 The study of work/life balance involves the examination of people’s ability
to manage simultaneously the multi-faceted demands of life.4

Although work/life balance has traditionally been assumed to involve the devotion of equal
amounts of time to paid work and non-work roles, more recently the concept has been
recognized as more complex and has been developed to incorporate additional components. A
recent study explored and measured three aspects of work/life balance:

Time balance, which concerns the amount of time given to work and non-work roles.

Involvement balance, meaning the level of psychological involvement in, or commitment to,
work and non-work roles..

This model of work/life balance, with time, involvement and satisfaction components,
enables a broader and more inclusive picture to emerge. For example, someone who works
two days a week and spends the rest of the week with his or her family may be unbalanced in
terms of time (i.e. equal measures of work and life), but may be equally committed to the
work and non-work roles (balanced involvement) and may also be highly satisfied with the
level of involvement in both work and family (balanced satisfaction). Someone who works 60
hours a week might be perceived as not having work/life balance in terms of time. However,
like the person who works only a few hours a week, this individual would also be unbalanced
in terms of time, but may be quite content with this greater involvement in paid work
(balanced satisfaction). Alternatively, someone who works 36 hours a week, doesn’t enjoy his
or her job and spends the rest of the time pursuing preferred outside activities may be time-
balanced but unbalanced in terms of involvement and satisfaction. Thus, achieving balance
needs to be considered from multiple perspectives.

A Balance of Life and Work:

In recent years, the term ‘work/life balance’ has replaced what used to be known as
‘work/family balance’. Although the concept of family has broadened to encompass extended
families, shared parenting, same-sex relationships and a wide range of social and support
networks and communities, the semantic shift from work/family to work/life arises from a
recognition that care of dependent children is by no means the only important non-work
function. Other life activities that need to be balanced with employment may include study,
sport and exercise, volunteer work, hobbies or care of the elderly. ‘Eldercare’ in particular is
becoming a growing issue for employers. For example, about one-third of the 600,000
Australians who provide principal care for older relatives or friends are employed. The timing
of these care-giving responsibilities is important because, generally, people are established in
their careers before the issue arises. Hence, eldercare has the potential to generate greater
corporate interest and response than did childcare. The universal adoption of the term
8

‘work/life’, as distinct from ‘work/family’ has other positive consequences such as

legitimizing non-standard work arrangements for a diverse range of employees. For example,
although a lack of work/life balance is often associated with either working mothers or white-
collar executives working long hours, there is a growing recognition that other groups too
may experience less than optimal work/life balance. Recent reports suggest that as well as
large numbers of unemployed people who cannot find any paid work; many workers are
‘under-employed’, preferring more paid work than is available. Blue-collar workers, the self-
employed and those earning low hourly rates may also struggle to achieve balance.

Work/Life Conflict:

Work/life balance is out of kilter when the pressures from one role make it difficult to comply
with the demands of the other. This is known as work/life conflict.9 This means that if
individuals do not feel they have a ‘good’ mix and integration of work and non-work roles,
they may experience negative or conflicting outcomes.° This implies a bi-directional
relationship where work can interfere with non-work responsibilities (work/life conflict) and
vice versa (life/work conflict).

Employees who experience increased stress due to work/life conflict and decreased
perceptions of control over their work and non-work demands are less productive, less
committed to, and satisfied with, their organisation and more likely to be absent or leave the
organisation.

Individuals experiencing interference between work and personal lives are also significantly
more likely to suffer from reduced psychological well-being and physical health. In one
study, people who experienced life/work conflict were nearly 30 times more likely to suffer
from a mood disorder (e.g. depression), 1 0 times more likely to have an anxiety disorder and
11 times more likely to have a substance-dependence disorder (e.g., heavy drinking). On the
other hand, employees with lower levels of work/life conflict report higher job satisfaction
overall.
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Responsibility of the employer:

Companies have begun to realize how important the work-life balance is to the productivity
and creativity of their employees. Research by Kenexa Research Institute in 2011 shows that
those employees who were more favorable toward their organization’s efforts to support
work-life balance also indicated a much lower intent to leave the organization, greater pride
in their organization, a willingness to recommend it as a place to work and higher overall job
satisfaction. Employers can offer a range of different programs and initiatives, such as
flexible working arrangements in the form of part time, casual and telecommuting work.
More proactive employers can provide compulsory leave, strict maximum hours and foster an
environment that encourages employees not to continue working after hours.

It is generally only highly skilled workers that can enjoy such benefits as written in their
contracts, although many professional fields would not go so far as to discourage workaholic
behavior. Unskilled workers will almost always have to rely on bare minimum legal
requirements. The legal requirements are low in many countries, in particular, the United
States. In contrast, the European Union has gone quite far in assuring a legal work-life
balance framework, for example pertaining to parental leave and the non-discrimination of
part-time workers.

The Context for Work/Life Balance in India Organizations:

There is increasing awareness of the benefits of providing more flexible HR strategies,

reflecting increasing recognition of the fact that work and other life commitments cannot
easily be separated. As organizations move towards more participative and flat structures
where fewer employees are expected to manage increased workloads, the demands of the
environment increase, and maintaining the balance between the demands of a career and life
10

responsibilities becomes more difficult. The importance of WLB has increased as a corollary
of increasing workforce diversity. For example, the Indian population, as in most
industrialized nations, is aging. The number of employees with responsibilities for the care of
family members will continue to increase. Also, the increasing participation of women in the
workforce creates increasing pressure for diversity management and WLB strategies.
Although work/life, and particularly work/family, conflict is well-recognized as an issue for
both sexes, it continues to place additional responsibilities on working women, as they have
tended to experience the major responsibility for domestic matters. We argue that there is a
need for organizations in the current business environment to adopt HR strategies and
policies that accommodate the work/life needs of a diverse workforce, and WLB strategies
are a key element of this. Each form of diversity may present particular challenges for
management and employees, and create an imperative for flexible and inclusive management
strategies. The emergent challenge for Indian organizations is to develop the capability to
attract, motivate and retain a highly skilled, flexible and adaptive workforce. This is
particularly valuable at management and senior management levels, in order to develop the
leadership skills necessary for organizations to survive. Any organization aiming to increase
competitive advantage needs to develop an approach to HR and WLB strategies that cater for
the diverse needs of the workforce. Management strategies which endeavor to address the
apparent lack of 'fit' between work demands and the new diversity of workforce
characteristics are emerging, although progress has been somewhat piecemeal. There is an
increasing body of literature which documents that HR strategies are influenced by contextual
influences such as those outlined above. The interests of the employee have become more
central to management concerns as managers seek to avoid the loss of potential creativity and
commitment and threats of litigation from not addressing. Other important stakeholders may
include stockholders, who expect a return on their investment; customers, who want a high-
quality product or service; and the community, which wants the organization to contribute to
activities and projects and minimize damage to the environment, is also an important
stakeholder. It is beyond the scope of the present study to include these entire stakeholder
groups employ needs. The HR manager has the opportunity to play a strategic role in the
adoption of strategies which deal with a variety of demands and have potential for significant
positive outcomes for the organization. WLB strategies may include flexible policies such as
temporal flexibility, telecommuting, part-time and job-sharing employment, leave options
(e.g. paid study or parental leave), as part of a strategic approach to managing HR.

SWOT Analysis

A SWOT analysis is a toll to provide a general or detailed snapshot of a company’s health.

In business, it is imperative that the business be its own worst critics’ SWOT analysis forces
an objective analysis of a company’s position vis-a-vis its competitors and the market place.
Simultaneously, an effective SWOT analysis will help determine in which areas a company is
succeeding, allowing it to allocate resources in such a way as to maintain any dominant
positions it may have.

1Area of strength

 Extensive access to rural market.

11

 Nearness to the market.

 Largest pipeline network.
 Large variance of services.
 Its growing market share.
 more centre.

2Areas of weakness

 Social obligation.
 Lack of resources
 No control over fluctuations in the market

3 Areas of opportunities

As a result, IWP is constantly looking for fresh talent who can assist the business in growing
optimally. Joining IWP as an employee or collaborator ensures you a number of benefits.
Aside from the obvious pleasure of helping young women prosper as professionals, you get
to be part of one of the most illustrious women's education institutions in India. All the while,
you will receive the benefit of rubbing shoulders with eminent personalities from the world of
women's education in India.

4Areas of threats

Competition from domestic player. It actually related with the opening up of the new players.
Here, the word player means institutions. Increasing competitors may lead to shift of the
employees of the institution,

OBJECTIVES OF THE STUDY

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 To find out reasons for work life balance in IWP

 To Find out effective of work life balance in IWP

 To find out improve work life balance in IWP

 To gain an insight in to current work time policies and practices, as well as work life
balance issues in IWP

 To complement existing foundation data and research on working time largely based
on surveys of individual workers and on literature reviews in IWP

CHAPTER-2

COMPANY PROFILE
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Established in 1998 in New Delhi, India, International Women Polytechnic (IWP) under
the aegis of KLGR Educational Society registered with Govt. of NCT Delhi.has been
dedicated to Women Empowerment through Skill based Education and is among the
leading educational institutions in the country focussing on skill development.

We are known for our tireless effort towards addressing diversity and inclusiveness, in sync
with the policy makers of the nation to not just raise the standards of Women in the country
through making them better skilled. Today the Society under the able leadership of Shri
Vishal Nijhawan, President KLGR Educational Society and Managing Director
International Women Polytechnic is spanning its wings to serve the Nation and Society at
large on a broader platform.

KLGR Educational Society is proud to be associated with National Skill Development

Corporation (NSDC), India as an approved Training Partner and becoming a part of
fulfilling NSDC’s mission of skilling 150 million people in India by the Year 2022.

On Successful Completion of their study program at international women polytechnic (IWP)

Students recieve professional Diploma.Our fashion Designing, Dress Designing, Beauty Hair
& makeup, Retail management is NSDC approved.

International Women Polytechnic is not a degree-granting institution and is not accredited by

UGC, AICTE or any other regulatory body.

India is a country of 1.25 billion people of which 54% are below the age group of 25 years. In
India, we have just 2-3% skilled workforce. China, at a population of 1.4 billion people, has
around 45 per cent of people who are skilled. UK has 68 to 70 per cent skilled people, Japan
at about 80 per cent, Germany 74 per cent and Korea at 96 per cent.

NSDC is a Public Private Partnership promoted by the Union Ministry of Finance, with 49%
equity held by the Government of India. NSDC was formed to achieve the target of skilling /
up- skilling 150 million people by 2022 by fostering private sector initiatives in the skill
development space.

In line with the vision of our Hon’ble Prime Minister of making our country a ‘Skilled
Nation’ and also support “Make in India”, it is today, our endeavour to promote skill
development for the youth of our country so as to increase their skills and employability, and
also garner growth for the nation. If ever, there was a time to reap India’s demographic
dividend – it is now.

International Women Polytechnic is a critically-acclaimed educational institution based in

Delhi. Dedicated to providing aspiring young women with amazing opportunities, IWP is a
beacon of excellence in many sectors. Since 1998, IWP has led the charge for women’s
education and liberation in many important fields. As a premier institution for women’s
education in India, IWP has had been at the forefront of this field. As the scope for women’s
education has grown in the country, so has the range of courses offered by IWP.
14
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CHAPTER-3

LITERATURE REVIEW

Lazar, Iona; Ossian, Cordite; Ratio, Patricia, (2010), The purpose of this study is to
establish whether work-life balance initiatives and practices can be considered as strategic
human resource management decisions that can translate into improved individual and
organizational performance. The results of a number of studies reviewed in this paper show
the outcomes and the benefits of implementing worklife balance practices not only for
employees themselves, but also for their families, organizations and society. Despite the fact
that work-life conflict has significant business costs associated with lack of engagement,
absenteeism, turnover rates, low productivity and creativity or poor retention levels, there are
some factors of organizational work-life culture that may compromise availability and use of
these practices.

What are the challenges for research and practice in the future? In the end of the article we
propose several suggestions (guidelines) in order to improve our understanding, choice,
implementation and effectiveness of work-life practices.

Work-life balance practices are deliberate organizational changes in programs or

organizational culture that are designed to reduce work-life conflict and enable employees to
be more effective at work and in other roles. The transition from viewing work-life balance
practices solely as a means of accommodating individual employees with care giving
responsibilities to recognizing their contribution to organizational performance and employee
engagement is an important paradigm shift that is still very much ‘in process.’

Competing and multi-faced demands between work and home responsibilities have assumed
increased relevance for employees in recent years, due in large part to demographic and
workplace changes, such as: a greater numbers of women in the workforce (dual-career
couples), transformation in family structures (a rise in the number of single parents), a
growing reluctance to accept the longer hours culture, the rise of the 24 per 7 society, and
technological advancements. In response to these changes and the conflict they generate
among the multiple roles that individuals occupy, organizations are increasingly pressured to
design various kinds of practices, intended to facilitate employees' efforts to fulfill both their
employment related and their personal commitments. The way of how work-life balance can
be achieved and enhanced is an important issue in the field of human resource management
and has received significant attention from employers, workers, government, academic
researchers, and the popular media.

In order to encourage the improvement of implementing such practices this article addresses
the following questions: What does work-life practices mean? Why do organizations apply
work-life practices?, What is the effectiveness of these practices?, Why do not work-life
practices really work?, What are the challenges for research and for the practice in the future?
16

Changing demographics are behind the move to embrace work-life programs. The decline of
the traditional family, an increase in dual-career couples, and a rise in the number of single
parents mean that employees are juggling more responsibilities outside work.

We want to enhance that everyone benefits from good practice in work-life balance. For
instance: business, through easier recruitment, improved the economy, as the labor market
grows moreretention, and easier service delivery; parents and careers, who canskilled and
experienced people are available to work; spend quality time at home as well as providing
financial support through work; the workforcepeople with disabilities, through improved
access to work; and generally where they are better able to balance their work with other
aspects of their lives.

The more control employees feel they have over their lives, the more able they are to balance
work and family An overall conclusion of much of the research is that work-life balance
practice are most effective when they enhance employees’ autonomy and increase their
capacity to perform well in work and in family situation In summary, a successful
convergence between work and non-work aspects can be a win-win situation for employees
and employers alike.

The ability to achieve satisfying experiences in all life domains enhances the quality of
personal relationships and a range of organizational outcomes. Availability and use of work-
life balance practices, when provided in the context of supervisor and organizational support
can reduce work-life conflict and increase positive appraisals of one’s organization. These
effects are often associated with employee attitudes such as increased job satisfaction and
enhanced control over their work schedule. The results are: reduce absenteeism, intend to
turnover, job stress levels and work-life conflict and increased productivity. A lower turnover
intentions means: lower recruitment and training costs, increased retention of valuable
employee and increased organizational commitment and loyalty. All of these aspects are
associated, in turn, with costs savings, higher customer satisfaction and implicitly higher
levels of organizational performance.

This report argues that building an organizational culture which supports work-life balance is
a long term process for large organizations. It involves changing the way people think and
talk about their work and about work-life balance so that using flexible working options and
other work-life initiatives becomes accepted and normal for everyone regardless of their
gender, seniority within the organizational or personal commitments.

Kossek, Ellen Ernst; Lewis, Suzan; Hammer, Leslie B, (2010), This article examines
perspectives on employer work–life initiatives as potential organizational change phenomena.
Work–life initiatives address two main organizational challenges: structural (flexible job
design, human resource policies) and cultural (supportive supervisors, climate) factors. While
work–life initiatives serve a purpose in highlighting the need for organizational adaptation to
changing relationships between work, family, and personal life, we argue they usually are
marginalized rather than mainstreamed into organizational systems. We note mixed
consequences of work–life initiatives for individuals and organizations.While they may
enable employees to manage work and caregiving, they can increase work intensification and
perpetuate stereotypes of ideal workers. In order to advance the field, organizations and
scholars need to frame both structural and cultural work–life changes as part of the core
employment systems to enhance organizational effectiveness and not just as strategies to
17

support disadvantaged, non-ideal workers. We conclude with an overview of the articles in

this special issue.

Growing organizational resources are being devoted in many contexts to ‘work–life

initiatives’ that aim to adapt employment settings to the workforce's changing work–life
needs, and to respond to government regulations for fostering labor force gender integration
and protecting working families. Although concepts such as ‘work–family policies’ and
‘employer work–life supports’ are increasingly part of everyday discourse in employing
organizations and in most industrialized societies, they are complex, ambiguous in meaning,
and evolving in practice, rationales, and cultural acceptance.

The goal of this special issue is to advance our understanding of the impact of work–life
initiatives designed to foster workplace structures and cultures that are supportive of the
interface between work, family, and personal life. Work–life initiatives ideally are based on
rationales of jointly benefiting the well-being and effectiveness of employers, and employees
on and off the job, including their families. We argue that despite increasing practitioner and
scholarly attention, significant gaps remain between the promise of work–life initiatives and
their reality. Much remains to be done to foster increased mainstreaming of work–life
initiatives as ‘core’ human resource and management prerogatives.
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CHAPTER-4

RESEARCH METHODOLOGY

RESEARCH DESIGN

The research design of my study is exploratory as it involves the opinion survey of the
employees of IWP.

SAMPLE SIZE:-

“In my survey sample size was 100”.

SAMPLING TECHNIQUE

Primary Data: In this study the primary data was collected from the employees of different
organizations in Delhi NCR mainly thorough questionnaires and also personal and telephonic
interview.

Secondary Data: The secondary data in this research will be collected through news paper,
articles, journals, magazine, peer reviews and published databases.

Type of Research: The data will be presented with the help of bar graphs and charts.
Quantitative data can also be analyzed through statistical tools.

Target Respondents: Employees of different organizations at Delhi

Sampling Method: The study covers a sample of employees of International Women

Polytechnic

The Respondents were selected on a Sample Random basis (judgemental basis) from the
following categories of the student,

a) male
b) female

Statistical Tool: Simple percentage

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CHAPTER-5

DATA ANALYSIS AND INTERPRETATION

1. How many days in a week do you normally work.

Table:-1

NO.OF PERCENTAG
S.NO NO.OF RESPONSE RESPONDENTS E

1 LESS THEN 5 DAYS 0 0

2 5 DAYS 0 0

3 6 DAYS 18 90

4 7 DAYS 2 10

TOTAL 20 100

NO.OF RESPONDENTS

7 DAYS; 2; 10.00%

6 DAYS; 18; 90.00%

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Figure:-1(number of work days)

Interpretation:

 90% of the employees are working 6 day in a week.

 10% of employees are working 7 days in a week.


2. how many hours in a day do you normally work.

Table:-2

NO.OF PERCENTAG
S.NO NO.OF RESPONSE RESPONDENTS E

1 7-8 HOURS 3 15

2 8-9 HOURS 9 45

3 9-10 HOURS 5 25

4 10-12 HOURS 3 15

MORE THEN 12
5 HOURS 0 0

TOTAL 20 100
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NO.OF RESPONDENTS

10-12 HOURS; 3; 15.00% 7-8 HOURS; 3; 15.00%

9-10 HOURS; 5; 25.00%
8-9 HOURS; 9; 45.00%

Figure(number of work hours in a day)

Interpretation:

 15% of employees are working 7-8 hours per day.

 45% of employees are working 8-9 hours per day.
 25% of employees are 9-10 hours.
 15% of employees are 10-12 hours.


3. Do you generally feel you are able to balance your work life.

Table :-3

NO.OF PERCENTAG
S.NO NO.OF RESPONSE RESPONDENTS E

1 YES 15 37

2 NO 5 13

TOTAL 20 50
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No.of. Respondents

YES; 15; 37.50%

TOTAL; 20; 50.00%

NO; 5; 12.50%

Figure:-3(balanced work life of employees)

Interpretation:

 37% of employees are saying yes.

 13% of employees are saying no.

From the above analysis we can know that maximum no of employees are having the good
work life balance, and 13 percent of employees are saying no.

4. How do you feel about the amount of the time you spend at work.

table:-4

NO.OF PERCENTAG
S.NO NO.OF RESPONSE RESPONDENTS E

1 VERY UNHAPPY 1 5
23

2 UNHAPPY 1 5

3 INDIFFERENT 5 25

4 HAPPY 11 55

5 VERY HAPPY 2 10

TOTAL 20 100

NO.OF RESPONDENTS

VERY UNHAPPY; 1; 5.00%

VERY HAPPY; 2; 10.00%
UNHAPPY; 1; 5.00%
INDIFFERENT; 5; 25.00%

HAPPY; 11; 55.00%

Figure:-4(employees”s feeling about the time spend on work)

Interpretation:

 5% employees feel very unhappy.

 5% employees feel unhappy.
 25% employees feel indifferent
 55% employees feel happy
 10% employees feel very happy

From the above analysis we know that half of the employees are happy with the time they are
spending in office and 25% of employees are indifferent and rest of them are unhappy
24

5. How do manage if stress arising from your work.

Table:-5

NO.OF PERCENTAG
S.NO NO.OF RESPONSE RESPONDENTS E

1 YOGA 2 10

2 READING BOOKS 2 10

3 ENTERTAINMENT 16 80

TOTAL 20 100

NO.OF RESPONDENTS

YOGA; 2; 10.00%
MEDITATION; 2; 10.00%

ENTERTAINMENT; 16; 80.00%

Figure:-5(management of stress)

Interpretation:

 80% of employees are in to entertainment

 10% are doing Yoga
 10% are Reading books
25

From the above analysis we can know that 80 Percent of employees are in to different
entertainment programs to take out there stress and rest of them are doing Yoga and reading
book

6. Does your company have a separate policy for work-life balance.

Table:-6

NO.OF PERCENTAG
S.NO NO.OF RESPONSE RESPONDENTS E

1 YES 2 10

2 NO 7 35

3 NOT AWARE 11 55

TOTAL 20 100

NO.OF RESPONDENTS

YES; 2; 10.00%

NOT AWARE; 11; 55.00%

NO; 7; 35.00%

Figure:-6(dompanie’s policy for work life balance)

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Interpretation:

 55% of employees are not aware the separate policy for work life balance
 35% of employees have said no
 10% of employees have said yes

From the above analysis we can know that half of the employees are not aware of work life
balance policy in company, 35 percent have said ‘NO’ and 10% have said ‘YES’.

7. Does your organization provides you with following additional work provision.

(i). Telephone for personal use.

Table:-7.1

NO.OF PERCENTAG
S.NO NO.OF RESPONSE RESPONDENTS E

1 YES 2 6

2 NO 15 44

TOTAL 17 100
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No.of.Responses

YES; 2; 5.88%

TOTAL; 17; 50.00%

NO; 15; 44.12%

Figure :-7.1(telephone faclities)

Interpretation:

 Only 6% have got cells for personal use

 44% have said ‘NO

(2)Exercise facilities.

Table:-7.2

NO.OF PERCENTAG
S.NO NO.OF RESPONSE RESPONDENTS E

1 YES 4 25

2 NO 5 31.25

3 YES BUT NO TIME 7 43.75

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TOTAL 16 100

NO.OF RESPONDENTS

YES; 4; 25.00%

YES BUT NO TIME; 7; 43.75%

NO; 5; 31.25%

Figure:-7.2(exercise facilities)

Interpretation:

 25% of employees are saying ‘YES’

 44% of employees are YES but no Time
 31% of employees are saying NO

From the above analysis we can know that there is a facility provided by company but there
is no time for them to go

(3). Transportation

Table:-7.3

S.NO NO.OF RESPONSE NO.OF PERCENTAG

29

RESPONDENTS E

1 YES 3 9

2 NO 14 41

TOTAL 17 50

No.of.Responses

YES; 3; 8.82%

TOTAL; 17; 50.00%

NO; 14; 41.18%

Figure:-7.3(transportation faciltites)

Interpretation:

 9% of employees have said YES

 41% of Employees have said there is no transportation facility in company

From the above analysis we can know that maximum no of employees are saying there is no
transportation facility in company.
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8 (i).what is your preference for food.

Table :-8.1

NO.OF PERCENTAG
S.NO NO.OF RESPONSE RESPONDENTS E

CARRYING HOME MADE

1 FOOD 18 90

FOOD FROM
2 ORGANIZATIONS CAFTERIA 2 10

3 OTHERS 0 0

TOTAL 20 100

NO.OF RESPONDENTS

FOOD FROM ORGANIZATIONS CAFTERIA; 2; 10.00%

CARRYING HOME MADE FOOD; 18; 90.00%

Figure:-8.1(food preference )

Interpretation:

 90% of employees are carrying home made food

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 10% of employees taking food from organization cafeteria

From the above analysis we can know that 90 percent of employees are carrying the home
made food and not preferring for cafeteria.

8 .(ii). Are you satisfied with quality of food, In which the company is contributing 20.Rs and
employee contribution is 15. Rs.?

Table :-8.2

NO.OF PERCENTAG
S.NO NO.OF RESPONSE RESPONDENTS E

1 YES 7 21

2 NO 10 29

TOTAL 17 50

Chart Title

YES; 7; 20.59%

TOTAL; 17; 50.00%

NO; 10; 29.41%

Figure :-8.2(quality of food)

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Interpretation:

 21% of employees have said yes

 29% of employees have said no

From the above analysis we can know that more then half employees are saying no

And there should be some improvement in quality.

9. Do you feel work life balance policy in the organization should be customized to
individual needs.

Table:-9

NO.OF PERCENTAG
S.NO NO.OF RESPONSE RESPONDENTS E

1 STRONGLY AGREE 4 20

2 AGREE 10 50

3 INDIFFERENT 3 15

4 DISAGREE 2 10

STRONGLY
5 DISAGREE 1 5

TOTAL 20 100
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NO.OF RESPONDENTS

STRONGLY DISAGREE; 1; 5.00%

DISAGREE; 2; 10.00% STRONGLY AGREE; 4; 20.00%
INDIFFERENT; 3; 15.00%

AGREE; 10; 50.00%

Figure:-9(perception of employees towards companies’ work life balance policy)

Interpretation:

 20% of employees have strongly agreed for this

 50% of employees are agreed for this
 Rest of them are indifferent and disagreed

From the above analysis we can know that maximum no of employees are agreeing that the
work life balance policy should be customized for individual needs.

10. Do you felt that its again Monday (starting day of week).

Table:-10

NO.OF PERCENTAG
S.NO NO.OF RESPONSE RESPONDENTS E

1 YES 13 32

2 NO 7 18

TOTAL 20 50
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NO. OF RESPONDENT

YES; 13; 32.50%

TOTAL; 20; 50.00%

NO; 7; 17.50%

Figure:-10(feeling of employees towards Monday)

Interpretation:

 32% of employees are saying yes

 18% of employees are saying no

From the above analysis we can know that maximum no of employees are feeling that its
again Monday and less no employees are not feeling.

11. Are you aware of welfare program and committee members and procedures?

Table:-11

NO.OF PERCENTAG
S.NO NO.OF RESPONSE RESPONDENTS E

1 YES 8 40
35

2 NO 4 20

THERE BUT NOT

3 AWARE 8 40

TOTAL 20 100

NO.OF RESPONDENTS

YES; 8; 40.00%
THERE BUT NOT AWARE; 8; 40.00%

NO; 4; 20.00%

Figure:-11(awareness of employees about company programs)

Interpretation:

 40% of employees are aware of welfare programs and committee members.

 40% are saying there but not aware
 20% are saying no

From the above analysis we can know that half of the employees are saying welfare programs
there but not aware of it and 20 percent are saying no.

12. How quickly you get the response from HR department.( requirements, complaints and
other problems).? (Exclude HR department).
36

Table:-12

NO.OF PERCENTAG
S.NO NO.OF RESPONSE RESPONDENTS E

1 QUICKLY 14 87.5

2 VERY QUICKLY 2 12.5

3 LATE 0 0

4 VERY LATE 0 0

TOTAL 16 100

NO.OF RESPONDENTS

VERY QUICKLY; 2; 12.50%

QUICKLY; 14; 87.50%

Figure-12(Hr responses to employee of organisation)

Interpretation:

 87% of employees are saying they get quick response from HR department
 13% of employees are saying we get very quick response.
37

From the above analysis we can know that Home department is giving the good & quick
response to other departments in organization.

13. Do you think that if employees have good work-life balance the organization will be more
effective and successful.

Table:-13

NO.OF PERCENTAG
S.NO NO.OF RESPONSE RESPONDENTS E

1 YES 18 45

2 NO 2 5

TOTAL 20 50

NO. OF RESPONDENTS

YES; 18; 45.00%

TOTAL; 20; 50.00%

NO; 2; 5.00%

Figure:-13(perception of employess towrd work life balance)

Interpretation:
38

 45% of employees are saying yes

 5% are saying no

From the above analysis we can know that if employees have good work life balance. The
organization will also run effectively

CHAPTER:-6

FINDINGS, SUGGESTION, CONCLUSION

Findings

 From the table 1&2, it is inferred that weekly most of the employees are working
more then regular timings.

 From the table 3, it shows that employee work life balance in IWP is good, with the
policies and procedures.

 From the table 4, the working environment is very good and the employees are not
feeling stress in office with that they are not feeling its again Monday.

 From table 5, most of the employees are going for entertainment programs

 From table 6, can know that there will be no separate work life balance in any
company but have to balance the employees work life with company policies and
procedures.

 From table 7, company is providing exercise facilities, telephone, transportation.

 From table 8, Organization is providing the food in cafeteria by contributing 20 Rs

per plate

 From table 9, the policies for work life balance should be customized to individual
needs.
39

 From table 11, most of the employees are not aware of welfare programs.

 from table 12, the response goes from HR department is very quick.

SUGGESTIONS

As a result of the data analysis and interpretation, here are some suggestions to improve the
Employee work life balance at IWP.

 The effective employee work life have better organizational commitment which leads
to better production output and minimum employee turnover.

 Continue with the environment and sanitation hygiene facilities as the employees are
very much satisfied with them.

 Quality of food in the canteen must be improved so that it will satisfy the employee
tastes.
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CONCLUSION

From the study its clear that employee work life balance in IWP is good, But there is a small
gap from employee satisfaction to company.

 To win the competition and getting success in present market, and the success gets
only from hard work, for the success know more than others, work more than others
& expect less than others(Williams Shakespeare).

 There may be several reasons for not providing the transportation, employees are
willing that at least they should have flexible starting time in morning within one
hour.

 The companies contribution in employees meals is 20.Rs and employee contributing

15.Rs , there should be some improvement in quality wise

 Since employees are the backbones of the company so company should satisfy them
in order to improve the business in higher competitive world.
41

ANNEXTURE

QUESTIONNAIRE ON WORK LIFE BALANCE

I am SHAGUN PATHANIA student of (MBA) BCIPS, DWARKA.kindly requesting you to

fill the following questionnaire with the suitable options provided and your opinion. This is
only for my survey purpose but not for any other use, and the information collected shall be
put in confidential.

NAME: GRADE:
DEPARTMENT:

1. How many days in a week do you normally work?

a) Less than 5 days b) 5 days c) 6 days d) 7 days

2. How many hours in a day do you normally work?

a) 7-8 hours b) 8-9 hours c) 9-10 hours d) 10-12 hours e) More than 12 hours

3. Do you generally feel you are able to balance your work life?

a) Yes b) No

4. How do you feel about the amount of time you spend at work?
42

a) Very unhappy b) Unhappy c) Indifferent d) Happy e) Very happy

5. How do you manage if stress arising from your work?

a) Yoga b) Meditation c) Entertainment d) Others, specify_________.

6.(i) Does your company have a separate policy for work-life balance?

a) Yes b) No c) Not aware

(ii). If, yes what are the provisions under the policy?

a) Flexible starting time b) Flexible ending time c) Flexible hours in general

d) Holidays/paid time-off e) Job sharing f) Career break/sabbaticals g) Others,
specify________

7. Does your organization provide you with following additional work provisions?

Telephone for personal use a)Yes b)No

Exercise facilities a)Yes b)No c)Yes, but no time

Transportation a)Yes b)No

8. (i) What is your preference for food?

a) Carrying home made food b) Food from the organizations cafeteria

c) Others, specify__________.

(ii) If, b) Are you satisfied with Quality of food, In which the company is contributing 20.Rs
and employee contribution is 15.Rs.?a)Yes b)No

9. Do you feel work life balance policy in the organization should be customized to
individual needs?

a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree

10. Do you ever felt that its again Monday (starting day of week).?

a) Yes b) No

11.Are you aware of welfare programs and committee members and procedures?

a)Yes b)No c) there but not aware

43

12.How quickly you get the response from HR department.(Requirements, complaints and
other problems).? (Exclude HR department)

a) Quickly b) Very Quickly c) Late d) Very late

13. Do you think that if employees have good work-life balance the organization will be more
effective and successful.?

a) Yes b) No If yes please explain.

__________________________________________________

BIBLIOGRAPHY

Books referred:

Human Resource Management…………………………..Shashi. K. Gupta

Rosy Joshi

Human Resource Management………………………….V.S.P.Rao

Human Resource Management………………………….Fisher Shaw

Human Resource Management………………………….Subba Rao

Websites:
44

Introduction:

https://en.wikipedia.org/wiki/worllifebalance

About Company:

https://www.iwpindiaonline.com