CHAPTER-I INTRODUCTION TO THE STUDY
INTRODUCTION
The projec projectt about about “Work “Work Life Life Balanc Balance” e” deals deals with with any activi activity, ty, which which takes takes place place at every every level level of organi organizat zation ion,, which which seeks seeks greate greater r organizational effectiveness through the enhancement of human dignity and growth.
This helps to determine better for themselves what actions, changes and and impro improvem vement entss and and desi desira rabl blee and and work workab able le in orde orderr to achi achiev evee a balanced work life for the employees.
In this this rapi rapid d evol evolvi ving ng worl world d Ever Everyon yonee face facess the the issu issuee of time time management at one point or another, but as more and more people deal with working at one or more jobs, fighting long commutes, managing a household, attending school or other training, raising one or more children, resp respon ondi ding ng to incr increa easi sing ng work work and and time time pres pressu sure ress of the the shri shrink nkin ing g workplace, and dealing with aging parents, the days often seem to last long into the night and vacation and leisure time seem to be consumed with issues other than relaxation and personal fulfillment.
It can be difficult to find a balance between our work and personal lives sometimes. Whether you’re experiencing the end of a relationship, the disappointment of plans falling through or conflicts with loved ones, the urge to allow your emotions to control all aspects of your life can be over overwh whel elmi ming ng.. Whil Whilee som sometim etimes es work workin ing g can can brin bring g sola solace ce and and a
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distraction from problems, other times you simply can’t concentrate. Your attention just isn’t there.
It can be difficult to find a balance between our work and personal lives sometimes. Whether you’re experiencing the end of a relationship, the disappointment of plans falling through or conflicts with loved ones, the urge to allow your emotions to control all aspects of your life can be over overwh whel elmi ming ng.. Whil Whilee som sometim etimes es work workin ing g can can brin bring g sola solace ce and and a distraction from problems, other times you simply can’t concentrate. Your attention just isn’t there.
During those times, it is important to remember that you work in order to have a good life, not the other way around. It is acceptable to have days where you don’t feel 100% and can’t give your best. On the other hand, though, it is important not to be so preoccupied with your feelings that you are unable to come out of them and move forward after a bit of time has gone by. Fortunately, there are ways that you can help yourself balance your emotions and your commitments commitments during hard times.
Randall. S. Hansen says that how much of your work invading your personal life and how much of your personal life is affected by the stress of trying to balance all the responsibili responsibilities ties in your life is termed as work life balance.
STEPS FOR BETTER BALANCE:
Slow Down: Life is simply too short, so don’t let things pass you in
a blur. Take steps to stop and enjoy the things and people around you. Schedule more time between meetings; don’t make plans for
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distraction from problems, other times you simply can’t concentrate. Your attention just isn’t there.
It can be difficult to find a balance between our work and personal lives sometimes. Whether you’re experiencing the end of a relationship, the disappointment of plans falling through or conflicts with loved ones, the urge to allow your emotions to control all aspects of your life can be over overwh whel elmi ming ng.. Whil Whilee som sometim etimes es work workin ing g can can brin bring g sola solace ce and and a distraction from problems, other times you simply can’t concentrate. Your attention just isn’t there.
During those times, it is important to remember that you work in order to have a good life, not the other way around. It is acceptable to have days where you don’t feel 100% and can’t give your best. On the other hand, though, it is important not to be so preoccupied with your feelings that you are unable to come out of them and move forward after a bit of time has gone by. Fortunately, there are ways that you can help yourself balance your emotions and your commitments commitments during hard times.
Randall. S. Hansen says that how much of your work invading your personal life and how much of your personal life is affected by the stress of trying to balance all the responsibili responsibilities ties in your life is termed as work life balance.
STEPS FOR BETTER BALANCE:
Slow Down: Life is simply too short, so don’t let things pass you in
a blur. Take steps to stop and enjoy the things and people around you. Schedule more time between meetings; don’t make plans for
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every evening or weekend, and find some ways to distance distance yourself from the things that are causing you the most stress.
Learn to Better Manage Your Tim Avoid Procrastination:
For
many people, most of the stress they feel comes from simply being disorganized -- and procrastinating. Learn to set more realistic goals and deadlines -- and then stick to them. You’ll find that not only are you less stressed, but your work will be better.
Share the Load: Even though we may sometimes feel we’re the
only ones capable of doing something, something, it’s usually not the case. Get your partner or other family members to help you with all your personal/family responsibilities. Taking care of the household.
Explore Your Option Get Help: If you are feeling overwhelmed
with your family responsibilities, please get help if you can afford it. Find a sitter for your children, explore options for aging parents, and seek counseling for yourself. In many cases, you have options, but you need to take the time to find them.
Take Charge, Set Priorities: Sometimes it’s easier for us to allow
ours oursel elve vess to feel feel over overwh whel elme med d rath rather er than than taki taking ng char charge ge and and developing a prioritized list of things that need to get done. You need to buck the trend. Develop a list. Set priorities. And then enjoy the satisfaction of crossing things off your list.
Simplify: It seems human nature for just about everyone to take on
too many tasks and responsibilities, to try to do too much, and to own own too too much much.. Find Find a way way to simp simpli lify fy your your life life.. Chan Change ge your your lifestyle. Learn to say no to requests for help. Get rid of the clutter and baggage in your house -- and your life.
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FOUNDATIONS OF WORK LIFE: Strong Relationships:
There may be nothing more important to a balanced, fulfilling life than strong relationships. Relationships are how we experience ourselves. These are the mirrors in which we observe ourselves being who we are. Research studies confirm that strong relationships are important to happiness, longevity, and good health.
Meaningful Activities:
When the activities we engage in are meaningful to us, we engage ourselves with passion, energy, and purpose. It's important that we take on roles and responsibilities that feel "worth doing." What is meaningful is unique to each individual, based on purpose and values.
Interesting Activities:
We each have certain unique strengths and competences which set us apart from others. When we engage these strengths in our daily routines we are interested, engaged, and involved. Life feels balanced when our activities are meaningful and interesting.
Values Consistency:
Stress results when we find ourselves in a conflict between what we value and what is asked or expected of us. A person valuing honesty will be racked with stress if placed in a position of being less than fully honest.
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CHAPTER-II
OBJECTIVE OF THE STUDY
To study about the work life balance of the employees.
To study about their working hours.
To study about the support from other employees in the organization.
To study about their working arrangements.
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CHAPTER-III
LIMITATIONS OF THE STUDY
The study is based on employees self evaluation. So there is a possibility of change in the attitude in relation of the original attitude.
The study is restricted to the employees of one company and so the results can be generalized.
Due to time constraint the sample size is limited to 100 .
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CHAPTER-IV DETERMINANTS OF THE STUDY FACTORS AFFECTING THE WORK LIFE BALANCE
Work life balance:
Work-life balance is about effectively managing the juggling act between paid work and the other activities that are important to people. It's not about saying that work is wrong or bad, but that work shouldn't completely crowd out the other things that matter to people like time with family, participation in community activities, voluntary work, personal development, leisure and recreation. Flexible working – an agreed working arrangement that differs from the
‘standard’ working arrangement. Quality flexible work allows employees to meet personal commitments, such as dropping children off at school or working as a volunteer, while at the same time the meeting the needs of the job and the workplace. Compressed working week - contractual full-time hours are worked
during the week but with a variance such as working longer hours over four days instead of a five-day week.
Managerial Support
Managers play an important role in the success of work life programs because they are in a position to encourage or discourage employee’s efforts to balance their work and family lives. 74 Where supervisors enthusiastically support the integration of paid work and other
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responsibilities, employees will be more likely to take up available work life programs. Working arrangements – the employer sets up services to assist
employees in managing their busy lives such as arranging for dry-cleaning to be picked up from, and delivered back to, the business address. Working from Home – the employee works from home either all or part
of their working week, whether full or part-time. The employer normally provides technology in the employee’s home (such as a laptops) to allow the employee to maintain contact with the office and clients.
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CHAPTER –V COMPANY PROFILE
ABOUT TO THE ORGANISATION
The Burn standard company limited was initially started in the year 1890 by Henry Turner, a British Citizen, Later, it was handed over to burn and company limited of martin group in the year 1973. The management of burn and company limited and Indian Standard wagon company were taken over by the Government of Indian and nationalized in the year 1976, after merging then giving the name Burn standard company limited.
The Burn standard company is a gem of rare brilliance in the crown of Refractory industry. It is an ever- expanding industry having added many dimensions to it. The works of burn standard company are located at Howrah, Burnpur, Jelling ham, Raniganj, Durgapur, Ondal, Gutfabari, Jabalpur, Niwar and Salem. The Salem works of Burn standard company limited was formed in 1890 as a subsidiary of Bharat Bhari Udyog Nigam Ltd., (BBUNL), and its building area cover 3500 square feet. It is one of the largest refractory complexes in India.
Burn standard company limited, Salem is one of public sector under taking companies in India. The company has several units; Salem unit mainly deals with magnetic mines and manufacturing of magnetic bricks. The reason for its location can be attractive to be nearness of magnesite deposited which is the raw material required.
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OBJECTIVE OF THE FIRM
The result oriented marketing plan of Burn standard has established lesion centers to facilities availability of application and other relevant expertise at refractory consumption centers. The trained application engineers of the company are available to the users to provide not only technical advice and installation guidance but also for trouble shooting and cost reduction campaign to optimize refractory consumption towards the objective the company has following Philosophy.
Market only high quality products
Follow latest systems and methods to maintain constant quality
Keep unfailing delivery schedules
Provide complete range of support services.
PROCESS INVOLVED THE FOLLOWING ACTIVITIES :
Drilling
Blasting
Spoil removal
Crude collection
Pressing the crude
Sampling the crude stack As the entire country rock contains magnesite in thick and thin
veins, the entire strata are being blasted and magnesite is recovered.
Mining is done by open cast method. Drilling is carried out both by wagon drills and jack hammers using portable air compressor. The holes are blasted material the magnesite is recovered by hand picking.
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When all the possible magnesite has been picked from such blasted material, the left over spoils are removed using machineries. Spoil removal is done with the help of pay loaders and dumped far away at the spoil bunks using tippers. For mining machineries like loaders. Dozers, dumpers, compressors and drillers are used.
Dressing is done usually to remove the extraneous impurities sticking to the surface of magnesite by breaking and chipping. Before stacking the material, he workers break the big lumps into smaller lumps and dress them by chipping.
The stracks are then sampled and analysis for grading it as refractory grade and non-refractory grade before dispatching.
Sampling involves tow methods. One method is representative sampling is done from properly sized and stacking material. This gives the true representative of the material for analytical purpose. Random sampling is picking up of pieces randomly from stracks and it gives an apparent idea of the quality on analysis.
The sample after preparing according to standard procedures is analyzed for knowing the chemical composition. MARKET
The major customer are:
Major steel Plants-All sail Steel plants
Mini Steel plants-Essar Steel, Wheel Axle plants,
GK Alloys, Etc.
Iron producers- Vikram ISPAT, Bihar Sponge ISPAT, and SISCOL
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Ferrous industries- As above
Copper industries- Hindustan copper limited
Sterilities industries-Sterilities industries, tuticorin
Zinc industries-Hindustan Zinc
Glass industries- My sore lamps
Cement industries- Madras cement. Konoria cement (Karnataka)
At present the company is exporting our products to countries like Japan, gulf countries, Egypt, Srilanka, Bangladesh and Qatar.
THE MAJOR COMPETITORS
Orissa industries limited
Tata Refractory
Bharathi Refractory’s
Mithon ceramics
SKG Refractories
Sarvesh Refractories
Associated ceramics limited
Orissa Refractories “Marketing is Burn standard company is committed to market only high
quality produced”
PRODUCT PROFILE
In BSCL they are producing ceramics. The ceramics are used in high temperature places. In this product these are two types.
They are:
Shaped products and
Unshaped products.
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SHAPED PRODUCTS
A shaped product contains 100 % magnesite, magnesia chrom 10 %, 90 % magnesite graphite. The next process in the shaped products is processing.
Here the product is shaped according to the requirement of the customer.
Hydraulic presses are to change the shapes.
UNSHAPED PRODUCTS
This is otherwise called as monolithic product. The three categories in unshaped products is
Ramming mass
Gunning mass
Patching mass.
TURN OVER
The yearly turn over is 50 cores. They are producing 40 tons per day. Unshaped products production is about 800 tons to 1000 tons per moth.
APPLICATION
The ceramic product is used in:
Steel plants
Cement industry
Copper smelters
Glass industry.
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ABOUT THE INDUSTRY
In Tamilnadu these are 4 or 5 major industries. But the basic refractory is Dalmia and burn standard company. Mostly these are used in high temperature places, like cement industries and steel plants, i.e., more than 10000c. The raw material are from Orissa and Salem and also the imported to China and Israel.
COMPANY
BSCL is gem of rare brilliance in the crown of the refractory industry. It is sprawled over a picturesque of 1500 acres about 5km away from Salem city. The arson for its location can be attributed to the proximity of magnate deposits which is the raw-material requires. It is one of the largest refractory complexes in the world, processing a wide range of refractory goods. It is engaged in the production of dead burned magnetite, firebricks, metal gold bricks, mag carbon, bulbs, calcium products and unfired bricks. It is an ever-excepting industry having added many dimensions to it. Hendry turner a British citizen incorporated this company in 1890.
PRESENT FACILITY
The present facilities of the command include captive mine of magnesite, largest deposits of the unit, Modern earth moving equipment expansion of state of act technology such as 150 TPD rotary Kiln for Dead Burning Magnesite, 1750 high temperature turned Kiln and high capacity Hydraulic pressure with a latest addition of 2500 tons vacuum Assisted hydraulic press. The activities are guided by vibrant research and development set up to keep pace with rapid changes taking place world wide in the field of refractories.
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BANKERS
United bank of India and bank of India are the bankers to B.S.C.L., if company gets the funds for refractory aspects.
AUDITORS
Chartered accountants, Calcutta were appointed as auditors of the company for the year 1993-94 by the department of company affairs, ministry of law, justice and company affairs on the advice of the Controller and Auditor General of India as per provision of sec, 619(2) of the Companies Act, 1956.
EXPORTS
The current phase of exports consists Magnestic gunning Mass and induction furnace ramming Mass, basic bricks specially Magnestic and Lightly calcined Magnestic power to countries like Japan, Srilanka Egypt, and Bangladesh etc.
MISSION STATEMENT
Scientific
and
systematic
exploration of mines and
judicious
management of mineral resources.
Maintain strict quality control standard.
Eco-friendly mining.
Continuous up gradation of technology for mining quality control measures and Mineral processing.
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VISION STATEMENT
Market only high quality product.
Follow latest systems and method to maintain constant quality.
Keep unfailing delivery schedule support service.
Provide complete range of support service.
OBJECTIVE OF THE FIRM
The result oriented marketing plan of Burn standard has established lesion centers to facilitate availability of application and other relevant expertise at refractory consumption centers. The trained application engineers of the company are available to the users to provide not only technical advice and installation guidance but also for trouble shooting and cost reduction campaign to optimize refractory consumption towards the objective the company the following philosophy.
Market only high quality product.
Follow latest systems and method to maintain constant quality.
Keep unfailing delivery schedule support service.
Provide complete range of support services.
KINDS OF DEPARTMENT
Purchase departments
Production department
Marketing department
Sales department
Account department
Personnel department
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CHAPTER-VI RESEARCH METHODOLOGY METHODOLOGY
The data collected from the employees are the primary data. To support the primary data, required particulars have been gathered by referring to reputed magazines, books and websites. The data so collected from both primary and secondary sources have been edited and presented in the appropriate places. RESEARCH DESIGN:
The researcher has used descriptive research. It is the research on existing present environment and can report that what happens and what is happening. It is used for the purpose of describing the association of the variable. SAMPLING UNITS:
The sampling units constitute 2 branches of “BURN STANDARD COMPANY LIMITED” branches in Salem district only.
SAMPLE SIZE:
Sample size of 126 employees was chosen in convenience basis to represent the total population. DATA COLLECTION TOOLS:
The task of data collection begins after a research problem has been defined and plan chalked out. There are two types of data collection tools to be used.
Primary Data
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PRIMARY DATA:
Primary data are those which are collected a fresh and for the first time and thus happen to be original in character. Primary data are collected through a questionnaire designed for the survey.
INSTRUMENTATION:
The questionnaire was specifically designed for collecting the primary data from the respondents. The questionnaire consisted of 24 structured questions.
STATISTICAL TOOLS:
Data collected through the questionnaire are analyzed and tabulated using SIMPLE PERCENTAGE ANALYSIS.
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CHAPTER-VII DATA ANALYSIS
DATA ANLAYSIS AND INTERPRETATION OF DATA
In this chapter the information collected with the help of questionnaire are tabulated and analyzed using simple percentage.
SIMPLE PERCENTAGE METHOD:
The ratio are very often expressed as percentage in the calculation of percentage, the figure is taken as base and is represented by 100. The other figure is expressed as ratio of this base. The simple percentage refers to special kinds of ratio. Percentages are used in making comparison between two or more series of data. Percentages are used to compare relative items, the distribution of two or more series of data. Simple average method is one of the statistical tools used to calculate the percentage.
No of respondents Simple average method
=
x 100 Total no of respondents
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TABLE- 7.1 TABLE SHOWING THE GENDER OF THE EMPLOYEES
GENDER
NO.OF RESPONDENTS
PERCENTAGE
Male
44
44
Female
56
56
Total
100
100
Interpretation:
From the above table we can reveal that female employees are more than the male employees.
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CHART- 7.1 CHART SHOWING THE GENDER OF THE RESPONDENTS
56
60 50 e g a t n e c r e P
44
40 30 20 10 0 MALE
FEMALE Gender
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TABLE- 7.2 TABLE SHOWING MARITAL STATUS OF THE EMPLOYEES
MARITAL STATUS NO OF RESPONDENTS PERCENTAGE
Married
72
72
Unmarried
28
28
Total
100
100
Interpretation:
From the above table we can reveal that married employees are more than the unmarried employees.
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CHART- 7.2 CHART SHOWING MARITAL STATUS OF THE RESPONDENTS
80
72
70 60 e g a t n e c r e P
50 40 28
30 20 10 0 Married
Unmarried Marital Status
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TABLE- 7.3 TABLE SHOWING THE EMPLOYEES HAVING CHILDREN
CHILDREN
NO OF RESPONDENTS
PERCENTAGE
Yes
64
64
No
28
28
Not applicable
8
8
Total
100
100
Interpretation:
From the above table we can reveal that 64% of the employees have children, 28% of the employees don’t have children and for 8% of the employees it’s not applicable.
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CHART- 7.3 CHART SHOWING THE RESPONDENTS HAVING CHILDREN
70
64
60 50 e g a t n e c r e P
40 28
30 20
8 10 0 Yes
No Having children
25
Not Applicable
TABLE- 7.4 TABLE SHOWING THE FLEXIBLE STARTING TIME FLEXIGLE STARTING TIME
NO OF RESPONDENTS
PERCENTAGE
Agree
40
40
Strongly agree
18
18
Neutral
15
15
Disagree
14
14
Strongly Disagree
13
13
Total
100
100
Interpretation:
From the above table, 18% of employees Strongly Agree and 40% of the employees Agree that their starting time is flexible. 13% of the employees Strongly Disagree and 14% of the employees Disagree that starting time is not flexible. The difference in the opinion clearly reveals that majority of the employees agree that they have flexible starting time.
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CHART- 7.4 CHART SHOWING THE FLEXIBLE STARTING TIME
40
40
35 30 e g a t n e c r e P
25
18
15
20
14
15
13
10 5 0 Agree
St rongly Agree
Neutra tral
Disagree
Flexible Strating Time
27
Strongly Disagree
TABLE- 7.5 TABLE SHOWING THE FLEXIBLE FINISHING TIME
FLEXIBLE FINISHING TIME
NO OF RESPONDENTS
PERCENTAGE
Agree
40
40
Strongly agree
20
20
Neutral
14
14
Disagree
16
16
Strongly Disagree
10
10
Total
100
100
Interpretation:
From the above table, 20% of employees Strongly Agree and 40% of the the empl employ oyee eess Agre Agreee that that fini finish shin ing g tim time is flex flexib ible le.. 10% 10% of the the employees Strongly Disagree and 16% of the employees Disagree that finishing time is not flexible. The difference in the opinion clearly reveals that majority of the employees agree that they have flexible finishing time.
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CHART- 7.5 CHART SHOWING THE FLEXIBLE FINISHING TIME
40
40
35 30 e g a t n e c r e P
25
20
20
16
14
15
10
10 5 0 Agree
Strongly Agree
Neutral
Disagree
Flexible Finishing Time
29
Strongly Disagree
TABLE- 7.6 TABLE SHOWING THE FLEXIBLE WORKING HOURS DAILY FLEXIBLE HOURS
NO OF RESPONDENTS
PERCENTAGE
Agree
42
42
Strongly agree
18
18
Neutral
18
18
Disagree
12
12
Strongly Disagree
10
10
Total
100
100
Interpretation:
From the above table, 18% of employees Strongly Agree and 42% of the employees Agree that they have flexible working hours. 10% of the employees Strongly Disagree and 12% of the employees Disagree that working hours is not flexible. The difference in the opinion clearly reveals that majority of the employees agree that they have flexible working hours.
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CHART- 7.6 CHART SHOWING THE FLEXIBLE WORKING HOURS DAILY
45
42
40 35 e g a t n e c r e P
30 25
18
18
20
12
15
10
10 5 0 Agree
Strongly Agree
Neutral Flexible Hours
31
Disagree
Strongly Disagree
TABLE- 7.7 TABLE SHOWING THE TIME OFF FOR FAMILY EMERGENCIES TIME OFF FOR FAMILY EMERGENCIES
NO OF RESPONDENTS
PERCENTAGE
Agree
14
14
Strongly agree
56
56
Neutral
13
13
Disagree
10
10
Strongly Disagree
7
7
Total
100
100
Interpretation:
From the above table, 56% of employees Strongly Agree and 14% of the employees Agree that there is time for family emergencies. 7% of the employees Strongly Disagree and 10% of the employees Disagree that there is no time for family emergencies. The difference in the opinion clearly reveals that majority of the employees strongly agree that they have time for family emergencies.
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CHART- 7.7 CHART SHOWING THE TIME OFF FOR FAMILY EMERGENCIES
56
60
50
40 e g a t n e c r e P
30
20
13
14
10 7
10
0 Agree
Strongly Agree
Neutral Time off for fam ilies
33
Disagree
Strongly Disagree
TABLE- 7.8 TABLE SHOWING THE REDUCED WORKING HOURS REDUCED WORKING HOURS
NO OF RESPONDENTS
PERCENTAGE
Agree
44
44
Strongly agree
20
20
Neutral
16
16
Disagree
12
12
Strongly Disagree
8
8
Total
100
100
Interpretation:
From the above table, 20% of employees Strongly Agree and 44% of the employees Agree that they have reduced working hours. 8% of the employees Strongly Disagree and 12% of the employees Disagree that they do not have reduced working hours. The difference in the opinion clearly reveals that majority of the employees agree that they have reduced working hours.
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CHART- 7.8 CHART SHOWING THE REDUCED WORKING HOURS
45
44
40 35 e g a t n e c r e P
30 20
25
16
20
12
15
8
10 5 0 Agree
Strongly Agree
Neutral
Disagree
Reduced working hours
35
Strongly Disagree
TABLE- 7.9 TABLE SHOWING THE TIME OFF IN HOLIDAYS TIME OFF IN HOLIDAYS
NO OF RESPONDENTS
PERCENTAGE
Agree
53
53
Strongly agree
20
20
Neutral
14
14
Disagree
9
9
Strongly Disagree
4
4
Total
100
100
Interpretation:
From the above table, 20% of employees Strongly Agree and 53% of the employees Agree that they are satisfied with time off in holidays. 4% of the employees Strongly Disagree and 9% of the employees Disagree that they are not satisfied. The difference in the opinion clearly reveals that majority of the employees agree that they are satisfied with time off in holidays.
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CHART- 7.9 CHART SHOWING THE TIME OFF IN HOLIDAYS
60
53
50
e g a t n e c r e P
40 30 20 14
20
9 10
4
0 Agree
Strongly Agree
Neutral
Disagree
Time off in holidays
37
Strongly Disagree
TABLE- 7.10 TABLE SHOWING THE COMPRESSED WORKING HOURS COMPRESSED WORKING HOURS
NO OF RESPONDENTS
PERCENTAGE
Agree
46
46
Strongly agree
14
14
Neutral
16
16
Disagree
13
13
Strongly Disagree
11
11
Total
100
100
Interpretation:
From the above table, 14% of employees Strongly Agree and 46% of the employees Agree that they have compressed working hours. 11% of the employees Strongly Disagree and 13% of the employees Disagree that they have no compressed working hours. The difference in the opinion clearly reveals that majority of the employees agree that they have compressed working hours.
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CHART- 7.10 CHART SHOWING THE COMPRESSED WORKING HOURS
50
46
45 40 35 e g a t n e c r e P
30 25
16
20
14
13
15
11
10 5 0 Agree
Strongly Agree
Neutral
Disagree
Compressed working hours
39
Strongly Disagree
TABLE- 7.11 TABLE SHOWING THE SUPPORT FROM MANAGERS / SUPERVISORS SUPPORT FROM NO OF MANAGERS/SUPREVISORS RESPONDENTS
PERCENTAGE
Agree
44
44
Strongly agree
20
20
Neutral
13
13
Disagree
13
13
Strongly Disagree
10
10
Total
100
100
Interpretation:
From the above table, 20% of employees Strongly Agree and 44% of the employees Agree that they have support from managers. 10% of the employees Strongly Disagree and 13% of the employees Disagree that they do not have support. The difference in the opinion clearly reveals that majority of the employees agree that they have support from manager.
40
CHART- 7.11 CHART SHOWING THE SUPPORT FROM MANAGERS / SUPERVISORS
45
44
40 35 30 e g a t n e c r e P
25
20
20
13
15
13 10
10 5 0 Agree
Strongly Agree
Neutral
Disagree
Support from managers/supervisors
41
Strongly Disagree
TABLE- 7.12 TABLE SHOWING THE SUPPORT FROM COLLEAGUES SUPPORT FROM COLLEAGUES
NO OF RESPONDENTS
PERCENTAGE
Agree
43
43
Strongly agree
17
17
Neutral
19
19
Disagree
13
13
Strongly Disagree
8
8
Total
100
100
Interpretation:
From the above table, 17% of employees Strongly Agree and 43% of the employees Agree that they have support from colleagues. 8% of the employees Strongly Disagree and 13% of the employees Disagree that they don’t have support. The difference in the opinion clearly reveals that majority of the employees agree that they have support from colleagues.
42
CHART- 7.12 CHART SHOWING THE SUPPORT FROM COLLEAGUES
45
43
40 35 e g a t n e c r e P
30 25
19 17
20
13
15
8
10 5 0 Agree
Strongly Agree
Neutral
Disagree
Support from colleagues
43
Strongly Disagree
TABLE- 7.13 TABLE SHOWING SUPPORT FROM TEAM MEMBERS SUPPORT FROM TEAM MEMBERS
NO OF RESPONDENTS
PERCENTAGE
Agree
37
37
Strongly agree
23
23
Neutral
16
16
Disagree
14
14
Strongly Disagree
10
10
Total
100
100
Interpretation:
From the above table, 23% of employees Strongly Agree and 37% of the employees Agree that they have support from team members. 10% of the employees Strongly Disagree and 14% of the employees Disagree that they don’t have support. The difference in the opinion clearly reveals that majority of the employees agree that they have support from team members.
44
CHART- 7.13 CHART SHOWING SUPPORT FROM TEAM MEMBERS
40
37
35 30 23 25 e g a t n e c r e P
16
20
14 15 10 10 5 0 Agree
Strongly Agree
Neutral
Disagree
Support from team members
45
Strongly Disagree
TABLE- 7.14 TABLE SHOWING ENCOURAGEMENT TO USE PAID LEAVE ENCOURAGEMENT TO USE PAID LEAVE
NO OF RESPONDENTS
PERCENTAGE
Agree
44
44
Strongly agree
18
18
Neutral
16
16
Disagree
12
12
Strongly Disagree
10
10
Total
100
100
Interpretation:
From the above table, 18% of employees Strongly Agree and 44% of the employees Agree that they have encouragement to use paid leave. 10% of the employees Strongly Disagree and 12% of the employees Disagree that they don’t have encouragement. The difference in the opinion clearly reveals that majority of the employees agree that they have encouragement to use paid leave.
46
CHART- 7.14 CHART SHOWING ENCOURAGEMENT TO USE PAID LEAVE
45
44
40 35 e g a t n e c r e P
30 25
18
16
20
12
15
10
10 5 0 Agree
Strongly Agree
Neutral
Disagree
Encouragement to use paid leave
47
Strongly Disagree
TABLE- 7.15 TABLE SHOWING SEEKING OTHER MEN USING WORK
SEEKING OTHER MEN USING WORK
NO OF RESPONDENTS
PERCENTAGE
Agree
44
44
Strongly Agree
24
24
Neutral
14
14
Disagree
8
8
Strongly disagree
10
10
Total
100
100
Interpretation:
From the above table, 24% of employees Strongly Agree and 44% of the employees Agree that they satisfy seeking other men to work. 10% of the employees Strongly Disagree and 8% of the employees Disagree that they don’t satisfy seeking other men to work. The difference in the opinion clearly reveals that majority of the employees agree that they satisfy seeking other men to work.
48
CHART- 7.15 CHART SHOWING SEEKING OTHER MEN USING WORK
45
44
40 35 30 e g a t n e c r e P
24
25 20
14
15 8
10
10
5 0 Agree
Strongly Agree
Neutral
Disagree
Seeking other men using work
49
Strongly Disagree
TABLE- 7.16 TABLE SHOWING THE ALLOWED OVERTIME WORK WITH EXTRA PAY WORKING FROM HOME
NO OF RESPONDENTS
PERCENTAGE
Agree
38
38
Strongly agree
22
22
Neutral
16
16
Disagree
14
14
Strongly disagree
10
10
Total
100
100
Interpretation:
From the above table, 22% of employees Strongly Agree and 38% of the employees Agree that allowed overtime work with extra pay. 10% of the employees Strongly Disagree and 14% of the employees Disagree that they allowed overtime work with extra pay. The difference in the opinion clearly reveals that majority of the employees agree that they allowed overtime work with extra pay.
50
CHART- 7.16 CHART SHOWING THE ALLOWED OVERTIME WORK WITH EXTRA PAY
40
38
35 30 22
25 e g a t n e c r e P
16
20
14 15 10 10 5 0 Agree
Strongly Agree
Neutral
Disagree
Working from home
51
Strongly Disagree
TABLE- 7.17 TABLE SHOWING THE COMPANY PAY DOUBLE WAGES IF YOU WORK IN PAID HOLIDAY TECHNOLOGY SUCH AS LAPTOPS AND MOBILES
NO OF RESPONDENTS
PERCENTAGE
Agree
60
60
Strongly agree
22
22
Neutral
10
10
Disagree
8
8
Strongly disagree
-
-
Total
100
100
Interpretation:
From the above table, 22% of employees Strongly Agree and 60% of the employees Agree that the company pay double wages if you work in paid holiday. 8% of the employees Disagree that the company pay double wages if you work in paid holiday. The difference in the opinion clearly reveals that majority of the employees agree that the company pay double wages if you work in paid holiday.
52
CHART- 7.17 CHART SHOWING THE COMPANY PAY DOUBLE WAGES IF YOU WORK IN PAID HOLIDAY
70
60
60
50
e 40 g a t n e c r e 30 P
22 20 10 8
10
0
0 Agree
Strongly Agree
Neutral
Technology laptops & mobiles
53
Disagree
Strongly Disagree
TABLE- 7.18 TABLE SHOWING THE COMPANY PERMIT TO ALLOW ANY SPECIALIZED MEN IN A PARTICULAR FIELD TO WORK, IF YOU ARE NOT ABLE TO DO IT CHILDREN INTO WORK ON OCCASIONS
NO OF RESPONDENTS
PERCENTAGE
Agree
44
44
Strongly agree
19
19
Neutral
17
17
Disagree
10
10
Strongly disagree
8
8
Total
100
100
Interpretation:
From the above table, 19% of employees Strongly Agree and 44% of the employees Agree that the company permit to allow any specialized men in a particular field to work, if you are not able to do it. 8% of the employees Strongly Disagree and 10% of the employees Disagree that the company permit to allow any specialized men in a particular field to work, if you are not able to do it. The difference in the opinion clearly reveals that majority of the employees agree that the company permit to allow any specialized men in a particular field to work, if you are not able to do it.
54
CHART- 7.18 CHART SHOWING THE COMPANY PERMIT TO ALLOW ANY SPECIALIZED MEN IN A PARTICULAR FIELD TO WORK, IF YOU ARE NOT ABLE TO DO IT
45
45
40 35 30 e g a t n e c r e P
25
19
17
20 15
10
8
10 5 0 Agree
Strongly Agree
Neutral
Disagree
Able to bring children onto work occasions
55
Strongly Disagree
TABLE- 7.19 TABLE SHOWING THE COMPANY GIVES JOB ROTATION FOR YOU LONG WORKING HOURS
NO OF RESPONDENTS
PERCENTAGE
Agree
36
36
Strongly agree
8
8
Neutral
28
28
Disagree
24
24
Strongly disagree
4
4
Total
100
100
Interpretation:
From the above table, 8% of employees strongly agree and 36% of the employees agree that the company gives job rotation. 4% of the employees strongly disagree and 24% of the employees disagree that the company gives job rotation. The difference in the opinion clearly reveals that majority of the employees disagree that the company gives job rotation.
56
CHART- 7.19 CHART SHOWING THE COMPANY GIVES JOB ROTATION FOR YOU
40
36
35 28 30 24 e g a t n e c r e P
25 20 15 8 10 4
5 0 Agree
Strongly Agree
Neutral
Disagree
Long working hours
57
Strongly Disagree
TABLE- 7.20 TABLE SHOWING COMPULSORY OVER TIME COMPULSORY OVER TIME
NO OF RESPONDENTS
PERCENTAGE
Agree
30
30
Strongly agree
4
4
Neutral
12
12
Disagree
46
46
Strongly disagree
8
8
Total
100
100
Interpretation:
From the above table, 4% of employees Strongly Agree and 30% of the employees Agree towards compulsory over time. 8% of the employees Strongly Disagree and 46% of the employees Disagree towards compulsory over time. The difference in the opinion clearly reveals that majority of the employees disagree towards compulsory over time.
58
CHART- 7.20 CHART SHOWING COMPULSORY OVER TIME
46
50 45 40 35 e g a t n e c r e P
30
30 25 20
12
15 8
10
4
5 0 Agree
Strongly Agre e
Neutral
Disagree
Compulsory over time
59
Strongly Disagree
TABLE- 7.21 TABLE SHOWING WEEKEND WORK WEEKEND WORK
NO OF RESPONDENTS
PERCENTAGE
Agree
20
20
Strongly agree
14
14
Neutral
19
19
Disagree
41
41
Strongly disagree
6
6
Total
100
100
Interpretation:
From the above table, 14% of employees Strongly Agree and 20% of the employees Agree towards weekend work. 6% of the employees Strongly Disagree and 41% of the employees Disagree towards weekend work. The difference in the opinion clearly reveals that majority of the employees disagree towards weekend work.
60
CHART- 7.21 CHART SHOWING WEEKEND WORK
45
41
40 35 30 e g a t n e c r e P
25
19
20 20
14
15 10
6
5 0 Agree
Strongly Agree
Neutral Weekend work
61
Disagree
Strongly Disagree
TABLE- 7.22 TABLE SHOWING TIMING OF WORK TIMING OF WORK
NO OF RESPONDENTS
PERCENTAGE
Agree
52
52
Strongly agree
16
16
Neutral
22
22
Disagree
8
8
Strongly disagree
2
2
Total
100
100
Interpretation:
From the above table, 16% of employees Strongly Agree and 52% of the employees Agree timings of work. 2% of the employees Strongly Disagree and 8% of the employees Disagree towards timings of work. The difference in the opinion clearly reveals that majority of the employees agree towards timings of work.
62
CHART- 7.22 CHART SHOWING TIMING OF WORK
60 52 50
40 e g a t n e c r e P
30
22 16
20 8 10 2 0 Agree
Strongly Agree
Neutral Timing of work
63
Disagree
Strongly Disagree
TABLE- 7.23 TABLE SHOWING EMPLOYEES ARE ABLE TO BALANCE THEIR WORK AND FAMILY LIFE ABLE TO WORK AND BALANCE FAMILY LIFE
NO OF RESPONDENTS
PERCENTAGE
Agree
60
60
Strongly agree
16
16
Neutral
13
13
Disagree
8
8
Strongly disagree
3
3
Total
100
100
Interpretation:
From the above table, 16% of employees Strongly Agree and 60% of the employees Agree that they can able to manage their work and family life. 3% of the employees Strongly Disagree and 8% of the employees Disagree towards it. The difference in the opinion clearly reveals that majority of the employees agree that they can manage their work and family life.
64
CHART- 7.23 CHART SHOWING RESPONDENTS ARE ABLE TO BALANCE THEIR WORK AND FAMILY LIFE
60 60
50
40 e g a t n e c r e P
30 16
20
13 8
10
3 0 Agree
Strongly Agree
Ne utral
Disagree
Balance their work & family life
65
Strongly Disagree
CHAPTER-VIII FINDINGS AND SUGGESTIONS
FINDINGS
Majority (56%) of the respondents are female.
Majority (72%) of the respondents are married.
Majority (64%) of the respondents have children.
Majority (40%) of the respondents agree that they have flexible starting time.
Majority (40%) of the respondents agree that they have flexible finishing time.
Majority (42%) of the respondents agree that they flexible working hours.
Majority (56%) of the respondents strongly agree that they have for family emergencies.
Majority (44%) of the respondents agree that they have reduced working hours.
Majority (53%) of the respondents agree that they have a time off in holidays.
Majority (46%) of the respondents agree that they have compressed working hours.
Majority (43%) of the respondents agree that they have support form managers.
Majority (43%) of the respondents agree that they have support from colleagues.
Majority (37%) of the respondents agree that they have support from team members.
66
Majority
(44%)
of
the
respondents
agree
that
they
have
encouragement to use paid leave.
Majority (44%) of the respondents agree that they are satisfied with seeking other men at work.
Majority (38%) of the respondents agree that they satisfy working from home.
Majority (60%) of the respondents agrees that technology such as laptops and mobiles are useful for their work.
Majority (45%) of the respondents agree that they are able to bring their children into work on occasions.
Majority (46%) of the respondents agree that they have long working hours.
Majority (46%) of the respondents disagree that they don’t have compulsory over time.
Majority (41%) of the respondents disagree that they don’t have weekend work.
Majority (52%) of the respondents agree that they have timing of work.
Majority (60%) of the respondents agree that they can balance their work and family life.
67
SUGGESTIONS
The management can give some recreation facilities to the employees.
The management can give stable working hours for the employees.
68
CHAPTER – IX CONCLUSION
BURN STANDARD CO, LTD. provides its employees with a good organizational culture and working conditions. This has leaded the employees to feel that they are a part of the family and they look upon the company as their own.
The employees have high working arrangements, flexible working hours; they also have a good support from their managers and their team members. The involvement and commitment of the employees to the company is very high.
The key word is balance. You need to find the right balance that works for you. Celebrate your successes and don’t dwell on your failures.
69
CHAPTER – X BIBLIOGRAPHY
1. Kothari.C.R., [2001] “Research Methodology Methods & Techniques”,
2nd Edition, Vishwa Prakasham.
2. Ashwathapa.K., “Human Resource Management” [Third Edition], Tata
Mc Graww Hill Publication Company ltd.,
3. Prasa. L.M., [2001] “Human Resource Management”, Sultan Chand &
Sons, Reprint 1998.
4. Tripathy.P.C., [2001] “Human Resource Development” Sultan Chand & Sons, New Delhi.
5. Web Source : a. www.scribd.com b. www.citehr.com website : http://burnstandard.com/company.html
70
A STUDY ON WORK LIFE BALANCE OF EMPLOYEES IN BURN STANDARD CO., LTD (UNDERTAKEN BY CENTRAL GOVERNMENT) AT SALEM
QUESTIONNAIRE
I am conducting this study as a part of my curriculum. I kindly request you to fill in the questionnaire completely. I assure you that all information collected will be kept confidential. 1. Gender a) Male
b) Female
2. Age
3. Marital status a) Married
b) Unmarried
4. Have children a) Yes
b) No
c) Not applicable
Working Hours Q. No
Question
5.
Flexible starting time
6.
Flexible Finish time
Agree
Strongly Neutral Disagree Agree
Strongly Disagree
Q. No
Question
7.
Flexible working hours generally
8.
Time off for family emergencies
9.
Reduced work hours
10.
Time off in holidays
11.
Compressed working hours
Agree
Strongly Agree
Neutral
Disagree
Strongly Disagree
Support from others Q. No
Question
12 . 13 . 14 .
Support from managers/supervisors Support from colleagues Support from team members
Q. NO
Question
Encouragement to use paid leave Seeking other men use 16. work/family policy Working Arrangement 15.
Agree
Agree
Strongly Neutral Agree
Strongly Neutral agree
Disagre e
Disagre e
Strongly Disagree
Strong disagree
