Work Life Balance Report

Public sector: Prior to Independence, there were few ‘Public Sector’ Enterprises in the country. These included the Railways, the Posts and Telegraphs, the Port Trusts, the Ordinance Factories, All India Radio, few enterprises like the Government Salt Factories, Quinine Factories, etc. which were departmentally managed. The The publ public ic sect sector or is that that porti portion on of soci societ ety y cont contro rolllled ed by nati nation onal al,, stat state e or provi provinc ncia ial, l, and loca locall gover governm nment ents. s. In the the Unit United ed Stat States es,, the the publ public ic secto sector r encompa encompasses sses univers universal, al, critica criticall service services s such such as nationa nationall defense defense,, homela homeland nd security, security, police protection, protection, fire fighting, urban planning, planning, corrections, corrections, taxation, and various social programs. The public sector overlaps with the private sector in producing or providing certain goods and services. The extent of this overlap varies from country to country, state to state, province to province, and city to city. This overlap is most often seen in waste waste manage managemen ment, t, water water manage management ment,, health health care, care, securit security y service services, s, and shelters for homeless and abused people. Sometimes, service providers move from the public sector to the private. This is known as privatization, privatization, and has been taking place in recent years on a large scale throughout the world. In other instances, a service may shift from the private sector to the public. This is less common, but health care is one area where some governments are providing or experimenting with services previously furnished by private providers. Governments Governments routinely hire private corporations corporations to provide goods and services services for the the publ public ic secto sector, r, a prac practi tice ce know known n as outsou outsourc rcin ing. g. Exam Exampl ples es incl includ ude e the the manufacture, construction, or maintenance of aircraft, military hardware, electronic and communicati communications ons equipment, equipment, computers, roads, freeways, freeways, bridges, parks, and recreation areas.

Private Sector:The phenomenal growth of private sector of India can be attributed to political will, financial reforms, usage of more advanced technology, young and large English speaking working class. The 7-8 % of annual GDP growth rate India is the one of the highest growth rate in the world. The last 15 years witnessed a phenomenal rise of the growth of private sector in India. The opening up of Indian economy has led to free inflow of foreign direct investment (FDI) along with modern cutting edge technology, which propelled India's economic growth.

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Previously, the Indian market were ruled by the government enterprises but the scene in Indian market changed as soon as the markets were opened for investments. This saw the rise of the Indian private companies which prioritized customer's need and speedy service. This further fuel fueled ed compe competi titi tion on amon amongst gst same same indu indust stry ry playe players rs and and even even in gover governm nment ent organ organiz izat atio ions ns.. Furt Furthe her, r, the the govern governme ment nt of Indi India a also also dives diveste ted d some some of its its enterprises to ensure smooth operation of these companies which was otherwise were loss making. It also went further and forged joint venture private Indian companies, especially in sectors like, telecommunication, petroleum, housing and infr infrast astruc ructu ture re.. This This incu inculc lcat ated ed heal health thy y comp compet etit itio ion n and and benef benefit ited ed the the end end consumers, since the cost of service or products come down substantially.

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Public sector

Life Insurance Corporation Limited:Insurance

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oneself,

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to

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IRDA

Bill

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Decem December ber 1999 1999 the the secto sectorr has has been been open opened ed up to privat private e playe players. rs.Th This is will will provided improve

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intermediaries as envisaged by the Insurance Regulatory Authority. •

Present Status of LIC of India Existing as a towering insurance company

for for over over 50 year years, s, LIC LIC has has acqu acquir ired ed almo almost st mono monopo poly ly powe powerr in the the solicitation and sale of life insurance policies in India. In addition to the summary regarding the present stature provided at the beginning, LIC has extended its activities in 12 countries other than India with the objective of catering catering to the insurance needs of Non Resident Indians. Indians. The enforcement enforcement of New coupled led with with the the form format atio ion n of New Econ Econom omic ic Refo Reform rms s in 1991 1991 coup Insurance Regulatory and Development Authority Act (IRDA) of 2000

(which started issuing licenses to private life insurers ) has diluted the

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monopol monopolist istic ic attitu attitude de comman commanded ded by LIC. LIC. The only only insuran insurance ce compan company y belon belongi ging ng to the the publ public ic sect sector or now now has has to comp compet ete e with with sever several al other other corporate entities of its kind which often are heavyweight Indian as well as Multinational Life Insurance Brands in themselves.

Bharat Sanchar Nigam Limited:Bhara Bharatt Sanc Sanchar har Niga Nigam m Ltd. Ltd. form formed ed in Octo October ber,, 2000, 2000, is Worl World' d's s 7th 7th large largest st Telec Telecom ommu muni nica cati tions ons Comp Compan any y prov provid idin ing g comp compre rehe hensi nsive ve range range of telec telecom om service services s in India: India: Wireli Wireline, ne, CDMA CDMA mobile mobile,, GSM Mobile Mobile,, Interne Internet, t, Broadban Broadband, d, Carrier service, MPLS-VPN, VSAT, VoIP services, IN Services etc. Presently it is one of the largest & leading public sector unit in India.

State Bank of India:The State Bank of India, popularly known as SBI, is one of the leading banks in India. The bank traces its origin to the first decade of the 19th century. Later on, it was merged with the Imperial Bank. In the year 1955, the Government of India nationalized the Imperial Bank along with the Reserve Bank of India. Ever since that

time,

the

bank

acquired

its

present

name

that

is

SBI.

The State Bank of India is India's India's largest commercial bank. The bank has been been strivi striving ng sincer sincerely ely to adhere adhere to the efforts efforts of providi providing ng utmost utmost customer satisfaction to the best possible extent. •

Personal Loan

•

For Pensioners

•

Against Mortgage of Property

•

Against Shares & Debentures

•

Plus Scheme

•

Medi-Plus Scheme

•

Rates of Interest SBI created a unique method of serving its customers even on a

holiday. One can find a floating SBI ATM on a boat in the backwaters of Kerala.

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This caters to the needs of the customers by providing service round the clock. Besi Besides des,, the the cust custom omer ers s can can also also avai availl the the faci facililiti ties es of onli online ne banki banking ng and and transaction.

Private sector

ICICI:ICICI Bank is India's second-largest bank with total assets of Rs. 3,634.00 billion (US$ 81 billion) at March 31, 2010 and profit after tax Rs. 40.25 billion (US$ 896 million) for the year ended March 31, 2010. The Bank has a network of 2,009 branches and about 5,219 ATMs in India and presence in 18 countries. ICICI Bank offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and through its specialised subsidiaries in the areas of investment banking, life and non-life insurance, venture capital capital and asset management. The Bank currently currently has subsidiaries subsidiaries in the United United Kingdom, Russia and Canada, branches in United States, Singapore, Bahrain, Hong Hong Kong Kong,, Sri Lanka Lanka,, Qata Qatarr and and Dubai Dubai Inte Intern rnat atio iona nall Fina Financ nce e Cent Centre re and and representative offices in United Arab Emirates, China, South Africa, Bangladesh, Thailand, Malaysia and Indonesia. Our UK subsidiary has established branches in Belgium and Germany.

HDFC:HDFC Bank was amongst amongst the the first to receive receive an 'in-principl 'in-principle' e' approval approval from from the Reserve Bank of India (RBI) to set up a bank in the private sector from Housing Development Finance Corporation Limited (HDFC), in 1994 during the period of liberalization of the banking sector in India. HDFC India was incorporated in August 1994 in the name of 'HDFC Bank Limited'. HDFC India commenced operations as a Scheduled Commercial Bank in January 1955. HDFC India deals in varieties of products like home loan, standard life insurance, mutual fund, securities, credit cards, etc. HDFC has branch offices in all majo majorr citi cities es in Indi India a like like Calc Calcut utta ta,, Chenn Chennai ai,, Delh Delhi, i, Bangal Bangalor ore, e, Hyder Hyderab abad, ad, Ahmedabad apart from HDFC Mumbai.

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

Personal Banking Services : Savings Accounts, Salary Accounts, Current

Accounts, Fixed Deposits, Demat Account, Safe Deposit Lockers, Loans, Credit Cards, Debit Cards, Prepaid Cards, Investments Investments & Insurance, Insurance, Forex Service Services, s, Paymen Paymentt Services Services,, Net Bankin Banking, g, Insta Insta Alerts Alerts ,Mobil ,Mobile-B e-Banki anking ng ,InstaQuery ,ATM , Phone Banking.

Airtel:Established in 1995 by Sunil Mittal as a Public Limited Company, Airtel is the larg larges estt tele teleco com m serv servic ice e prov provid ider er in Indi Indian an tele teleco com m sect sector or.. With With mark market et capitalization of over Rs. 1,360 billion, Airtel has 31% of total market share of GSM service providers. Providing GSM services in all the 23 circles, Airtel was the first private player in telecom sector to connect all states of India. Also, Airtel is the first mobile service provider to introduce the lifetime prepaid services and electronic recharge systems. After establishing itself in the domestic market, Airtel is now spreading its wings in US by providing its mobile service under the name 'CALLHOME' to the NRIs. Airtel is listed on The Stock Exchange, Mumbai (BSE) and The National Stock Exchange of India Limited (NSE).

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Defining work-life balance We all play play many many roles: roles: employe employee, e, boss, boss, subordi subordinat nate, e, spouse, spouse, parent parent,, child, child, sibling, friend and community member. Each of these roles imposes demands on us that require time, energy and commitment to fulfill. Work-family or work-life conflict occurs when the cumulative demands of these many work and non-work life roles are incompatible in some respect so that participation in one role is made more difficult by participation in the other role. 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. Alth Al thou ough gh def defin init itio ions ns an and d ex expl plan anat atio ions ns var vary, y, wo work/ rk/lilife fe ba bala lanc nce e is ge gener nerall ally y associated with equilibrium, or maintaining an overall sense of harmony in life. The study of work/life balance involves the examination of people’s ability to manage simultaneously the multi-faceted demands of life. 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. There exists three basic 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.



Satisfaction balance, or the level of satisfaction with work and nonwork 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 we ek wi with th hi his s or he herr fa fami mily ly ma may y be un unba bala lanc nced ed in te term rms s of ti time me (i (i.e .e.. eq equal ual measures of work and life), but may be equally committed to the work and nonwork roles (balanced involvement) and may also be highly satisfied with the level of involvement in both work and family (balanced satisfaction). Someone who 7

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 th is gre great ater er in invo volv lvem emen entt in pa paid id wo work rk (b (bal alanc anced ed sat satis isfa fact ctio ion). n). Al Alte tern rnat ativ ivel ely, y, 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. 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 inte interd rdepe epend ndent ent.. Spen Spendi ding ng more more time time in offi office ce,, deal dealin ing g with with clie client nts s and and the 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 to absenteeism from work, creating

stress

and

lack

of

concentration

at

work.

Work-personal life conflict occurs when the burden, obligations and responsibilities of work and family roles become incompatible. Obligation of one can force an individual to neglect the other.

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Changing & increasing work pressures A decade back, employees used to have fixed working hours or rather a 9 to 5 job from from Mond Monday ay to Frid Friday ay.. The The boun bounda dary ry betw betwee een n the the work work and and hom home has has disappeared with time. But with globalization and people working across countries, the concept of fixed working hours is fading away. Instead of just 7 or 8 a day, people are spending as much as 12-16 hours every day in office. The technological blessings like e-mail, text messaging and cell phones which were thought of as tools to connect them to their work being away from their workplace, have actually integrated their personal and professional live lives. s. Now Now prof profes essi sion onal als s find find them themse selv lves es work workin ing g even even when when they they are are on vacations. The ever-increasing working hours leave the individuals with less time for themselves and to pursue his hobbies or leisure activities. This hinders the growth of the person as an individual in terms of his personal and spiritual growth. Professionals working in the BPO industry, doctors and nurses and especially IT professionals are the few examples who are facing the brunt of the hazard constantly.

Reasons of imbalance: There There are vario various us reaso reasons ns for for this this imba imbala lance nce and and conf conflilict cts s in the the life life of an employee. From individual career ambitions to pressure to cope up with family or work work,, the the reas reason ons s can can be situ situat atio ion n and and indi indivi vidu dual al spec specif ific ic.. The The spee speed d of advancement of information technology, the increasing competition in the talent supply market has led to a "performance-driven" culture creating pressures and expectations to performance more and better every time. Also, many a times, many people find it difficult to say "NO" to others especially their superiors. They usua usuall lly y end end

up over ver burd burden eniing thems hemsel elve ves s wit with

work work.. The The incre ncreas asiing

responsibilities on the personal front with age can also create stress on personal and professional fronts.

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Effects Constant struggle and effort to maintain a balance between the work and personal life can have serious implications on the life of an individual. According to a survey, 81 per cent of the respondents have admitted that their jobs are affecting and creating stress in their personal lives. The pressures of the work or personal life can lead to stress. According to studies, it has been found to that such situation can take a toll on the person's health both physiologically and psychologically. Heart ailments, cardiovascular problems, sleep disorders, depression, irritability, jumpi jumpines ness, s, insecur insecurity ity,, poor poor concent concentrat ration ion and even even nervous nervous breakdo breakdowns wns are becoming common among the victims of such imbalance. Pressure, stress or tension in work life can lead to bad social life and vice versa.

Why Should Employers Care about Employees’ WorkLife Balance? Many organizations feel that helping employees balance competing work and nonwork demands is not their responsibility. Rather, they subscribe to a somewhat outdated view called the “myth of separate worlds” that is based on the premise that work is work and life is life and that the domains do not overlap. Such organ organiz izat atio ions ns argu argue e that that “it was was the the empl employ oyee’ ee’s s choi choice ce to have have a fami family ly so balancing competing demands is their problem not ours.” Such organizations also note that they are “in the business” of increasing shareholder value and serving customers and not helping employees cope with stress. In other organizations, employees without dependent care responsibilities interpret “fam “familily y frie friend ndly ly”” as favo favorit ritis ism m and and comp compla lain in that that they they are are bein being g “unf “unfai airly rly”” or inequitably treated. Such employees feel that their colleagues with childcare or eldercare responsibilities are “getting away with less work” and that the needs of childless employees are being ignored. This backlash against “family friendly” makes it harder for organizations who wish to address the issue. Our research debunks the above preconceptions preconceptions and supports supports that the inability to balance work and family is “everyone’s problem.” High work-life conflict negatively

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impacts the employer, the employees’ colleagues, the employee, the employees’ family, and society as a whole. From the employer’s perspective, the inability to balance work and family family demands demands has been linked to reduced work performance, performance, increased absenteeism, higher turnover, lower commitment and poorer morale. Work-life conflict has also been linked to productivity decreases associated with late latene ness ss,, unsch unsched edul uled ed days days off, off, emerg emergen ency cy time time off, off, exces excessi sive ve use of the the teleph telephone, one, missed missed meetin meetings, gs, and diffic difficult ulty y concent concentrat rating ing on the job. job. Confli Conflict ct between work and family demands is also a problem for employees and their families.

Benefits of Work Life Balance Initiatives Work Life Balance initiatives have been an integral part of the HR policies for a long time. There are certainly obvious benefits to the employer as well as the employee. Benefits for employers include:

Lower  Lower 

staff turnover and increased return on training

Reduced absenteeism and lateness

Improved  Improved

employee morale and commitment

Reduced  Reduced

stress and improved productivity

 A

more flexible workforce

Increased  Increased Potential  Potential

ability to attract and recruit staff

for improved occupational health and safety

Fulfillment  Fulfillment Good  Good

of equal opportunity objectives

corporate citizenship and an enhanced corporate image.

Benefits for employees include:

Ability  Ability

to manage work and individual commitments


personal and family relationships

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Flexible le  Flexib

working working arrangem arrangement ents s resulti resulting ng in reduced reduced work work overlo overload ad and

stress Increased  Increased

focus, motivation and job satisfaction knowing that family and

work commitments are being met Increased  Increased

job security from the knowledge that an organisation understands

and supports workers with family responsibilities 

Increased ability to remain employed.

Increased  Increased

ability to remain competitive in career advancement


health and wellbeing of staff

Critical Success Factors To achieve the benefits of introducing work life balance initiatives, the critical success factors are: Choose  Choose

work life balance practices that are suitable to the workplace and

the employees’ jobs, and ones that will meet the needs of the employees. Ensure  Ensure

there is good communication with employees, and they are well

informed of the options available to them. 

Provide clear guidelines to all employees on how the work life balance practices are to work.

Ensure  Ensure

that supervisors do not inhibit employees from accessing the work

life balance practices that are available to them. Treat  Treat

all employees employees fairly and equitably, regardless of their family/personal family/personal

responsibilities. Be  Be

flexible with the changing needs of employees.

Ensure  Ensure

that any changes in work practices are consistent with award or

agreement requirements. 

Check whether the new work practices are actually assisting employees to better balance

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BALANCING THE WORK AND LIFE OF YOUR EMPLOYEES

Res Resea earc rche hess indi indica cate te that that bala balanc nced ed work work-li -life fe can can lead lead to grea greate ter r employee productivity. With the progressive shift of the economy towards a knowledge economy, the meaning and Importance of tile quality of work life is also assuming a new significance. The article details the factor$ that should be tuned to attain balance between work and life of an employee.

You must have both love and work in your life to make you healthy. Don't you agree? Well, this is what Sigmund Freud had said decades ago for healthy workers. Family is an essential ingredient for the love that exists in the life of the employees. But are the corporate structuring the work patterns so as to ensure the necessary balances? Are the corporate providing opportunities to their employees to spend spend qualit quality y time time in their their persona personall lives? lives? Many Many research researchers ers indica indicate te that that maintaining a good balance in work and life has become a priority for the corporate in the developed nations. At the dawn of industrialisation, the needs and priorities of employees were at the lower end of Maslow’s need hierarchy pyramid. The priority was given more to to physical and material security. However, with rapid cultural and econo economi mic c deve develop lopme ment nts, s, the the prior priorit itie ies s outsid outside e job job becam became e very very diff differ erent ent.. Employees started looking for higher and meaningful quality of life as a result of the outcomes outcomes of their work. work. After After all, what what are they they working working for? for? A good happy happy and a decent life.

With the increasing shift of the economy towards knowledge economy, the mean meanin ing g and and impor importa tanc nce e of the the quali quality ty of work work life life is also also assu assumi ming ng a new new significance. Today, the connotation of the term 'work' has also become different. It

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has more to do with the intellectua intellectuall exercise than physical labour. As a result, result, the corporates need to streamline and restructure their work schedules in order to bring bring about about a bala balance nce in work work life life of thei theirr empl employe oyees. es. Unde Underst rstan andin ding g and and managing the levels and complexities of diverse motivational needs is another area, which requires careful attention from the corporates to bring about work-life balance. Various researchers have pointed out the following.

Shifts in Societal Patterns Gone are the days of joint families where you had to care for elders and they, in turn, had to nurture your emotions. Today's nuclear families with both the partn partners ers worki working ng,, have have creat created ed new dynam dynamic ics s that that has has beco become me emot emotio iona nalllly y demanding to the employees. Financial and social obligations have assumed a different level of significance today. Not only this, the needs of organisations today have also changed. changed. Money is getting getting accumulated accumulated in tiny pockets, pockets, among those sections sections of people people who possess possess the ‘most ‘most wanted’ wanted’ knowledg knowledge. e. And these these socalled ‘knowledge workers’ are the ones who are in acute need to balancing their work and life.

Technological Breakthroughs Breakthroughs Trem Tremen endo dous us prog progre ress ss in the the fiel fields ds of info inform rmat atio ion n tech techno nolo logy gy and and communication system has changed our worldview. At the same time, it demands more from today’s today’s employe employees. es.

Strict Strict deadlin deadlines, es, tighter tighter schedule schedules s and ever-

escalating corporate targets are the natural outcome of it.

New Horizon of Expectations Due to the above reasons there has been a total shift in the level of expecta expectatio tions ns for today’ today’s s employ employees ees and how attitu attitudes des towards towards work work and life life balance varies from generation to generation. Researchers have pointed out that a balance between work and life is maintained maintained when there is no conflict conflict between work and family demands. demands. Though

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this seems to be idealistic situation, what the corporates need to remember is that the conflicts should not reach unacceptable levels where it would tend to affect the productivity of the employee and the management recognises the importance of their personal and family life. Striking a balance between work and life is as difficult for the corporates as it is for the employees. employees. The HR managers, managers, along with with the functional functional heads and line mangers, should try to bring in flexibility to the working patterns within the organisations organisations.. A trade off between between organisation organisational al needs and personal personal needs of the employees employees has to be worked worked out. Following Following are some of the the ways in which which it cane be done. Though this this is in no way an exhaustive exhaustive list, list, yet it does provide provide a starting point for corporates to develop flexible work schedules that can balance work and life.

Creating Institutional Support Mechanisms The first first and the foremost foremost require requiremen mentt is to create create condit condition ions s that that will will provide organisational support towards maintaining the flexibility of work and life of the employees. employees. These entail the propagation propagation of the culture of work flexibilit flexibility, y, HR policies and other organisational regulations that allow the employees to maintain a good mix of personal lives with their career. c areer. There is a need to clearly chalk out the connection between maintaining this flexibilit flexibility y and the corporate corporate objectives. objectives. For instance, instance, managers at Eli Lilly begin their job in the company with a clear understanding of what the company expects. They undergo a weeklong program, called Supervisor School that blends the business business case for work life initiati initiatives. ves. Thus, the management management ensures ensures that the flexibility in work is linked with the objectives of the organisation. But this is not enough. What is needed needed is to ensure and communicate communicate the support support of the senior management. The top management of the company must clearly clearly communicate its eagerness and willingness to restructure the work schedules in such a manner that it can balance balance the work work and and life life of the the empl employ oyee ees. s.

This This will will requ requir ire e clea clear r

articulation from the company that it values the personal lives of its employees.

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The employees must understand that their organisation also keeps in mind the value of their life and personal relationship. Such articulation can be done through the company’s vision and mission statements.

Providing Managerial Support Only lip service service towards work life life balance will not suffice. suffice. Organisation Organisations s must make sure that there are proper organisational systems of work design that allows employees to have flexible flexible time. This may even require a new look towards HR manual, which the organisation may have. It is also necessary to evaluate such systems of flexibility from time to time. Otherwise, stagnancy will creep into the work schedules, which might create new dime dimens nsio ions ns of the the probl problem em in the the work work life patte patterns rns..

To keep pace with with the the

changing patterns of work and life of employees, the organisations can arrange special training programs that will inform the employees about the new working trends. This can be done through through sharing successful successful models models of work schedules schedules and real life case studies.

Practising What You Preach Above all, the organisations need to execute their flexible work schedules. Flexible Flexible work patterns must become become a part of organisation organisational al initiatives. initiatives. This will require the creation of a networked environment that can provide a ‘back up’ system to support support work relationshi relationship. p. Essentially Essentially this this will require require employees employees to become cross functional, so that a temporary emergency or a shortfall in one department department can be met by other department departments. s. Thus, the role role of HR department department need needs s to be revi revisi site ted d and and made made more more expa expans nsiv ive e and and supp suppor orti tive ve towa toward rds s organisational and individual needs.

Sustain It Once the organisation follows and internalises the practice of flexible work schedules for its employees, it is very necessary that it sustains it over a long 16

period of time. time. Such sustainabil sustainability ity can e brought about by clear clear demarcations demarcations of accountability and means to measure it. In other words, the focus and purpose of creating balanced work life should be maintained at any cost. This will also call for for review and evaluation evaluation of the current work environment environment and make modifications modifications in the schedules accordingly. Several researchers have shown that a balanced work-life creates greater employee employee productivity. productivity. What important important is the long-term long-term and not the short-term short-term,, which which seems to become become the focus focus of many many organi organisat sation ions. s. So, though though it may apparently apparently seem that employees employees are having more leisure, the effect of a balanced work-life will show up positively in the bottom line of the company.

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Objective of the study:Major: The major objective of the study is to find out the ways so that the employees are able to balance their personal and work life.

Minor: 

To find out reasons for quality of work life in public and private sector



To find out effects of quality of work life in both the sectors



To find out way to improve quality of work life in both the sector

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RESEARCH RESEARCH DESIGN: DESIGN: The explorato exploratory ry research research design design is adopted for this project.



RESEARCH RESEARCH APPROACH APPROACH: Rese Resear arch ch work worker er cont contac acte ted d the the respondents personally with well-prepared sequentially arranged questions. The questionnaire is prepared on the basis of objectives of the study. Direct contact is used for survey, i.e., contacting employees directly in order to collect data.



SAMPLE SIZE: The study sample constitutes 50 respondents constituting in the research area.

25-Public sector 25-Private sector



SAMPLING AREA: AJMER.

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

SAMPLING DESIGN: Stratified Stratified convenience sampling is used.



COLL COLLEC ECTI TION ON OF DATA DATA:: Most Most of the dat data colle ollect cte ed is primary data thro throug ugh h

pers person onal al

inte interv rvie iew, w,

respondent



wher where e

the the

rese resear arch cher er

and and

the the

operate face – to – face.

RESEARCH RESEARCH INSTRUME INSTRUMENT: NT: The The rese resear arch cher er has has us used ed a structured

questionnaire as a research instrument tool which consists of open ended questions, multiple choice and dichotomous questions in order to get data. All the questions in the questionnaire are organized in such a way that elicits all the relevant information that is needed for the study.



STATIS STATISTIC TICAL AL

TOOLS: TOO LS:

The

stati atistical

tools

used

for

percentag tage e metho method d and anal analyz yzin ing g the the data data coll collec ecte ted d are are percen charts.

Limitation of the study:1. The information provided by the workers is not definitely definitely true. 2

The samples samples of workers are not representative of the total workforce.

3. The workers hesitate disclosing the true true facts in order to secure secure their job. 4. There is no measure to check out whether the information provided by the Workers are correct or not.

19

1. What is your age? a) Below 30

b) Between 30-40

c) Above 40

Public sector Particula rs Below 30 Between 30-40 Above 40

Total

No of Respons es 5 15

% of responde nt 20% 60%

5

20%

25

100 Public Sector

20%

20% Below30 Between 30-40 Above40 60%

FACTS AND FINDINGS ANALYSIS AND INTERPRETATION:-

20

The above graph shows that 60% employees are between 30-40 age, 20% are of above 40 & remaining are of below 30. It means that employees in public sector are more aged so they can easily balance their personal and work life.

Private sector Particula rs

Below 30 Between 30-40 Above 40

No of Percentage Responde of nt Respondent( %) 20 80 3 12 2 25

Total

8

100

Private te Sector

8% 12% Below30 low30 Between30-40 Above40 80%


21

The above private sector graph shows that 80% of employees are of below 30 age,12% are of 30-40 & remaining are of above 40.

The employees in private sector are young so they can do more work so the work load is more on them. COMPARISION:-

The overall response shows that in public sector employees are of between 3040 age but in private sector below 30 age employees are worked because in public sector employees are more aged but in private sector employees are

young and they do lots of work. 2 Genders

a) Male

b) Female

Particulars

Public sector No of Respondent

Male

20

80

Female

5

20

Total

25

100

Percentage of Respondent(%)

Public sector

20%

ma fe

80%

FACTS AND FINDINGS

22

ANALYSIS AND INTERPRETATION: The above graph shows that 80% employees are male and remaining are female. Most of the employees in public sector are male because in public sector aged person are worked more so percentage of female employees are so low.

Private sector

Particula rs

Male

No of Percentage Responde of nt Respondent( %) 15 60

Female

10

40

Total

25

100 private sector

40% mal fem 60%


23

The above graph shows that 60% are male and remaining are female employees. The percentage shows that male and female employees are equal in the organisation because they are young and they work with full of dedication because in private sector work load is more so company required young and energetic employees.

COMPARISION:-

The response shows that in private sector 40% female but in public

sector only 20% females are working and 60% male and 80% male are working in private and public sector respectively.

3. Do you spend more hours than you would like at work? a) Yes b) No

Public sector No of Responde nt

Percentage of Respondent( %)

10 15

40 60

Particulars Yes No Total

25

100

24

public sector

40%

60%


The above graph shows that 60% employees don’t spend more hour than they would like at work & 40% employees says yes. The employees in public sector spend limited hours because 6-8 hours are fixing for them and they have to work within fix hours .

Private sector

Particulars Yes No Total

No of Percentage Responden of t Respondent( %) 18 7 25

72 28

100

25

private sector

28%

72%


The above graph shows that 72% employees says yes that they spend more hours than they would like at work & 28% employees says no. The employees in private sector spend more time at work because they have lots of work pressure. COMPARISION:-

The above both the graph shows sh ows that in private sector employees spend more time at work because there is lots of work load but in public sector employees spend only limited hours because there is no so much work load on the employees.

4. How many many hours do you work at home in an average week? a) 1-4 hours b) 5-9 hours c) More than 10 hours

Public sector

26

No of Responde nt Particulars 1-4 hours

13

5-9 hours

8

more than 10 hours

4

Total

25

Percentage of Respondent( %) 52 32 16

100

public sector

16%

1-4 hours 52%

5-9 hours more than 10 ho

32% 32%


The above graph shows that 52% employees spend 1-4 hours for their work in home,32% employees spend 5-9 hours & remaining spend more than 10 hours. The employees in public sector spend limited time at home for work because they have not so much work load so they rarely work at home.

Private sector No of Responde nt Particulars

Percentage of Respondent( %)

27

1-4 hours 5-9 hours more than 10 hours

12

Total

25

12 40 48

3 10

100

private sector

12%

1-4 hours 48%

5-9 hours more than 10 hour 40%


The above graph shows that 48% employees spend more than 10 hours for work at home, 40% employees spend 5-9 hours & remaining spend 1-4 hours. The employees in private sector spend more time at home for work because they have lost of work so they are not able to do all the work in the limited time period COMPARISION:The above response shows that on public sector employees do their work in office office because there is a limited time as well as limited limited work but in private sector employees do their work in home also because they are not able to do all the work in office so they do their work also at home so that in private sector employees are not able to balance their personal and work life.

5 How many hours a day do you spend traveling to work? a) Less than half an hour b) Nearly one hour c) Nearly two hours

Public sector 28

Less than half an hour

Particulars No of Respondent Percentage of Respondent( %)

Nearly one hour

Nearly two hours

Total

25

15

5

5 100

60

20

20

Public sector

20% 20%

Less than half an h Nearly one hour 20% 20%

60%

Nearly two hours


The above graph of public sector shows that 60% of employees spend less than half an hour in traveling to work & 20% employees spend nearly one hour & remaining spend 2 hours. The employees in public sector spend so less time in traveling for work because they are work only in office and they have not so much work load.

Private sector

29

Particulars No of Respondent Percentage of Respondent( %)

Less than half an hour

Nearly one hour

Nearly two hours

Total

25

5

5

15 100

20

20

60

private sector

20% Less than than half an hou Nearly one hour 60%

20%

Nearly two hours


In private sector 60% employees spend 2 hours,20% employees spend less that half an hour and remaining spend 1 hours in traveling for work. The employees in private sector spend time in traveling because the company gives them targets and they have to complete them in the fix time which is given to them so they have to travel for completion of target

COMPARISION:-

The response shows that in private sector employees travel more for their work compare to public sector because there is lots of work on the employees and they have to travel from one city to another for their work so private sector employees never be able to manage their life.

6 Do you spend time for working out? a) Yes

30

b) No

Public sector

Particulars

No of Re Resp spon onde dent nt Perc Percen enta tage ge of Respondent( %) 72

Yes No

18 7

28

Total

25

100

Public secto

28%

72%


The above graph of public sector shows that 72% employees spend time for working out & remaining says no. The employees employees in public sector sector are not spend time for working out because they work only in organisation within time period.

31

Private sector

Particulars


Yes No

20 5

20

Total

25

100

Private sector

20%

80%


In private sector 80% employees says yes that their spend time for working out & remaining says no. The employees in private sector spend time for working out because they have target so they have to go out side to complete them.

COMPARISION:-

The response shows that in public sector employees spend more time for working out compare to private sector because in private sector employees have to do their work out side the company so they have to go for working out but in public on ly. sector employees do their work in the office only.

32

7 Do you work in job shifts? a) General shift b) Night shift c) Alternative

Public sector

Particulars


General shift Night shift Alternate

18 3 5

12 20

Total

25

100

public sector

19%

General sh 12%

Night shift Alternate 69%


The above graph of public sector shows that 72% employees work in general shift,20% in alternate shift and remaining are work in night shift. Employees in organisation always work in general shift specially in public sector.

33

Private sector

Particulars


General shift Night shift Alternate

10 10 5

40 20

Total

25

100

private sector

20%

40%

General shi Night shift Alternate

40%


In private sector 40% employees work in general shift, 40% in night shift & remaining are in night shift. In private sector employees have to do work in night shift because they have lots of work pressure.

COMPARISION:-

34

The response shows that in public sector only employees work in general shift but in private sector employees work in night and general shift because there is lots of work and pressure but in public sector employees are work in general shift only because they do all the work in general shift shift so employees employees are rarely work in night shift.

8 Marital status? a) Married b) Unmarried

Public sector

Particulars


Married Unmarried

20 5

20

Total

25

100

public sector 90

80

80 70 60 50

respon

40 30

20

20 10 0 Married

Unmarried


In public sector 80% employees are married & remaining are unmarried.

35

Private sector

Particulars


7

Married Unmarried

18

72

Total

25

100

private sector 80

72

70 60 50 40 30

respon 28

20 10 0 Married

Unmarried


The above graph of private sector shows that 72% employees are unmarried and remaining are married.

COMPARISION:-

36

The response shows that in public sector most of the employees are married but in private sector most of the employees are unmarried because in public sector employees are so aged but in private sector employees are young and they have a ability to do a work effectively so the employees in the private sector are not married.

If you are married, Is your partner employed? a) Yes b) No

Public sector

Particulars


Yes No

12 13

52

Total

25

100

Public sector

52%

48%

Y N

37


The above graph of public sector shows that 52% of employee’s partner is not employed & remaining says no. The employees partner partner is not so much employed in public organisation.

Private sector

Particulars


Yes No

20 5

20

Total

25

100

Private sector

20%

Y N

80%


In private 80% emplo employe yees es says says that that their their part partner ner is empl employ oyed ed and and private sector sector 80% remaining says no.

38

In Private sector most of the employee’s partner is more educated and they are employed.

COMPARISION:-

The response says that in private sector most of the employee’s partner is employed compare in public sector because in private sector employees are young so their partner is also employed.

9 Do you have children? a) Yes b) No

Public sector

Particulars

No of Re Resp spon onde dent nt Perc Percen enta tage ge of of Respondent(%)

Yes No

18

72

7

28

Total

25

100

Public sector

28%

Y N

72%


39

The above graph of public sector shows that 72% employees have children & remaining says no.

Private sector

Particulars


Yes No

9

36

16

64

Total

25

100

Private sector

36% Y N 64%


40

In private sector 64% employees says no & remaining says yes. COMPARISION:-

The response shows that in private sector most of the employees are not married so they have no children but in public sector employees employees have children because most of the employees are married.

10 Bein Being g empl employ oyed ed man/ man/wo wome men n who who are are help helpin ing g to take take care care of your your children? a) Spouse b) In –laws c) Parents d) Servants e) Day care center

Public sector

Particulars


Spouse

1

In –laws

3

Parents

15

Servants

3

Day care centers

3

Total

25

4 12 60 12 12 100

41

Public sector

4%

12%

12% Spouse

12%

In –laws Parents Servants Day care ce centerrs s 60%


The above graph of public sector shows that 60% of employees take care their children,12% of employees says that their In -laws take care ,12% for servant & remaining are spouse. The care of child in public sector is done by their parents because they have no work load so they can easily take care of their child.

Private sector

Particulars


Spouse

1

In –laws

5

Parents

10

Servants

8

Day care centers

1

Total

25

4 20 40 32 4 100

42

Private sector

4% 4% 20% Spouse 32%

In –la laws Parents Servants Daycare centers rs 40%


The above graph of private sector shows that 40% of employees take care their children, children, 32% of employees says that their servant take care ,20% for In-laws,4% In-laws,4% for day care centers & remaining are spouse. In private sector the other sources are used for take are of their children because employees are so busy in their work life so they can not give time to their children COMPARISION:-

The response shows that in public sector most of the employees take care their children bye own and in private sector most of the employees use other sources because of work load and they are not able to manage both the personal and work life.

11 How many hours in a day do you spend with your child/children? a) Less than 2 hours b) 2-3 hours c) 3-4 hours

Public sector

Particulars


Less than 2 hours

5

20

2-3 hours

8

32

3-4 hours

12

48

Total

25

100

43

Public sector

20%

Less th than 2 hours 48%

2-3 hours 3-4 hours 32%


The above graph of public sector shows that 48% of employees spend 3-4 hours with their child,36% says 2-3 hours & remaining spend less than 2 hours. The employees in public sector can give more time to their children because they are easily managing their personal and work life.

Private sector

Particulars


Less than 2 hours

6

24

2-3 hours

9

36

3-4 hours

10

40

Total

25

100

44

Private sector

24% 40%

Less than t han 2 hours 2-3 hours 3-4 hours

36%


The above graph of private sector shows that 40% spend 3-4 hours,36% spend 2-3 hours & remaining says that they spend less than 2 hours. The employees in private sector are not giving so much time to their child. COMPARISION:-

The response shows that in private sector employees are not able to spend more hours with their child because of work but in public sector employees spend more time with their child because in public sector employees are work in 6-8 hours so they can spend more time with their children’s but in private sector employees have no fix time for work they have to work more than 10 hours sometimes so they are not able to spend more time with their children’s.

12 Do you ever miss out quality time with your family or your fr iends because of work? a) Never b) Rarely c) Sometimes d) Always

Public sector

Particulars Rarely

No of Re Resp spon onde dent nt Perc Percen enta tage ge of of Respondent(%) 2

8

45

Sometimes

7

Always

5

Never

11

Total

25

28 20 44 100

Public sector

8%

Rarely 44%

28%

Someti times Always Never

20%


The above graph of public sector shows that 44% employees never miss out the quality time with their friends and family, 28% employees sometimes miss out the quality time with their friends and family and 20% employees always or rarely miss out the quality time with their friends and family. Most of the employees rarely miss out the time with their family because their life is balanced.

Private sector

Particulars


Rarely

4

Sometimes

5

Always

12

Never

4

Total

25

16 20 48 16 100

46

Private sector

16%

16%

Rarely Sometimes 20%

Always Never

48%


The above graph of private sector shows that 48% employees always miss out the quality time with their friends and family because of work , 20% employees sometimes sometimes miss out the quality time with their friends and family family because of work and 16% employees always or rarely miss out the quality time with their friends and family because of work. Most of the employees said that they always miss out the time with their family because they have lots of work pressure . COMPARISION:-

The response shows that in private sector employees always miss their time with their friends and family but in public sector rarely these will happened because in public sector employees do their work within the time period but in private sector no time is fix for work so they have to work more than the fix time so private sector employees always miss their time with their friends and family.

13 Do you generally feel that you are able to balance your work & personal life? a) Yes b) No

Public sector

Particulars


Yes

20

No

5

80 20

47

Total

100

25

Public ic sector

20%

Y N

80%


The above graph of public sector shows that 80% employees says yes that they are able to manage work and personal life and remaining says no. The employees in public sector are easily manage and balance their personal and work life because they have not so much work load .

Private sector

Particulars


Yes

10

No

15

Total

25

40 60 100

48

Private sector

40% Y N 60%


The above graph of private sector shows that 60% says no that they are able to manage both the life and remaining says yes. The employees in private sector are not able to manage their life because they have lost of work pressure and target. COMPARISION:-

The response shows that in private sector employees are not able to balance work and personal life but in public sector employees are able to balance their life because in private sector employees are work more and they always miss the time with their families and friends than the public sector .

14 Do you feel tired or depressed because of work? a) Never b) Rarely c) Sometimes d) Always

Public sector

Particulars Rarely


8

49

Sometimes

7

Always

5

Never

11

Total

25

28 20 44 100

Public icsector

8%

Rarely 44%

28%

Someti times Always Never

20%


The The abov above e grap graph h of public shows s that that 44% 44% empl employe oyees es are are never never public sector sector show depressed because of work, 28% employees are sometimes depressed because of work, 20% employees are always depressed because of work and remaining employees are rarely depressed because of work. In public sector employees are rarely depressed because they have no so lots of work.

Private sector

Particulars


Rarely

4

Sometimes

5

Always

12

Never

4

16 20 48 16

50

Total

100

25 Private sector

16%

16%

Rarely Sometime 20%

Always Never

48%


The The above above grap graph h of private sector shows shows that that 48% 48% empl employ oyees ees are are alway always s depressed because of work,20% are sometimes,16% are rarely & remaining are never depressed. They are always depressed because of work load and employee cant able to manage the life. COMPARISION:-

public sector sector employ The The respo response nse shows shows that that in public employees ees are rarely rarely depress depressed ed

because of work but in private sector employees are always depressed because of work pressure and work load so they are sometimes do over time .

15 How do you manage stress arising from your work? a) Yoga b) Meditation c) Dance d) Music

Public sector

Particulars


Dance

5

Music

6

Yoga

10

Meditation

4

Total

20

20 24 40 16 100

public sector

16%

20% Dance Music Yoga Medita tatio ion

24% 40%


The above graph of public sector shows that 40% employees manage their stress by yoga, 24% employees manage their stress by music and 20% by dance and rest of the employees manage their stress by meditation. It means that in public sector employees manage their stress by yoga so they can concentrate on the work.

Private sector

Particulars


Dance

9

Music

10

Yoga

5

Meditation

1

36 40 20 4

52

Total

100

25

Private sector

4% 20% 36% Dance Music ic Yoga Meditation

40%


The above graph of private sector shows that 40% employees manage their stress by music,36% by dance,20% by yoga & remaining are by meditation. In the private sector employees use music and dance to manage their stress so that they can feel relax after that. COMPARISION:-

The response shows that in public sector employees manage their stress by yoga but in private sector employees employees uses music and dance because in private private sector employees employees are young so they prefer music and dance to manage their stress and they they some someti time mes s use yoga yoga to conce concent ntrat rate e on thei theirr work work but in publ public ic sect sector or employees will prefer yoga.

16 Do any of the following hinder you in balancing your work & family commitments? a) Long working hours b) Compulsory overtime c) Shift work

Public sector

53

Particulars


Long working hours

4

Compulsory overtime

9

Shift work

12

Total

25

16 36 48 100

Public icsector

16%

Long workin ing hours 48%

Compuls lsory overti time Shift ft work 36%


The above graph of public sector shows that 48% employees are hinder for balancing their work and personal life because of shift work,36% employees are hinder for balancing their work and personal life because of compulsory overtime & remaining are long working hours. The public sector employees are hinder by the shift work because they have note so much work pressure.

Private sector

Particulars


Long working hours

8

Compulsory overtime

12

Shift work

5

Total

25

32 48 20 100

54

Private sector

20% 32% Long working orking hours Compulsory overtime Shift work

48%


The above graph of private sector shows that 48% employees are hinder for balancing their work and personal life because of compulsory overtime,32% are long working hours and remaining are for shift work.

COMPARISION:-

The response shows that in public sector employees employees are hinder for balance their life because of shift work but in private sector they are hinder of compulsory overtime because of work load.

17 Does your organisation provide you with yearly master health check up? a) Yes

b) No

Public sector

Particulars


Yes

3

No

22

Total

25

12 88

100

55

Public icsector

12%

Y N

88%


The above graph of public sector shows that 88% employees says that their organisation does not provide any master health check up & remaining says yes. In the public sector company does not provide any master health check up to their employees because they have no need.

Private sector

Particulars


Yes

20

No

5

Total

25

80 20 100

56

Private sector

20%

Y N

80%


The above graph of private sector shows that 80% employees says yes that their organisation provide master health check up & remaining says no. Private sector organisation will provide daily master check up so that employees can able to manage their work and health COMPARISION:-

The response shows that in private sector master health check is provided to the employees because they are doing lots of work but in public sector master health check up is not provided to the employees.

18 Do you suffer from any stress-related disease? a) Hypertension b) Diabetes c) Frequent headache

Public Sector

Particulars Hypertension


20

57

Diabetes

13

Frequent headache

7

Total

25

52 28 100

Public sector

20% 28% Hypert rtensio ion Diabetes Frequent headache

52%


The above graph of public sector shows that 52% employees are suffer from diabetes, 28% form frequent headache & remaining are from hypertension. Public sector employees are suffering from headache and diabetes because they have not so much tension about work.

Private sector

Particulars Hypertension Diabetes Frequent headache

Total

No of Respondent 10 7

Percentage of Respondent(%) 40

8

28 32

25

100

58

private sector

32% 40%

Hypertension Diabetes Frequent headache

28%


The above graph of private sector shows that 40% employees are suffer from hypertension,32% employees are from frequent headache & remaining are from diabetes. In private sector employees are suffering from hypertension because they are not able to manage their work and get tensed. COMPARISION:-

The response shows that in public sector most of the employees employees are suffer suffer from diabetes but in private sector most of the employees are suffer from hypertension because of work pressure and in private sector the targets are given to the employees so they have to done them in a fixed time so they are suffer from hypertension .

19 Does your company have a separate policy of work life balance? a) Yes b) No c) Not aware

Public sector

Particulars Yes


16

59

No

12

Not aware

9

Total

25

48 36 100

Public sector

16% 36% Yes No Not awar

48%


The above graph of public sector shows that 48% employees are says no that their company does not provide any policy for work life balance,36% are not aware & remaining says yes. The employees are not ware about the policies because they have no need for any policy regarding work life balance.

Private sector

Particulars Yes


No

5

Not aware

5

Total

60

15

25

20 20 100

60

Private sector

20%

Yes No 20%

60%

Not awar


The above graph of private sector shows that 60% employees says yes,20% says not aware & remaining says no. In the private sector employees have a need for policies so they know all the policies of WLB. COMPARISION

The response shows that in public sector company dose not provide any policy for work life balance but in private sector company will provided these type of policies so the employees can manage their both the life.

20 What are the provisions under the policy? a) Flexible start time b) Flexible ending time c) Holiday d) Job sharing e) Career break f) Flexible hours in general

Public sector Particulars


61

Flexible start time

1

Flexible ending time

1

Holiday

15

Career break

2

Flexible hours in general

1

Total

25

4 4 60 8 4 100

Public sector

5%

5%

10%

5% Flexible start time Flexible ending time Holiday Career break Flexible Flexible hours in general

75%


The above graph of public sector shows that 75% employees says that holiday is consider under the provision of the policy,10% says career break,5% says flexible time & remaining says flexible hours in general. They don’t know all the provision which is given to the employees.

Private sector No of Respondent Particulars Flexible start time

4

Flexible ending time

3

Holiday

12

Career break

2

Percentage of Respondent(%) 16 12 48 8

62

Flexible hours in general

4

Total

25

16 100

Privatesector

16%

16% Flexible le start tim ime

8%

Flexible le ending tim ime

12%

Holiday Career break Flexible le hours in general 48%


The above graph of private sector shows that 48% employees says holiday,16% says flexible start time,165 says flexible ending time,& remaining says career break. In the private sector employees are aware about all the policies which are given to them. COMPARISION

The response shows that in private sector holidays and flexible time is more consider under the policy but in public sector holidays is consider more.

21 Do you you feel feel work work life life bala balanc ncee poli policy cy in the the orga organi nisa sati tion on shou should ld be customized to individual needs? a) Strongly agree b) Agree c) Indifference d) Disagree e) Strongly disagree

Public sector 63

No of Respondent 2 5 12 4 2 25

Particulars Highly Agree Agree Indifference Disagree Highly Disagree TOTAL

Percentage of Respondent(%) 8 20 48 16 8 100

Public sector

8%

8%

16%

20%

Highly Agree Agree Indifference Disagree Highly Disagree

48%


The above graph of public sector shows that 48% employees employees are in indifference indifference that they don’t know that work life balance policy in the organisation should be custo customi mize zed d to indi indivi vidu dual al needs needs,2 ,20% 0% are are agree agree,1 ,16% 6% disagr disagree, ee,8% 8% are are high highly ly disagree & remaining are highly agree. The employees are agree that the policies policies which are given in customized to the needs of individual

Private sector

Particulars Highly Agree Agree Indifference Disagree Highly Disagree TOTAL

No of Respondent 5 4 12 2 2 25

Percentage of Respondent(%) 20 16 48 8 8 100 64

P riv at es ec t o r

8 %

20 %

8%

H ighlyAg ree A gre e Indifference 16%

D isagree H ighlyD isagree

48%


The above graph of Private sector shows that 48% employees are in indifference that they don’t know that work life balance policy in the organisation should be customized to individual needs,20% are highly agree,16% agree,8% are highly disagree & remaining are agree. Here employees are highly agree that the policies are customized to individual needs.

COMPARISION:-

The response shows that in private sector employees are highly agree about the policies because they have work pressure and they are no able to manage the both the life so they are highly agree that the organisation provide policy and these policies are for the benefit of individual but in public sector employees employees are indifference and they don’t know about the policies.

22 Are you satisfied with your work life? a) Yes b) No

Public sector

Particulars Yes


80

65

No

5

Total

25

20 100

public sector

20%

Y N

80%


The above graph of public sector shows that 80% employees are satisfied & remaining are not satisfied with their work life. In public sector employees are satisfied because they have limited time period for work and they can easily give their time to their family .

Private sector

Particulars


Yes

10

No

15

40 60

66

Total

100

25 Private sector

40% Y N 60%


The above graph of private sector shows that 60% employees are not satisfied and remaining are satisfied. In the private organisation employees are not satisfied and they are not able to manage their life.

COMPARISION:-

The response shows that in Public sector employees are satisfied with their work life but in Private sector employees are not satisfied because they have lots of work pressures so they are not able to manage their work and personal life.

23 Are you living your ideal life? a) Yes b) No

Public sector

Particulars


67

Yes

13

No

12

Total

25

52 48 100

Public sector

Y

48%

52%

N


The above graph of public sector shows that 52% says yes that they are living their ideal life and remaining are says no. Here the employees are able to live ideal life because they have no stress of work and they can live according to what they want .

Private sector

Particulars


Yes

10

No

15

40 60

68

Total

100

25

Private sector

40% Y N 60%


The The abov above e grap graph h of private shows s that that 60% 60% empl employe oyees es says says no & private sector sector show remaining says yes that they are living their ideal life. Here employees does not able to manage their life so they cant live an ideal life. COMPARISION

The response shows that in private sector employees does not live their ideal life because they are not able to do their work effectively and manage them properly with their personal life but in public organisation employees are living their ideal life.

24 Do you think that if employees have good work life balance than the organisation will be more effective and successful? a) Yes b) No

Public sector

69

Particulars


Yes

10

No

15

Total

25

40 60 100

Public sector 70

60

60 50

40

40 Serie 30 20 10 0 Yes

No


The above graph of public sector shows that 40% employees says yes that if employees have good work life balance than the organisation will be more effective and successful & remaining says no. In public sector there is no need to balance their life.

Private sector

Particulars


Yes

20

No

5

Total

25

80 20 100

70

Private sector 90

80

80 70 60 50

Serie

40 30

20

20 10 0 Yes

No


The above graph of private sector shows that 80% employees says yes that if employees have good work life balance than the organisation will be more effective and successful And remaining says no. In private sector employees are says that if they are able to manage work life than they can easily manage their personal life and so that their organisation would be more effective and successful. COMPARISION The response shows that in private sector most of the employees say that if they have balance their work and personal life than organisation will be more effective and successful but in public sector all the employees are already balance their life so they do not require any policy and the public organisation will be effective.

Work life balance refers to those factors which strike a balance between Work life, Fami Family ly life life and and self self life life.. Thes These e fact factor ors s play play an inte integr gral al part part in buil buildi ding ng an employee’s employee’s routine and lifestyle. Issues like stress management, management, personal personal space, time for family and friends, time to pursue hobbies etc. start becoming evident as when there is work life imbalance. 71

In our study of Work life balance in the Public and private industry, we considered three major parameters of Time, Gender and Age in order to aid us in our analysis. However, there have to be conscious efforts taken by the employer to counter barriers to work life balance. Also, the employee has to ensure that there is effective time and stress management. In other words, Work life balance can be ensured only if there are conscious efforts taken by both, the employer and the employee.

On the basis of our analysis, the following recommendations can be made.

RECOMMENDATIONS TO THE EMPLOYER 1. Motivation

Motivation techniques seemed to work in some organisations in which work life balance was high. I found that employees high on motivation had a better work life and family life balance.

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2. Appreciation of work

Good work must always be appreciated. The key to making an employee feel satisfied and acknowledged at work is to have constant supervision. However, a line should be drawn between supervision and interference. 3. Authority and Responsibility

There should be regular checks on the responsibilities and duties of employees. They should neither be underperforming nor over performing. RECOMMENDATIONS TO THE EMPLOYEE

1. Pursuing Hobbies and Passions

It is important for everyone to have a hobby or some activity that he/she can pursue, as a stress buster or just for fun. It can act as a major stress reliever and can go a long way in improving the Work life balance of employees. 2. Effective Time and Stress Management

It is a myth that poor work life balance is caused due to the working patterns of the firm firm or aggress aggressive ive attitu attitude de of the supervi supervisor, sor, ultimate ultimately ly trying trying to indica indicate te that that imbalance is due to the organization’s practices. But the reality is not so. It is the individual individual also who is equally responsible responsible to maintain maintain his or her work life balance. In fact many a times it is the individual’s incapability of managing his time that results in an unhealthy work-life balance. If the employees can work on their time management skills, they would definitely be able to improve their work-life balance Prior to implementing any new work life balance initiatives, employers must ensure that it is consistent with existing obligations and arrangements under any award, enterprise agreement, employer-employee agreement or contract of employment that exists in the workplace.

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Questionnaire WORK LIFE BALANCE Q 1. What is your age? a) Below 30

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b) Between 30-40 c) Above 40 Q 2. Gender a) Male b) Female Q 3 Your Designation …………………………………… ho urs than you would like at work? Q 4. Do you spend more hours a) Yes b) No Q 5. How many hours do you work at home in an average week? a) 1-4 hours b) 5-9 hours c) More than 10 hours Q 6 How many hours a day do you spend traveling to work? a) Less than half an hour b) Nearly one hour c) Nearly two hours Q 7. Do you spend time for working out? a) Yes b) No Q 8. Do you work in job shifts? a) General shift b) Night shift c) Alternative Q 9 Marital status? a) Married b) Unmarried

If you are married, Is your partner employed? a) Yes b ) No Q 10 Do you have children? a) Yes b) No Q 11 Being employed man/women who who are helping to take care of your your children? a) Spouse

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b) In –laws c) Parents d) Servants e) Day care centers Q 12 How many hours in a day do you spend with your child/children? a) Less than 2 hours b) 2-3 hours c) 3-4 hours Q 13 Do you ever miss out quality time with your family or your friends because of work? a) Never b) Rarely c) Sometimes d) Always Q 14 Do you generally feel that you are able to balance your work & personal life? a) Yes b) No Q 15. Do you feel tired or depressed because of work? a) Never b) Rarely c) Sometimes d) Always Q 16 How do you manage stress arising from your work? a) Yoga b) Meditation c) Dance d) Music

any of the the foll followi owing ng hinde hinderr you you in bala balanc ncin ing g your your work work & fami family ly Q 17. Do any commitments? a) Long working hours b) Compulsory overtime c) Shift work Q 18 Does your organisation provide you with yearly master health check up? a) Yes b) No Q 19 Do you suffer from any stress-related disease? a) Hypertension b) Diabetes c) Frequent headache

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Q 20 Does your company have a separate policy of work life balance? a) Yes b) No c) Not aware Q 21 If yes, what are the provisions under the policy? a) Flexible start time b) Flexible ending time c) Holiday d) Job sharing e) Career break f) Flexible hours in general Q 22. Do you feel work life balance policy in the organisation should be customized to individual needs? a) Strongly agree b) Agree c) Indifference d) Disagree e) Strongly disagree Q 23 Are you satisfied with your work life? c) Yes d) No Q 24 Are you living your ideal life? a) Yes b) No

Give reason_____________________ Q 25 Do you think that if employees have good work life balance than the organisation will be more effective and successful? a) Yes b) No Give reason______________

MAGZINES •

HRM Review (Work-Life Balance)

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Harvard Business Review on Work and Life Balance

INTERNET www.wikepidea.com www.freefind.com www.developers.net

BOOKS Kothari C.R. Research methodology Traynor, J. B. (1999). A new frontier in work-life benefits. Employee Benefits Journal, page no 24 , 4, 29-32. Withers, P. (2001). Retention strategies that respond to worker values. Workforce, page no 80 , 7, 36-41. Reynolds, H. B. (1999). It’s not enough to offer work/life programs—you need to promote them. Benefits Quarterly, page no 15 , 2, 13-17.

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Work Life Balance Report

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