1
Group Members
Abhisek Semlani Pratap Acharya Ajay Kamath Avishek Tiwari Nicy Cheriyath Rahul Joshi Maulik Kothari Parin Savla Jayanti
03 04 05 17 19 34 44 51 119
Table Of Contents
2
Sr.No
Topic
Page
1
Introduction
No 4
2
Brief History
8
3
Benefits of Work Life Balance
11
4
Global Perspective
13
5
Indian Picture
16
6
Objective of the Study
18
7
Methodology
19
8
Analysis
22
9
Testimonials
43
10
Conclusions
44
11
References
47
12
Annexures
48
“If you are losing your leisure, look out; you may be losing your soul”, Logan P.Smith.
1.0 Introduction
3
Since the 1960’s, the labor market, employment, work and home life have undergone significant transf transform ormati ation on as a result result of factor factorss such such as changes changes in demogr demographi aphics, cs, increa increased sed female female participation in the labor market, increased levels of educational attainment, changes in the composition of households, the decline of traditional employment models and the rise rise of dualearn earner er fami famili lies es.. Thes Thesee devel developm opmen ents ts have have cont contri ribu bute ted d to funda fundame ment ntal al chang changes es in the the “traditional” allocation of time between work performed in employment settings, work at home, home production and leisure. (Chaykowski Richard, June 2006)
Today, the division between home and work life is different for both males and females — and there is increased public and policy concern and debate about whether the quality of working life and home life has eroded and whether work-life balance has been transformed into work-life conflict. The concern is that these developments have increased work-life conflict that manifests itself itself as increased reported reported stress, stress, with costs to employees employees in terms of health, to employers employers arising from lost productivity and to society from increased costs of health care and other negative social outcomes.( Chaykowski Richard, June 2006)
Consider the example of the IT sector in India. Information Technology (IT) sector in India is doing very good. There are more job opportunities due to the IT boom. Just after the completion of profession professional al qualificati qualifications ons like B.Tech B.Tech and MCA (engineering (engineering graduates and computer computer post graduates), the applicants are getting jobs. The pay and perks are encouraging. But the work life is highly complicated and highly demanding. There are many pulls and pressures during the work work life life.. There There are are too too many many comm commit itme ment ntss and and deadl deadlin ines es and ther theree are are too too much much of unpredictable peaks and troughs during the course of the working time. All these things make the work as a hectic activity and a strenuous one. Sitting in front the computer systems is leading to develop developing ing stiff stiff neck neck proble problems, ms, dry eyes, irrita irritatio tion, n, back back pains pains etc., etc., It looks looks like like having having everything
but
losing
so
many
things
related
to
health
and
recreation.
But, organizations’ need to attract and retain valued employees in a highly competitive labor market is a strong motivating factor for increased organizational awareness and action with regard to human resource policies and practices that address work/life balance. Work-life balance
4
is an important area of human resource management that is receiving increasing attention from government, researchers and management.( Helen de Cieri et. al. , Nov 2002)
1.1 Why Should Employers Care about Employees’ Work-Life Balance?
Many organizations feel that helping employees balance competing work and non-work 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 organizations argue that “it was the employee’s choice to have a family 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 “family friendly” as favoritism and complain that they are being “unfairly” 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 and supports that the inability to balance work and family is “everyone’s problem.” High work-life conflict negatively 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 demands has been linked to reduced work performance performance,, increased increased absenteeism, absenteeism, higher turnover turnover,, lower commitment commitment and poorer morale. Work-life conflict has also been linked to productivity decreases associated with lateness, unscheduled days off, emergency time off, excessive use of the telephone, missed meetings, and difficulty concentrating on the job. Conflict between work and family demands is also a problem for employees and their families. (Duxbury & Higgins, Oct 2001) Work-life balance strategies are used as solutions to reduce these growing work life conflicts.
1.2 Defining work-life balance 5
We all play many roles: employee, boss, subordinate, spouse, parent, child, sibling, friend and community member. Each of these roles imposes demands on us that require time, energy and commitment to fulfill. Work-family 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. (Duxbury & Higgins, Oct 2001)
Work/life balance, in its broadest sense, is defined as a satisfactory level of involvement or ‘fit’ betwe between en the mul multip tiple le rol roles es in a per person son’’s lif life. e. Alt Althoug hough h defi definit nition ionss and expl explanat anation ionss vary vary,, work/life balance is generally associated with equilibrium, or maintaining an overall sense of harmony in life. The study of work/ work/life life balance involves the examin examination ation of people’ people’ss ability to manage man age sim simult ultaneo aneousl usly y the mul multiti-face faceted ted dem demands ands of lif life. e. Alt Althoug hough h wor work/l k/life ife bal balance ance 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 o f time given to work and non-work roles. Invo In volv lveme ement nt bal balanc ance, e, me mean anin ing g th thee le level vel of psy psych chol ologi ogica call in invol volve veme ment nt in in,, or commitment to, work and non-work roles.
•
Satisfaction balance, or the level of satisfaction with work and non-work roles.
This model of work/life balance, with time, involvement and satisfaction components, enables a broader and more inclusive picture to emerge. For example, someone who works two days a week and spends the rest of the week with his or her family may be unbalanced in terms of time (i.e. equal measures of work and life), but may be equally committed to the work and non-work roles (balanced involvement) and may also be highly satisfied with the level of involvement in both work and family (balanced satisfaction). Someone who works 60 hours a week might be perceived as not having work/life balance in terms of time. However, like the person who works only a few hours a week, this individual would also be unbalanced in terms of time, but may be quite content with this greater invol involvement vement in paid work (balanced satis satisfacti faction). on). Alternativel Alternatively y, someone who works 36 hours a week, doesn’t enjoy his or her job and spends the rest of the time pur pursu suin ing g pr pref efer erre red d out outsi side de act activ ivit itie iess may be ti time me-b -bal alanc anced ed but un unbal balan anced ced in te term rmss of 6
involvement and satisfaction. Thus, achieving balance needs to be considered from multiple perspectives. (Hudson)
2.0 A Brief History
During the 1960s and 1970s, employers considered work-life mainly an issue for working mothers who struggled with the demands of their jobs and raising children. Throughout this 7
period and into the mid-1980s, the U. S. government had the major impact in the field, as reflected by the Presidential Conference on Families, the Pregnancy Discrimination Act, and the Quality of Employment Survey. During the 1980s, recognizing the value and needs of their women contributors, pioneering organi organizat zation ionss such such as Merck, Merck, Deloit Deloitte te & Touche, ouche, and IBM began began to change change their their intern internal al workplace policies, procedures, and benefits. The changes included maternity leave, employee assistance programs (EAPs), flextime, home-based work, and child-care referral. During the 1980s men also began voicing work-life concerns. The term ‘work-life Balance’ was first coined in 1986 in reaction to the unhealthy choices that many Americans were making in favor of the work place, as they opted to neglect family, friends and leisure activities in the pursuit of corporate goals. Articles of the time suggested a sharp increase in the working hours of the Americans. This had started to affect their families and individual heath. Work life balance slowly slowly was gaining gaining grounds grounds in the various various organizati organizations. ons. By the end of the decade, work-life work-life balance was seen as more than just a women’s issue, affecting men, families, organizations and cultures. The 1990s solidified the recognition of work-life balance as a vital issue for everyone--women, men, parents and non-parents, singles, and couples. The 1990s saw a rise in the number of working women and the dual-income families. A second family configuration, the lone parent househ household old also also became became preval prevalent ent in the 1990s. 1990s. the labor labor force force experi experienc enced ed conside considerab rable le challenges in balancing the work and family responsibilities. This growing awareness of the central importance of the issue resulted in major growth in attempted work-life solutions during this decade. Numerous studies showed that the generations from baby boomers to new college graduates were making job choices based b ased on their own work-life issues and employers’ cultures. Unfortunate Unfortunately ly,, although although companies companies were adopting adopting family-f family-friendl riendly y policies, policies, employees employees and managers were not implementing them. Many of the policies put into place in the 1980s failed to have a significant significant impact on most managers’ and employees’ employees’ real-world real-world work-life-balan work-life-balance ce results. Americans still reported feeling even more overworked and out of touch with their nonwork lives much of the time. (Duxbury (Duxbur y & Higgins, Oct 2001)
8
It can also be argued that much of the above discussion is no longer relevant to our discussion on work-life conflict due to labour market changes that occurred in the late 1990s and beyond. Proponents of this view contend that organizations have made significant progress with respect to work-life balance in recent years. They attribute increase in corporate awareness to two issues: the greate greaterr need need to recrui recruitt and retain retain worker workers, s, and changin changing g attitu attitudes des toward toward work. work. Such Such changes, they argue, have provided a power impetus for companies to turn to more flexible, family friendly workplaces as a means of retraining and energizing key employees and meeting strategic objectives.
Arnold Arnold Deutsch Deutsche, e, in his book book entitl entitled ed The Human Human Resour Resource ce Revolut Revolution ion:: Commun Communica icate te or Litigate noted that today’s “knowledge workers” hold work attitudes that differ in many ways from those of the “factory and production” workers that preceded them. Key differences include rising expectations for a more rewarding career, more humane working experiences and a greater “democratization” of the workplace. Today’s employees are more likely to want a career not “just a job” and a meaningful life outside of work. Many have high expectations about gaining satisfaction from their work now and in the future, and want a say in decisions affecting their jobs and their employment. Researchers are also seeing a different set of attitudes in individuals just entering the workplace.
As Conger (1998, p. 21) notes:
•
In a nutshell, they distrust hierarchy. They prefer more informal arrangements. They prefer to judge on merit rather than on status. They are far less loyal to their companies. They are the first generation to be raised on a heavy diet of workplace participation and teamwork. They know computers inside and out. They like money but they also say they want balance in their lives.
Research also indicates that this group wants choice, flexibility and increased control over both their jobs and the work-life interface (Conger, 1998). Individuals who are now entering the workforce tend to be the children of parents who both held jobs. While these individuals enefited from the extra family income being in a dual-income family entailed, many felt that they were 9
deprived of their parents’ company, a situation aggravated by the fact that a very high percent were the children of divorce (Conger, 1998). Many in this new generation of workers say that they do not want the sort of lives their parents led. Rather, they want to spend more time with and be more available to their families (Conger, (Conger, 1998). This increased desire and quest que st for a “real balance between work and private life” has major implications for today’s workplace, especially with respect to recruiting and retaining this cohort. This generation can be expected to insist that organi organizat zation ionss find find more more flexib flexible le ways ways to integr integrate ate time time for family family and privat privatee lives lives into into demanding careers (Conger, 1998). The business practices that motivated the homogeneous, male breadwinning workforce of the past, therefore, may simply not work for this group of employees. Conger (1998) also suggests that this yearning for life balance may increase conflict for for this this new new gener generat atio ion n of work worker erss as thei theirr valu valuee for for inte intere rest stin ing g work work,, which which is ofte often n accompa accompanie nied d by longer longer hours hours and greate greaterr demands demands,, conflic conflicts ts with with their their desire desire for happy happy marriages, meaningful family time and weekends they can call their own.( Duxbury & Higgins, Oct 2001)
3.0 Benefits of Work Life Balance Initiatives
Work Life Balance initiatives have been an integral part pa rt of the HR policies for a long time. There are certainly obvious benefits to the employer as well as the employee. 10
Benefits for employers include:
•
Lower staff turnover and increased return on training
•
Reduced absenteeism and lateness
•
Improved employee morale and commitment
•
Reduced stress and improved productivity
•
A more flexible workforce
•
Increased ability to attract and recruit staff
•
Potential for improved occupational health and safety
•
Fulfillment of equal opportunity objectives
•
Good corporate citizenship and an enhanced corporate image.
Benefits for employees include:
•
Ability to manage work and individual commitments co mmitments
•
Improved personal and family relationships
•
Flexible working arrangements resulting in reduced work overload and stress
•
Incr Increas eased ed focu focus, s, moti motiva vati tion on and job job sati satisf sfact actio ion n knowi knowing ng that that fami family ly and work work commitments are being met
•
Increased job security from the knowledge that an organisation understands and supports workers with family responsibilities
•
Increased ability to remain employed.
•
Increased ability to remain competitive in career advancement
•
Improved health and wellbeing of staff
3.1 Critical Success Factors
11
To achieve the benefits of introducing work life balance initiatives, the critical success factors are: •
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 communicati communication on with employees, employees, and they are well informed informed of the options available to them.
•
Provide clear guidelines to all employees on how the work life balance practices are to work.
•
Ensure that supervisors do not inhibit employees from accessing the work life balance practices that are available to them.
•
Treat reat all all empl employ oyee eess fair fairly ly and and equi equita tabl bly y,
rega regard rdle less ss of thei theirr fami family ly/p /per erso sona nall
responsibilities. •
Be flexible with the changing needs of employees.
•
Ensure Ensure that that any changes in work work practi practices ces are consist consistent ent with with award award or agreem agreement ent requirements.
•
Check whether the new work practices are actually assisting employees to better balance their work and family/personal responsibilities.
4.0 Global Perspective
12
The trend in the globe is that, not only are companies and employees striving to strike Work-Life Balance but also are the governments working hard towards the same. Let us consider the examples of some of the countries 1) New Zealand •
Employee’s Employee’s perspective of work life -
-
Flexible start and finish times, and more leave - both paid and unpaid. More choice about the way they work, including having more input into rosters and shifts, and choosing the number of hours they work
•
Employers offering -
-
-
-
•
Being able to occasionally vary start and finish times to cope with a problem Using personal sick leave to care for others Flexible break provisions Study leave
Governments initiative
-
The Employment Relations (Flexible Working Arrangements) Act was passed in Parliament in late 2007. It was brought into place to provide guidelines to both employers and employees in relation to more flexible working arrangements. It provides employees with the ability to propose changes to their work environment including the place they work, and the hours and days.
•
Obstruction Working long hours, varied hours, and rotating shift work makes work-life balance a lot harder. When hours are worked also makes a difference, especially when they are worked at night. Frequently working extra hours in own time i.e. without pay makes work-life conflict worse. Work place culture made work-life balance harder to achieve, particularly the expectations of colleagues, workmates, manage rs and supervisors.
2) Australia
13
Work life policy for the ICT industry
This policy provides guidance and recommendations by the Australian Computer Society (ACS) on work life issues for employers and employees in the ICT industry. This was landmark policy for the ICT sector developed by a working group of ICT leaders, practitioners and HR specialists from across Australia. The ACS prepared a series of recommendations for flexible working practices with an aim to facilitate a happy, committed and productive workforce within the ICT industry which includes: • Flexible working hours; • Work Work location options; • Employee friendly working arrangements, • Paid parental leave, • Job sharing and part time work, • Promoting healthy life style alternatives through membership of gym and other recreational clubs.
The ACS initiatives provide a framework for employers to achieve long & happy working lives for their employees, employees, as opposed to the break down and burn out for which the ICT sector sector had a poor reputation. In particular, these proposals accommodated the needs of those with families and also assisted in attracting new talent and retaining skilled people within the ICT sector. The ACS called upon the ICT industry to take a leadership position in adopting employee friendly work environments by: • Implementing, where practicable, flexible working hours b y setting core working hours from 10am to 3pm and an d accommodating late starts and early finishes; • Scheduling face to face meetings in core hours only and using technological solutions to facilitate meetings outside of those hours, where they are unavoidable; • Supporting teleworking, where appropriate, for up to 2 days per week; • Encouraging employees to pursue fitness and extra curricular activities. The expected benefits for employers were a higher available talent pool, improved staff retention, productivity and higher quality of work.
14
Work/life balance initiatives at Microsoft Australia •
Onsite and online parenting resources
•
Variety of sports and health benefits
•
Broadband connection to your home (enabling staff to work from home when required)
•
Job-share (where role permits)
•
Microsoft CARES counseling service for employees and their families
•
Social club
•
Career guidance and planning
•
Mentoring program
•
Employer-sponsored discount program
•
Reimbursed employee tuition
•
Flexible choices regarding superannuation, financial planning and car leasing
•
Laptop computers and mobile technology
•
Community support initiatives for various charities
3) Netherlands
Initia Ini tiativ tives es to giv givee wor worker kerss mor moree cont control rol over their working working tim time, e, suc such h as the Net Nether herlan lands' ds' Adjustment of Hours Law assist workers in improving their worklife balance.
4) Canada •
The Labo Labour ur Pr Progr ogram, am, Hum Human an Res Resour ources ces and Ski Skills lls Deve Develop lopmen mentt Can Canada ada (HR (HRSDC SDC), ), encourages the development of workplace measures that improve work-life balance and support working parents.
•
The Lab Labour our Pro Program gram has publ publish ished ed sev severa erall res resear earch ch stu studie diess to ass assist ist pub public lic pol policy icy development on work-life balance issues, and to help organizations design and implement programs and policies that facilitate work-life balance.
5.0 The Indian Picture
15
The career career-mind -minded ed gen-Xer gen-Xerss and India’ India’ss booming economy once had people terming work-life work-life balanc balancee as a ‘W ‘West estern ern’’ problem. problem. But the these se sam samee you youngs ngster terss are now str struggl uggling ing wit with h the inevitable effects of all work and no play. On the one hand, the drive is to keep up with the workload, to climb that corporate ladder and prove yourself. On the other, fatigue, milestones missed and lack of time with friends and family. For the ‘We want it all’ generation, this delicate see-saw to reduce stress and maintain harmony is an ongoing challenge. However it is not easy to find many references to Work-Life Work-Life Balance policies and issues in India. This is not to discount their existence in the country, country, but it does indicate its relative unimportance un importance as a strategic business issue in the country. It is indeed hurting to see a majority of Indian companies still wedded to the old style presenters philosophy instead of offering managers opportunities to strike a healthy Work-Life Balance. Thus, In India the IT Industry is probably the first mover in terms of introducing Work-Life Balance policies. There have been pioneers in the country like NIIT, a premier IT Training organization, which several years ago introduced innovative allowances for employees who were dating, got engaged and so on. It made the news time and again because of what these policies did to recruit promising talent and ensure a motivated workforce. Work-Life Balance policies seem to be targeted at potential potential recruits recruits rather than than a tool to further further the entry and progress progress of women into the workplace as elsewhere in the world.( For e.g. Indian talented young women have have ofte often n ended ended up quitt quittin ing g thei theirr job job afte afterr marr marria iage ge and and chil childr dren’ en’ss becau because se of soci social al constraints.)
In India, there is a starting point in that organizations have recognized the need for and value of Work-Life Balance policies. But the debate has to now move into implementation and the Government could play a critical role in being a catalyst of change. An advantage that Indian industry will however have is learning’s from the experiences of other countries in what has worked and what has not. There’s no ‘one size that fits all’ and Indian companies will have to adapt policies to fit in with not just the nature of industry, profile of workforce and other such factors but also with the local culture and environment.
16
initiatives initiatives to promote promote work/ life balance for employees employees include free membership membership to children children of all IBMers to the GenieKids Resource center through out the year. The Resource Center houses a library, activity based games, pottery classes, computer classes etc. IBM employees can also attend Parenting Workshops at the Resource Center, covering topics like "Developing Child's Intel Intelli ligen gence ce", ",
"Comm "Communi unica cati ting ng
towa toward rdss
bett better er
pare parent ntin ing" g",,
"Dev "Develo elopi ping ng
pare parent nt
chil child d
relationships", at discounted rates through out the year
Accenture has also incorporated family events into its employee calend ars, with social gatherings or
outings
where
the
whole
family
comes
together.
Mandatory number of holidays, discounted gym and saloon memberships and even in-house work-life effectiveness managers and career counselors are all attempts by Accenture to counter stress and maintain the work life balance. Accenture currently has 30,000 employees in India as of May 2007.
Said Rekha Menon, Executive Vice President, India Geographic Services and Human Capital & Diversity, Accenture India, “It’s important to create the right mixture because without work/life balance, any career goals or aspirations one has set will eventually fall flat due to the mind or body’ body’ss ina inabil bility ity to keep up. Fin Findin ding g one’ one’ss car career eer nic niche he inv involv olves es mor moree tha than n gat gatheri hering ng and applying
copious
amounts
of
industry
and
job
information.
Learning to create work/life balance can help by clearing the mind and body, which in turn helps you
identify
which
goals
are
most
important
to
you.”
17
6.0 Objective of the Study
During the research for the study we understood that work life balance is beneficial to employers and employees. Work life balance mainly is disrupted when the thin line dividing the work and life fades out. The boom in IT sector led many organizations to outsource their computer systems to the various IT firms. This called for ‘Around the Sun’ working of the IT firms. This would eventually fade the line of distinction mentioned earlier. earlier. Hence, work life balance in the IT sector becomes a vital issue. •
The objective of the project is to measure the work life balance in IT sector in India.
18
7.0 Methodology
This study was completed in a period of 3 months. We used the primary data collection tools. The subject data was collected from 197 employees among various organizations in the IT sector. The study was conducted among the various cadres like Asst. system engineers, Group leaders, Team leaders, Project managers etc. The data collected was from reputed firms like TCS, Infosys, Accenture, Syntel, Cts, 3i-infotech etc. Convenient sampling technique was used while select sel ecting ing the res respond pondent ents. s. Res Respons ponses es wer weree tak taken en by the que questi stionn onnair airee met method hod whe wherei rein n a questi que stionna onnaire ire cons consist isting ing of 32 ques questio tions ns was cir circul culate ated d amo among ng the res respond pondent entss and fil filled led accordingly.
This questionnaire was structured into 3 substantive sections:
Issues in work life
Issues in family life
Issues in self life
In the work life section, respondents were asked about the problems faced by them in their professional life and at their offices. In the family life section questions were posed to quantify the time they spent with their families. In the self life section, questions were framed to measure the time respondents spent for themselves. This section included questions related to individuals hobbies and other recreational activities. This report is based on the responses thus collected. The responses were analyzed to measure the work life balance among the respondents.
7.1 Sources of data:
Primary
data:
Data was collected by using the semi-structured questionnaire.
Secondary
data:
Various books, articles, project reports, survey reports were referred to for collecting information about the subject. 19
7.2 Parameter used for the study
r e d n e G
Time Constraints
Work Life
M a r i t a l S t a t u s
The three main parameters used for our study are Time constraints: Under this parameter, we look into the time constrains which people
face, how much time to they spend doing office work, how much time do they spend with their families, how much time to they spend doing activities of their choice. Since time is an very important factor which can help determine the degree of work-life balance a person achieved, we have tried to look at time from various aspects, which are office time, family time, social time, personal time. Gender: Another parameter considered for the study was gender. Equality of gender has
got out the women and an d men to work shoulder to shoulder with each other. In our study we tried to measure the work life balance in an individual’s life based on their gender. We have also tried to throw light on the effect of their work life balance on their attitudes. Marital status: Marriage comes with additional responsibilities and duties. We in our
study have tried to indentify and measure these responsibilities. The study focuses to
20
understand the time the singletons and married employees spent at work, with family and devoted for their holistic development.
7.3 Approaches to work life balance
Work-Life Balance
Work-Life
Family-Life
Self-Life
We have classified work life balance into three main categories Work – life: Through this parameter we have tried to throw light on number of hours an
employee works in a day which includes not only the time spent in office but also the time spent at home doing office work. This parameter also looks at how satisfied are the employees with their work life. Family – life: family is an integral part of an individuals life. Using this parameter we
tried to measure the time employee spends with his family on a daily basis. This includes the time the individual spends at home and teaching their children. We have also tried to throw light on the frequency and the no of days the employees takes a vacation. Self – life – life: self life is the time the employee devotes to his holistic development. We have
trie tr ied d to hi high ghli ligh ghtt th thee ti time me th thee em empl ploy oyee ee de devo vote tess to de deve velo lopi ping ng hi hiss ho hobb bbie iess or participating in social or spiritual activities. Based on the medical research sleep is essential for the holistic development of the person. Considering this, we tried to measure in general, the average no of hours an employee sleeps.
21
8.0 Analysis
The total data comprised of 197 respondents across various designations like ASE, TL, GL, Project Manager Etc and the companies under review were TCS, Infosys, Accenture, Syntel, CTS and 3i-Inf 3i-Infote otech. ch. A techniq technique ue of conveni convenient ent sampli sampling ng is used. used. The respond respondent entss were were segregated by gender, 69% males ie. 136 out of 197 and rest 31% females and marital status.
8.1 Work life
In this study certain questions in the questionnaire were aimed to understand the time spent by each individual at work. These included events like working days and hours and carrying office tension home and vice versa. The analysis of the data collected is presented as follows:
Analysis of the survey
Working Days (Representing the Gender)
The sample consists of 136 males and 61 females. The working days in a week of the total population are 5, 6 and 7 days. In which 75% of males work for 5 day a week and 24% work for 6 days and there is only 1% who work for 7 days a week. The 1% who are working for 7 days a week are the people who are in the position of Manager.
22
Where as in the case of females there are 74% of females working for 5 days and 26% working for 6 days. And there are no females working for 7 days a week. From the above findings of the sample we can say that there is no much difference in terms of working hours between males and females. Overall majority are working for 5 days.
Representing the Marital Status
The sample consists of 154 singletons and 43 married people. In the sample there are 65% of the married people who working for 5 days, 30% working for 6 days and 5% working for 7 days. There are 77% of the singletons who are working for 5 days in week and 23% working for 6 days. So, the married and singleton are working for almost same days.
23
Working hours (Representing the Gender)
The working hours is the most important factor in the work life balance. From the analysis we can see that there are very less number of males and females who are working for less than 8 hours. There are 81% of males who are working for 8-10 hours per days. And there are 16% who are working for 10-12 hours. Where as in the case of females there are 90% of females working for 8-10 hours and 5% working for 10-12 hours. Means comparing with the males there are less percentage of females who are working for long hours.
Representing the Marital Status
24
Coming to the analysis of married and unmarried people we see that there are 75% of married people working for 8-10 hours and 23% of people working for 10-12 hours. We have also observed that there are 2% of people working for more than 12 hours. In the case of singletons there are 4% who are working for less than 8 hours. There are 86% working for 8-10 hours and there are 9% working for 10-12 hours. Here we can observe in case of long working hours the percentage of married people is more than single tons.
Official Travel (Representing the Gender)
This talks about for how many days the population of the sample travel in a month. So, the analysis shows there are 78% of the males who are travelling for less than 5 days a month and 13% travelling for 5-10 days. There are 9% who travel for more than 10 days. da ys. Where as 71% of females travel for less than 5 days and 28% travel foe 5-10 days. And there are no females who travel for more than 10 days a month.
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Representing the Marital Status
There are 87% of the married people who travel for less than 5 days, 13% who travel for 5-10 days. And there are no married people who travel for more than 10 days. Where are there are 69% of singletons who travel for less than 5 days, 18% travel for 5-10 days and there are 13% who travel for more than 10 days in a month for official purpose. From this observation we can say that the because married people have more responsibilities and they have to dedicate more time to family they are travelling less as co mpare to singletons.
Household Tension Tension at work ( gender- wise)
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Females are more worried about household tensions at work. About 81% of these worried women work for 5 days a week About 72% of them work for 8-10 hours while the rest work for 10-12 hours hou rs and most of them travel for 60-90 minutes Office Tension Tension at home
According to Gender
We find that women are more worried than men about their work when they come home. We can notice that substantially 78% women carry office tension home compared to just 60 % men.
According to marital status 27
Married women comparatively carry more office tension back home than single women. Approximately 90 % of the married women carry c arry tensions back home that 60% of single women
8.2 Family life
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In this study certain questions in the questionnaire were aimed to understand the time spent by each individual for family. These included events like spending time with family on a daily basis, going for a vacation, missing of social gatherings etc. The analysis of the data collected is presented as follows:
Respondents spending time with their family. (gender wise)
It was found that majority of the males spent either less than 30 minutes or more than 90 minutes with their family. Whereas majority of the females spent around 60-90 minutes with their family. This could be by their own personal choice. When probed further further into the study it it was ofund that men who spent less than 30 minutes with their families were generally unmarried. This could probably be because they are spending more time on their personal life like going out for picnics, vacations etc. while in case of females they showed a very stable trend. Probably due to the Indian culture women are seen more to spend time with their families.
Respondents spending time with their family. (marital status wise)
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In this case we found out that most of the married respondents once they reach home like to spend time with their family. Whereas in case of unmarried respondents we found that once they reach home they like to spent time watching TV, surfing internet, self recreational activities, etc rather than spending time with family. family.
Percentage of respondents going on a vacation in a year (gender wise).
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We found out that out of the total no. of male respondents forty one per-cent went on a vacation once in a year. using the modes for the various options we concluded that the males went on vacation for an average of 12 days. Whereas in case of females we found out that 45 per-cent of them go on a vacation once in a year for an average of 11 days. Also it was noticed that males usually go for vacation more than once a year, while in case of females it was observed that they confined to the limit of a vacation vac ation a year.
Percentage of respondents going on a vacation in a year (marital status wise).
We then analysed the same question to identify the behavior of the individuals based on their marital status. In this case we found that seventy two per-cent of the married respondents went on a vacation for about once in a year. Whereas in case of unmarried respondents we found out that a high percentage of respondents i.e. 25 per-cent didn’t go on a vacation even once a year. Probably less family responsibilities on the shoulders of the singletons helped them to dedicate more time for themselves as well as their work. On the time frame when analysed the singletons were found spending more time at work and for their self life. But the same frame would not be feasible to measure the time spent by the married individuals.
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Helping children in studies(gender wise for married individuals)
This was a question specifically designed for the married individuals. We were surprised to note that 62% of the males and 50% of the females did not help out their wards with their education. This could be attributed to the late working hours experienced by each of our respondents. Further analysis proved that most of these individuals worked for 10 – 12 hours a day. We then calculated the mode value and found it to be 11.19 hours. We then found the no of hours these individuals travelled from home to office and vice versa. It was found that most of them travelled for 51.176 minutes. From this we found that roughly the married individuals in our sample were contributing 11.19 hours of their day to their work and approximately 1 hour to travel and could not or on personal choice did not contribute much to help he lp their wards with their studies.
Missing of social gatherings (gender wise)
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Missing of social gatherings (marital status wise)
Based on the previous questions analysis we were of the opinion that probably the respondents were missing out on large no of social gatherings. But this was not the case. Whether married or unmarried, male or female, approximately 48.5% of them missed only 2 social gatherings in a year. year. This was a clear indication that thought they had work pressures and did fall out on some of
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the family aspects but social gatherings were generally not avoided. Respondents of our sample attempted to balance their family and work life efficiently. efficiently.
The family life of the employees surveyed was measured broadly based upon their gender and their marital status.
1.
(a) Out of the the total total male respondents respondents 18 percent percent of them them were were married. married. It was found that about 34% of them spent on an average only 45 minutes with their families. They work for about 11 hours a day for 5 days a week. They travel for about 1 hour and sleep only for about 5.5 hours. They go on a vacation once a year for about 8 days. Most Most of them them often often suffer suffered ed from from health health ailment ailmentss like like headache headache,, insomn insomnia ia and depression. (b) From the remaining married male surveyed about 35% of them spent on an average 2 hours with their families. They work for about 8 hours a day for 5 days a week. They travel for about 1 hour and sleep only for about 6.5 hours. They go on a vacation once a year for about 4 days. Some of them often suffered from health ailments like headache and common cold. (c) Out of the total male respondents 82 percent of them were unmarried. It was found that about 34% of them spent on an average only 45 minutes with their families. They work for about 9 hours a day for 5 days a week. They travel for about 1.5 hour and sleep only for about 6 hours. They go on a vacation thrice a year for about 4 days per vacation. Some of them often suffered from health ailments like headache, insomnia.
2. (a) Out of the total total female female respondents respondents 28 percent percent of them them were were married. married. It was found found that about 35 per cent of them spent on an average 3.5 hours with their families. They work for about 8 hours a day for 5 days a week. They travel for about 1 hour and sleep for about 6.5 hours. They go on a vacation once a year for about 11 days. Most of them often suffered from common health ailments like headache and common cold.
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(b) Out of the total female respondents 72 percent of them were unmarried. It was found that about 35 per cent of them spent on an average only 45 minutes with their families. They work for about 9 hours a day for 5 days a week. They travel for about 1 hour and sleep only for about 6 hours. They generally don’t go on a vacation. Most of them often suffered from health ailments like headache, insomnia and depression.
Interpretation
1. The survey survey found found two groups groups of married married malesmales- those those spendi spending ng about 2 hours hours with the family in a day and those spending only 0.75 hours with the family. The former group was able to spend more time with the family because of less work load, balanced self life and good health. However the other group is able to give only 0.75 hours to the family because because of compara comparativ tively ely more work work load, load, less less time time for self and stress stress related related health health problems. Where the group which spends more time with the family goes on a vacation once in a year for about 4 days, the other group spending less time with the family is able to balance his family life by going on a vacation for 8 days in a year. Thus it was found that inspite of heavy work load and stressful life, the married males are able to balance their family life by giving less time for self, going on a long vacation with the family, engaging in group recreational activities, etc.
2. It was found found that the unmarr unmarried ied males males surveye surveyed d spend less less time with with the family family because of more working hours, stress related health problems, and preference to spen spend d more more time time on self self recr recrea eati tion onal al acti activi viti ties es than than with with fami family ly.. Also Also,, considerable no. of them do not stay with family. However they are able to balance their family life by going on a vacation for thrice a year for about ab out 4 days. Hence we found that the IT male professionals, whether married or unmarried are able to balance their family life with their work and self life by prioritizing their day to day activities. 35
3. It was found found that compare compared d to unmarried unmarried females females the the married married females females are are able to spend more time with the family because of comparatively less work load and preference to spend more time with family than on self. Most the married females also tutor their children. Also going on a vacation for a longer duration adds to their balance family life. However the family life in case of unmarried females was found to be unbalanced due to stressful work life, preference to spend more time on self than with family and not going on a vacation even once in a year.
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8.3 Self life
One of the growing areas of concern in work-life balance is attention towards one’s own self. We have the ability to solve most, if not all, of our work problems in life if we know how. Self Care means the understanding of spirit of pride, love of praise, self-will etc. Awareness of these needs of the self life is the first step to avoid conflicts within self life. Along with work, family and friends, friends, I is also important. important. One needs to be attentive attentive to one’s own personal personal self being. Being self responsible becomes the first step towards striking the balance.
In our study we classified the questions based on self - care, self – awareness, self – attention and self responsibility. Some of the questions asked were no of hours of sleep daily, recreational activities, hobbies etc.
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No of hours of sleep daily
In response to the question of sleep time in a day, 90% of the respondents confirmed that they slept for 6 or more than 6 hours daily. daily. According to the medical theories, it is said that an average of 6 hours of sleep is required for an adult to rejuvenate his physical capacities on a daily basis. Despite, Despite, the heavy work schedules schedules all the respondents respondents of the survey satisfied satisfied this criterion. On further analysis based on their marital status gave us the following results.
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It was found that more of the singletons were sleeping for more than 6 hours. While in case of married respondents approximately 50% of them slept strictly for 5 – 6 hou rs.
Recreational activities
IT is well well known known for its extens extensive ive workin working g hours. hours. Recreat Recreation ion is essent essential ial for the holist holistic ic develop developmen mentt of the person. person. This questi question on was framed framed to tap the opinio opinions ns and the genera generall behavior of the respondents. In response to getting involved in recreational activities, 50 % o f the male respondents spend time engaging in recreational activities while maximum females do not. This clearly shows a striking difference in the choice made by males and females towards balancing balancing self life. life. One fourth of our respondents respondents also confided confided that they were were interested interested in recreational activities, but could not find time to include them in their daily routines for lack of time. They were of the opinion that vacations were the time when they could get a break from work.
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Membership of spiritual organizations
As a counterbalance to the pressures and stress of a turbulent pace of life and the lack of community many people feel and their increased need for involvement and connection. Job demands have made the workplace dominant in many people’s lives, yet they continue to question the meaning of work. An increasing number of people are finding that the pursuit of more material acquisitions leaves them unfulfilled. The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of the community led us to include this question into o ur questionnaire.
In response to being part any spiritual or social organization, out of the total males, singletons have a upper hand than married ones. 25% (34 out of 136) of males are a part of social or spiritual organization, out of which 88% (30 out of 34) are single males and 12% (4 out of 34) are married. The rest 75% of males, married or single (102 out 136) are not part of any social or spiritual organization. Out of the total females, there is an equal distribution of analysis. 36% (22 out of 61) of females are a part of social or spiritual organization, out of which 45% (10 out of 22) are single females and 55% (12 out of 22) are married. The rest 64% of females, married or single (39 out of 61) are not part of any social or spiritual organization. 40
Hobbies
The pie-diagram represents represents the general response response of the respondents pertaining pertaining to hobbies. hobbies. 32% of them preferred preferred to watch T.V T.V.. while just 4% finished finished their office office work while at home. When further analysed according to the gender it was found that females were more keen on viewing the television soaps while males were into gym and internet surfing. A quick observation of the details showed that there was a even distribution to all the options when male respondents were considered. While in case of female respondents, the choices were more tending to wards otions like T.V, spending time with family etc.
General In response to being left alone once reaching home, out of total males 18% are married and 82% are unmarried, it was evident from the data that 40% of married males never like to be left out, compared to 28% of single males. Out of the married males, 4% always like to be left out after they reach home and 56% sometimes like to be left out, whereas, 20% single males always like to be left alone after they reach home and 52% of them, sometimes like to be left alone. For 31% female respondents, 71%
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are single and 29% are married. Out of the married females, none like to be always left out after they reach home, 33% sometimes like to be left out and 67% never like to be left out. Out of the single females, 19% always like to be left out, 60% sometimes like to be left out and 21% never like to be left out. In response to attending official calls after office hours, 60% of the males attend the official calls after the office hrs while only 41% of the females do that. Even during vacation, there are 43% of males who attend to official calls whereas, only 38% of females attend the official calls during the vacation.
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9.0 Testimonials
Due to inflexibility in working hours, I am normally not able to spend more time with family during the working days. However, I arrange a family picnic once a month. I spend my Sundays with my family. family. Whenever I get time, I play with my kids to relieve my stress. -Aasif Sheikh, Team Leader, Accenture
I don’t stay with my family. On non-working days, I spend most of my time on self-recreational activities like playing squash, yoga, music, etc. But, I do go on a family vacation once in 6 months. -Bhavesh Mehta, ASE, Syntel
Syntel takes initiatives to balance the work-life balance of their employees. The activities include yoga and aerobics, aerobics, gym, sports and flexible flexible working hours. This allows us to devote more time for family and for self. - Amit Pingle, ASE, Accenture
I recently joined Accenture. I wish to concentrate more on work than on self at least in the early working years, since future rewards will follow based on my initial success in the organization. However, my Sundays are for my family and friends. - Harsh Sanghvi, ASE, Accenture
I took an off from work until my son was 6 years old. Now, after work, I generally spend time tutoring my son. However, I am not able to spend more time on myself but that could be done in some following years. -Megha Amin, SE, Syntel
I spend time gymming, playing table tennis, yoga and aerobics to combat my stressful life. - Ankit Gogri, ASE, Accenture Acce nture
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10.0 Conclusions
Work life balance refers to those factors which strike a balance between Work life, Family life and self life. These factors play an integral part in building an employee’s routine and lifestyle. Issues like stress management, personal space, time for family and friends, time to pursue hobbies etc. start becoming evident as when there is work life imbalance.
In our study of Work life balance in the IT 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 co nscious efforts taken by both, the employer and the emplo yee.
From our analysis we concluded that respondents of this survey were spending time in all the three fronts of work, family and self life. But the no of hours spent by each of them was different. This could be attributed to their personality and individual choice. It could also depend on what they considered as best balance for themselves. Somebody who is not spending much time with family on a daily basis would go for a family outing 2 -3 times while a person spending time with family on a daily basis may even skip a yearly vacation.
Our study thus helped us confirm that time pressures are not the primary problem underlying work – life conflicts. It is the psychological p sychological incursion of work into family domain an d vice versa. People are thinking about work when at home and about home when at work. Finally it all draws down down on indivi individua duall parame parameter terss like like person personali ality ty,, values values,, percept perception ion of a work work life life balance balance,, attitudes towards work , family and self. Another Another aspect of the entire study though not explicitly cover covered ed is the the organ organiz izat atio iona nall cultu culture re to readi readily ly accept accept the the work work life life init initia iati tive vess into into the the organizational environment.
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On the basis of our analysis, the following recommendations can be made. RECOMMENDATIONS TO THE EMPLOYER
1. Motiva tivati tio on
Motivation techniques seemed to work in some organisations in which work life balance was high. Specifically in two organisations that we surveyed, i.e. TCS and Accenture, motivation techniques have come a long way in reducing attrition rates and absenteeism. We found that employees high on motivation had a better work life and family life balance.
2. Appr Apprec ecia iati tion on of of work 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. Auth Authori ority ty and and Respo Respons nsibi ibilit lity y
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. Pursu Pursuing ing Hob Hobbie biess and Pass Passion ionss
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 Work life balance of employees.
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2. Effe Effectiv ctivee Time Time and Stre Stress ss Mana Managem gement ent
It is a myth that poor work life balance is caused due to the working patterns of the firm or aggressive attitude of the supervisor, ultimately trying to indicate that imbalance is due to the organization’s practices. But the reality is not so. It is the individual also who is equally responsible to 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 balance.. If the employ employees ees can work work on their their time time managem management ent skills, 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, empl employ oyer er-e -emp mplo loye yeee agre agreeme ement nt or contr contract act of empl employ oyme ment nt that that exis exists ts in the the work workpl place ace.. Empl Employ oyer erss must must care carefu full lly y asse assess ss the the impl implic icat atio ions ns of any propo propose sed d chan changes ges in work workin ing g arrangements, and ensure that unintended additional costs, such as overtime payments, are not incurred.
Employ Employers ers seekin seeking g to change change workin working g arrang arrangeme ements nts may wish wish to consid consider er establi establishi shing ng an agreement agreement for their workplace workplace or for a particular particular employee. employee. Communication Communication with employees is essential when changing any work practices or arrangement, including introducing work life balance balance initiative initiatives. s. All employees need to be made aware of what new initiatives initiatives are available, how they are to be implemented and the rules and conditions related to these new work practices. Employers must communicate that work/life balance and the use of flexible options are not just for women with family responsibilities. Senior managers in organisations need to ‘walk the talk’ and demonstrate that balancing paid work and non-work activities is positive, necessary for physical and psychological health and will not damage career prospects.
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11.0 References:-
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Kate Kate Gros Grosse serr and and Jere Jeremy my Moon, Moon, Gend Gender er Main Mainst stre ream amin ing g and and Corp Corpor orate ate Socia Sociall Responsibility: Reporting Workplace Issues , No. 27-2004 ICCSR Research Paper Series – ISSN1479-5124
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Jim Bird (2006), Work Life balance: Doing it right and avoiding pitfalls Vol 33, no. 3 Wiley Periodicals, Inc.
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Marjolein Broers and Matt Sanders, Work-Life Balance: Is Having Policies Enough?, Queensland Department of Industrial Relations, University of Queensland
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Linda Duxbury and Chris Higgins (2001), Work-Life Balance in the New Millennium: Where Are We? We? Where Do We Need to Go? , CPRN Discussion Paper No. W|12
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Hudson, The case for work/life Balance: Closing the gap Policy and Practice : A Hudson Initiative
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Mervyl McPherson, The Role of Managers In WorkWork- Life Balance Implementation, Equal Employment Opportunities Trust, Auckland
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Richard P. Chaykowski (2006,June), Toward Squaring the Circle Work-Life Balance and the Implications for Individuals, Firms and Public Policy,V Policy,Vol ol 12 , No 3, ISSN 0711-0677
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Heller Ehrman (2007, January 23), Work/Life Balance: “Not Just for Women” ,Stanford Park Hotel, Menlo Park, CA
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Helen de Cieri, Barabara Holmes, Jacqui Abbot & Trisha Pettit (2002, November), Work/ life balance strategies: Progress and Problems in Australian organizations, working paper 58/02, Faculty of business and economics, Monash University
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Herman Miller, When work and life balance, everyone wins
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https://www.acs.org.au/acs_policies/docs/2005/worklife.pdf
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http://www.e-pao.net/epSubPageExtractor http://www .e-pao.net/epSubPageExtractor.asp?src=leisure.Essays.W .asp?src=leisure.Essays.Work_Life_Balance ork_Life_Balance
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http://www.esrcsocietytoday http://www .esrcsocietytoday.ac.uk/ESRCInfoCentre/PO/releases/2006/january/wor .ac.uk/ESRCInfoCentre/PO/releases/2006/january/worklife_ klife_ balance.aspx
•
http://www.hinduonnet.com/mag/2002/10/06/stories/2002100600180300.htm
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12.0 Annexure
1. Since how many many years years you you have been working working in IT industry? industry? a. 0 to 3 years b. 3 to to 7 year ears c. 7 to 12 year ears d. More More than than 12 years ears 2. Do you hav havee shi shift fts? s? a. Yes b . No 3. If yes, yes, list list your your offic official ial shif shiftt timing timings. s. ________________ ________________ ________________ 4. Do you have flexib flexible le timing timings? s? a. Yes b. N o 5. If yes, yes, kindly kindly list list the the timin timings. gs. ________________ ________________ ________________ 6. How many days do you you work work in a week? week?
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a. 5 b. 6 c. 7 7. How many many hour hourss (aver (average age)) you you work work in a day? day? a. Less than 8 b. 8 to t o 10 c. 10 to 12 d. More than han 12 12
8. How many many minutes minutes do you you travel travel (to (to and fro) in a day? a. Less th than 30 30 b. 30 to 60 c. 60 to 90 d. more th than 90 90 9. Please Please tick the appropri appropriate, ate, for for the the modes modes of transp transport ort used. used. a. Publ Public ic tran transp spor ortt b. b. Pers Person onal al veh vehic icle le c. Comp Company any tran transp spor ortt faci facili lity ty 10. How many days do you you travel for official official purpose or go on site in a month? a. 0 b. Less ess than 5
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c. 5 to 10 days d. More More than than 10 day days 11. For how many hours hours do you sleep sleep in a day? a.
less than 4
b. 5 c. 6 d. More th than 6 12. How much time do you spend with your family family each day? a. Less Less than than 30 minu minute tess b. b. 30 to 60 minu minute tess c. 60 to 90 minu minuttes d. More More than than 90 90 min minut utes es 13. How many times times do you go on a vacation vacation in a year? a. b. c. d.
0 1 2–3 More th than 3
14. If yes, how many days do you go on a vacation in a year? a. 0 – 10 days b. 10 - 15 days c. 15 - 20 days days d. More than 20 days 15. Do you like to be left left alone once you you reach home? a. Always
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b. Somet ometiimes c. Never 16. Are you a member of any social/spiritual organizations? a. Yes b. N o 17. How many hours a week do you you help your children in studies? a. 0 b. 3 - 5 c. 5 - 7 d. 7 – 10 18. Do you get involved in any recreational activities? a. Yes b . No c. Don Don ’t ’t fin find d ti time 19. (i) Do you stay stay with your your parents? parents? a. Yes b. N o (ii) Do you stay with your spouse and children? a. Yes b. N o
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20. If the answer to the above question is no, then how frequently frequently do you visit them? them? a. Weekly b. Monthly c. Half year early d. Yearly 21. Do you take take office office work home? home? a. Yes b. N o 22. What do you do once you you reach home from from work? a. Watch atch T.V. .V. b. b. Surf Surf the the int inter erne nett c. Fini Finish sh pen pendi ding ng off offic icee work work d. Sleep e. Spen Spend d time time wit with h your your fami family ly f. Recre Recreat atio ional nal acti activi viti ties es g. Gym h. Yoga i. 23. Is
Any other
your mind pre occupied with household hou sehold tensions during office hours? a. Often
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b. Somet ometiimes c. Seldom 24. Is your mind pre occupied with with official tensions tensions while at home? a. Often b. Some ometimes c. Seldom 25. Are you called to office office at odd hours in case of work load? a. Often b. Some ometimes c. Seldom d. Never 26. Do you go to office office at odd hours in case of work load? a. Often b. Some ometimes c. Seldom d. Never 27. Do you attend office calls after office office hours? a. Often b. Some ometimes c. Seldom 28. Do you attend office calls while on a vacation?
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a. Often b. Some ometimes c. Seldom 29. You frequently complain of (please tick the appropriate ) a. Insomnia b. Headache c. Hair fall d. Depression e. Blood pressure f. Diabetes g. Acidity h. Constipation i. Common cold 30. How many many times times have you missed missed an import important ant social social gather gathering ing because because of offic official ial work? a. 0 b. Up to 2 c. Up to 6 d. More th than 6
31. Does your organization organization take initiatives initiatives in work life balance? a. Yes b . No
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32. If yes, can you you list some of them? them? _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ ______________________
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