FINAL RESEARCH PROJECT ON EMPLOYEE PERCEPTION TOWARDS WORK LIFE BALANCE

SUBMITTED FOR THE PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION (BBA) (SESSION 2008-2011)

Under the Supervision of: Miss. RUHI MITTAL

Submitted By: TARSEM SAINI 1208058

MM Institute of Management MM University, Mullana, Ambala,Haryana-133207

DECLARATION

I hereby declare that the dissertation entitled EMPLOYEE PERCEPTION TOWARDS WORK LIFE BALANCE submitted for the Degree of Bachelor of Business Administration is my original work and the dissertation has not formed the basis for the award of any degree, diploma, associates ship, fellowship or similar other titles. It has not been submitted to any other University or Institution for the award of any degree or diploma.

Date: Place:

TARSEM SAINI 1208058

CERTIFICATE
The research project EMPLOYEE PERCEPTION TOWARDS WORK LIFE BALANCE is an original peace of research work done by Mr. TARSEM SAINI, Roll No. 1208058. During the period of his study under my guidance for the award of Bachelor of Business Administration (BBA) degree.

DATE: PLACE:

Name of Research Guide RUHI MITTAL

ACKNOWLEDGEMENT

I am greatly indebted to Dr. Amit Mittal for my permitting me to undertake my final research project in the esteemed MM University. Without his scholarly guidance, painstaking efforts and persistent encouragement it would not have been possible for me to complete this course of study. My overriding debt is to Miss.RUHI MITTAL, Research Guide MMIM, for his valuable guidance all through the successful completion of the project. I am extremely thankful to him for providing me all the guidance and support. His constant encouragement and appraisal has helped me a lot in completing the project. I am also thankful to him for providing me guidance time to time. I also acknowledge the cooperation of respondents i.e. the teachers of various institutes of MM University, without whose help this project would not have been a success. TARSEM SAINI (1208058)

PREFACE
Research work is a part of our curriculum that gives us the knowledge about the practical aspects of management study and makes us stand in an organization. This also helps to understand & correlate the theoretical concepts better which remains uncovered in the classrooms. I have prepared this report in the process of my graduate degree in business management. The topic that has been taken for the research is "Employee perception towards work life balance" which has been finalized by consultation with my research project guide. Human resources are the major assets for any organization, as they constitute integral part of an organization. In this research work the globalization on HRM have been studied. impact of

LIST OF TABLES, GRAPHS & CHARTS

TABLES: 8 tables regarding response of senior executives. 8 tables regarding response of junior executives. GRAPHS 3 graphs regarding response of senior executives 4 graphs regarding response of junior executives CHARTS 5 pie charts regarding response of senior executives 4 pie charts regarding response of junior executives

CONTENTS

CHAPTER 1

INTRODUCTION TO THE TOPIC

CHAPTER2_ REVIEW OF LITERATURE CHAPTER3_ RESEARCH METHODOLOGY 3.1 STATEMENT OF THE PROBLEM ______ 3.2 RESEARCH OBJECTIVE 3.3 RESEARCH DESIGN 3.4 3.5 3.6 3.7 SAMPLE DESIGN SAMPLING TECHNIQUE SAMPLING SIZE DATA COLLECTION 3.8 PRIMARY DATA SECONDARY DATA

DATA TABULATION

3.9 DATA PRESENTATION 3.10 LIMITATION OF STUDY CHAPTER4_ ANALYSIS & INTERPRETATION ______ CHAPTER5_ FINDINGS OF THE STUDY ______ CHAPTER6_ CONCLUSION & SUGGESTIONS ______

ANNEXURE:- QUESTIONNAIRE BIBLIOGRAPHY

Chapter-1

Introduction to the Topic

INTRODUCTION TO WORKLIFE BALANCE

Worklife balance is a broad concept including proper prioritizing between "work" (career and ambition) on one hand and "life" (Health, pleasure, leisure, family and spiritual development) on the other. Related, though broader, terms include "lifestyle balance" and "life balance".

History :
The expression was first used in the late 1970s to describe the balance between an individual's work and personal life. [1] In the United States, this phrase was first used in 1986. Over the past twenty-five years, there has been a substantial increase in work which is felt to be due, in part, by information technology and by an intense, competitive work environment. Long-term loyalty and a "sense of corporate community" have been eroded by a performance culture that expects more and more from their employees yet offers little security in return. Many experts predicted that technology would eliminate most household chores and provide people with much more time to enjoy leisure activities; but many ignore this option, encouraged by prevailing consumerist culture and a political agenda that has "elevated the work ethic to unprecedented heights and thereby reinforced the low value and worth attached to parenting". Many Americans are experiencing burnout due to overwork and increased stress. This condition is seen in nearly all occupations from blue collar workers to upper management. Over the past decade, a rise in workplace violence, an

increase in levels of absenteeism as well as rising workers compensation claims are all evidence of an unhealthy work life balance.[citation needed] Employee assistance professionals say there are many causes for this situation ranging from personal ambition and the pressure of family obligations to the accelerating pace of technology.[1]. According to a recent study for the Center for Work-Life Policy, 1.7 million people consider their jobs and their work hours excessive because of globalization. These difficult and exhausting conditions are having adverse effects. According to the study, fifty percent of top corporate executives are leaving their current positions. Although sixty-four percent of workers feel that their work pressures are "self-inflicted", they state that it is taking a toll on them. The study shows that seventy percent of US respondents and eighty-one percent of global respondents say their jobs are affecting their health. Between forty-six and fifty-nine percent of workers feel that stress is affecting their interpersonal and sexual relationships. Additionally, men feel that there is a certain stigma associated with saying "I can't do this".

STRESS AND WORK LIFE BALANCE

The number of stress-related disability claims by American employees has doubled] according to the Employee Assistance Professionals Association in Arlington, Virginia. Seventy-five to ninety percent of physician visits are related to stress and, according to the American Institute of Stress, the cost to industry has been estimated at $200 billion-$300 billion a year.

Steven L. Sauter, chief of the Applied Psychology and Ergonomics Branch of the National Institute for Occupational Safety and Health in Cincinnati, Ohio, states that recent studies show that "the workplace has become the single greatest source of stress". Michael Feuerstein, professor of clinical psychology at the Uniformed Services University of the Health Sciences at Bethesda Naval Hospital states, "We're seeing a greater increase in work-related neuroskeletal disorders from a combination of stress and ergonomic stressors". It is clear that problems caused by stress have become a major concern to both employers and employees. Symptoms of stress are manifested both physiologically and psychologically. Persistent stress can result in cardiovascular disease, sexual health problems, a weaker immune system and frequent headaches, stiff muscles, or backache. It can also result in poor coping skills, irritability, jumpiness, insecurity, exhaustion, and difficulty concentrating. Stress may also perpetuate or lead to binge eating, smoking, and alcohol consumption. According to James Campbell Quick, a professor of organizational behavior at the University of Texas-Arlington, "The average tenure of presidents at landgrant universities in the past ten years has dropped from approximately seven to three-and-a-half years". The feeling that simply working hard is not enough anymore is acknowledged by many other American workers. To get ahead, a seventy-hour work week is the new standard. What little time is left is often divvied up among relationships, kids, and sleep. This increase in work hours over the past two decades means that less time will be spent with family, friends, and community as well as pursuing activities that one enjoys and taking the time to grow personally and spiritually.]

Texas Quick, an expert witness at trials of companies who were accused of overworking their employees, states that when people get worked beyond their capacity, companies pay the price. Although some employers believe that workers should reduce their own stress by simplifying their lives and making a better effort to care for their health, most experts feel that the chief responsibility for reducing stress should be management. According to Esther M. Orioli, president of Essi Systems, a stress management consulting firm, Traditional stress-management programs placed the responsibility of reducing stress on the individual rather than on the organization-where it belongs. No matter how healthy individual employees are when they start out, if they work in a dysfunctional system, theyll burn out.

WORK-LIFE BALANCE CONCERNS OF MEN AND WOMEN ALIKE

Similar discrimination is experienced by men who take time off or reduce working hours for taking care of the family. For many employees todayboth male and femaletheir lives are becoming more consumed with a host of family and other personal responsibilities and interests. Therefore, in an effort to retain employees, it is increasingly important for organizations to recognize this balance.

YOUNG GENERATION VIEWS ON WORK-LIFE BALANCE

According to Kathleen Gerson, Sociologist, young people are searching for new ways to define care that do not force them to choose between spending time with their children and earning an income" and are looking for definition of personal identity that do not pit their own development against creating committed ties to others". Young adults believe that parents should get involved and support the children both economically and emotionally, as well as share labor equally. Young people do not believe work-life balance is possible and think it is dangerous to build a life dependent on another when relationships are unpredictable. They are looking for partners to share the house work and family work together. Both men and women believe that women should have jobs before considering marriage; for better life and to be happy in marriage. Young people do not think their mothers generations were unhappy and no power because they were not economically dependent.

IDENTITY THROUGH WORK

Women Today there are many young women who do not want to just stay at home and do house work, but want to have their careers. In fact, women may lose their self-esteem and identities when they stay at home; young women hope that their lives will include strong ties to the workplace.

Men Men know that work alone may not provide their lives with meaning. Young men can lose their meaning of life; they want a balance between paid work and personal attachments without being victimized at work. Facts Regarding home life, men and women have similarities with work and home life. Today, home is not a heavenly place which men and women could rest and feel comfort as before, but home is an additional place of work.

WORK-LIFE BALANCE ISSUES AND THEIR INFLUENCE ON CHILDREN

An increasing number of young children are being raised by a childcare provider or another person other than a parent; older children are more likely today to come home to an empty house and spend time with video games, television and the internet with less guidance to offset or control the messages coming from these sources. No one knows how many kids are home after school without an adult, but they know the number is in the millions. Also, according to a study by the National Institute of Child Health and Human Development, the more time that children spent in child care, the more likely their sixth grade teachers were to report behavior problems. The findings are the results of the largest study of child care and development conducted in the United States; the analysis tracked 1,364 children from birth.

CONSEQUENCES OF AN IMBALANCE
Mental health is a balancing act that may be affected by four factors: the influence of unfavorable genes, by wounding trauma, by private pressures and most recently by the stress of working. Many people expose themselves unsolicited to the so-called job stress, because the "hard worker" enjoys a very high social recognition. These aspects can be the cause of an imbalance in the areas of life. But there are also other reasons which can lead to such an imbalance. Remarkable is for example the increase in non-occupational activities with obligation character, which include mainly house and garden work, maintenance and support of family members or volunteer activities. All this can contribute to the perception of a chronic lack of time. This time pressure is, amongst others, influenced by the own age, the age and number of children in the household, marital status, the profession and level of employment as well as the income level. The psychological strain, which in turn affects the healthiness, increases due to the strong pressure of time, but also by the complexity of work, growing responsibilities, concern for long-term existential protection and more. The mentioned stresses and straints could lead in the long term to irreversible, physical signs of wear as well as to negative effects on the human cardiovascular and immune systems. Psychoanalysts diagnose uncertainty as the dominant attitude to life in the postmodern society. This uncertainty can be caused by the pressure which is executed from the society to the humans. It is the uncertainty to fail, but also the

fear of the own limits, not to achieve something what the society expects, and especially the desire for recognition in all areas of life. In today's society we are in a permanent competition. Appearance, occupation, education of the children everything is compared to a media staged ideal. Everything should be perfect, because this deep-rooted aversion to all average, the pathological pursue to excellence - these are old traditions. Who ever wants more - on the job, from the partner, from the children, from themselves - will one day be burned out and empty inside. He is then faced with the realization that perfection do not exist. Who is nowadays empty inside and burned out, has in the common language a Burnout. But due to the definitional problems Burnout is till this date no recognized illness. An attempt to define this concept more closely, can be: a condition that get only the passionate, that is certainly not a mental illness but only a grave exhaustion (but, lo and behold, can lead to numerous sick days).
[16]

It can benefited to the term that it is a disease model which is socially acceptable and also, to some extent, the individual self-esteem stabilizing. This finding in turn facilitates many undetected depressed people, the way to a qualified treatment.
[17]

According to experts in the field are, in addition to the ultra hard-

working and the idealists mainly the perfectionist, the loner, the grim and the thin-skinned, especially endangered of a burnout. All together they usu-ally have a lack of a healthy distance to work. [18] Another factor is also, that for example decision-makers in government offices and upper echelons are not allowed to show weaknesses or signs of disease etc., because this would immediately lead to doubts of the ability for further responsibility. It should be noted that only 20% of managers (e.g. in Germany) do sports regularly and also only 2% keep regularly preventive medical checkup.
[19]

In such a position other priorities seem to be set and the time lacks for

regular sports. Frightening is that the job has such a high priority, that people

waive screening as a sign of weakness. In contrast to that, the burnout syndrome seems to be gaining popularity. There seems nothing to be ashamed to show weaknesses, but quite the opposite: The burnout is part of a successful career like a home for the role model family. Besides that the statement which describes the burnout as a "socially recognized precious version of the depression and despair that lets also at the moment of failure the self-image intact" fits and therefore concludes "Only losers become depressed, burnout against it is a diagnosis for winners, more precisely, for former winners.. However, it is fact that four out of five Germans complain about too much stress. One in six under 60 swallows at least once a week, a pill for the soul, whether it is against insomnia, depression or just for a bit more drive in the stressful everyday life. The phases of burnout can be described, among other things, first by great ambition, then follows the suppression of failure, isolation and finally, the cynical attitude towards the employer or supervisor. Concerned persons have very often also anxiety disorders and depressions, which are serious mental diseases. Depressions are the predominant causes of the nearly 10,000 suicides that occur alone each year in Germany. The implications of such imbalances can be further measured in figures: In 1993, early retirement due to mental illness still made 15.4 percent of all cases. In 2008, there were already 35.6 percent. Even in the days of illness, the proportion of failures due to mental disorders increased. Statisticians calculated that 41 million absent days in 2008 went to the account of these crises, which led to 3.9 billion euros in lost production costs. For companies it is time to act and support their employees with a healthy work-life-balance.

RESPONSIBILITY OF THE EMPLOYER

Companies have begun to realize how important the work-life balance is to the productivity and creativity of their employees. Research by Kenexa Research Institute in 2007 shows that those employees who were more favorable toward their organizations efforts to support work-life balance also indicated a much lower intent to leave the organization, greater pride in their organization, a willingness to recommend it as a place to work and higher overall job satisfaction. Employers can offer a range of different programs and initiatives, such as flexible working arrangements in the form of part time, casual and telecommuting work. More proactive employers can provide compulsory leave, strict maximum hours and foster an environment that encourages employees not to continue working after hours. It is generally only highly skilled workers that can enjoy such benefits as written in their contracts, although many professional fields would not go so far as to discourage workaholic behavior. Unskilled workers will almost always have to rely on bare minimum legal requirements. The legal requirements are low in many countries, in particular, the United States. In contrast, the European Union has gone quite far in assuring a legal work-life balance framework, for example pertaining to parental leave and the non-discrimination of part-time workers. According to Stewart Friedman -- professor of Management and founding director of the Wharton Schools Leadership Program and of its Work/Life Integration Projecta "one size fits all mentality in human resources management often perpetuates frustration among employees. [Its not an] uncommon problem in many HR areas where, for the sake of equality, there's a

standard policy that is implemented in a way that's universally applicable -[even though] everyone's life is different and everyone needs different things in terms of how to integrate the different pieces. It's got to be customized. Friedmans research indicates that the solution lies in approaching the components of work, home, community, and self as a comprehensive system. Instead of taking a zero-sum approach, Friedmans Total Leadership program teaches professionals how to successfully pursue four-way wins -- improved performance across all parts of life.

WORK-LIFE BALANCE INITIATIVES

There was a strong belief amongst employers and employees that the implementation of work-life balance initiatives would have a positive and noticeable impact on the workplace. Overall, employers indicated reasonably strong support for initiatives that helped employees manage work and life commitments. A key to support amongst employers was that employers could relate to the issue personally and could therefore understand the impact endemic work-life imbalance could have on the workplace. Employers viewed the key benefits of implementation of work-life balance initiatives were retention of quality staff and being able to attract quality staff, both issues of concern in the current buoyant labour market.

Other perceived benefits were higher productivity, happier workplaces, more motivated staff, a closer relationship between staff and management, and a trickle down effect that would lead to happier communities. Key barriers seen to hinder employers implementing work-life balance initiatives were: - the perceived cost of implementing some initiatives, which was seen as an issue particularly important to smaller businesses - having the time and resources to manage and implement the initiatives - a lack of expertise and knowledge both in terms of the best initiatives to implement for their type of business and how to actually set-up particular initiatives. Unprompted suggestions for work-life balance initiatives raised by employees included: - More money, courses and counselling, social clubs, more time to take stock, child care facilities, additional staff to cover busy periods, more fulfilling work, and an employer that was understanding and supportive during times of stress. Unprompted suggestions for work-life balance initiatives (additional to what were already \ offered by their organisation) raised by employers included: - Teaching employees life skills and third party support for smaller businesses. Both employers and employees suggested flexible hours, disclosing company goals, and enhanced health care facilities as possible work-life balance initiatives.

 Prompted suggestions for work-life balance initiatives that employees were most interested in included: - Stress management programmes, communication on company objectives, working part-time, counselling and workload planning. From the prompted list of work-life balance initiatives a majority of employers claimed to already have the following in place, workload planning, working part-time, tailored contracts, and clear communication on company objectives. Of initiatives not yet in place, employers noted that they were most likely to consider offering stress management programmes and job sharing.

KEY ROLES
Responsibility for work-life balance was seen to primarily lie with the individual. The key role of the employer was seen to be in providing a good working environment. While most employers did not want to see the Government legislate on worklife balance issues, there were a number of suggestions as to the role the Government could play. - Raise awareness and educate both employees and employers on the benefits of maintaining a healthy balance between life and work. - Provide best practice and cost-benefit information on the various initiatives that could be put in place to address work-life balance issues. - Provide subsidies to implement work-life balance initiatives. - Provide independent work-life balance services that small businesses could access such as counseling and advice on how to set-up services. - Provide tax breaks to alleviate the cost of implementing any services.

16 WAYS TO ENCOURAGE WORK/LIFE BALANCE IN EMPLOYEES

As a recession looms and companies slash their payrolls, it is more important than ever to keep remaining employees productive and happy. One issue that employers constantly wrestle with is work/life balance, the allocation of employees time and energy between work and family, health activities, hobbies and all of life's non work requirements. Studies have shown that too much work can lead to a variety of stress-related illnesses that sap workers vitality, making them more prone to errors on the job, absenteeism, burnout and turnover. The tendency for work to dominate employees' lives is increased when layoffs and hiring freezes leave fewer workers with more to do. The remaining workers are often the hardest to replace because they are the best. It behooves companies to encourage employees to sustain healthy work/life balances. Here are some tips that companies can use to keep their work forces healthy and productive. On-the-Job Training 1. Management support for work/life balance is critical, and it must come from the top. Too often, the perception that hard work is the only way to rise in a company keeps employees at the grindstone, working themselves into illness. Top executives can set examples of good work/life balances and make it known that the same is expected from rank-and-file employees.

2. Surveys of employees work/life issues can help a company understand workers' needs and design appropriate policies to meet them. Studies have shown that respect for work/life balance needs is high on employees lists. 3. Set priorities for all work. When priorities are unclear, employees tend to overwork because they think that everything must get done at once. Setting priorities allows workers to schedule tasks over a reasonable period of time. 4. Train line managers to recognize signs of overwork. Supervisors can spot increasing error rates, absenteeism and signs of stress-related burnout more easily than anyone else in the organization. Workers who show these signs of a poor work/life balance can be referred to employee-assistance programs. 5. Seminars on work/life balance can help employees understand its importance and find ways to achieve it. Such seminars teach employees how to better manage their workloads, eliminate unproductive work habits, get sufficient exercise and negotiate more flexible work conditions that meet their needs. Make Work More Flexible 6. Flextime is one of the most useful tools in helping workers achieve a good work/life balance. Companies should identify which jobs lend themselves to flexible work scheduling and implement formal policies for coordinating flexible schedules with an employee's supervisors and co-workers. 7. Telecommuting is a way for employees to work from home while taking care of a sick or dependent family member. It also cuts down on stress and unproductive time due to a commute. Studies have shown that telecommuters

can be 30 percent more productive than their office-bound counterparts. Many companies are implementing formal telecommuting programs on an as-needed or permanent basis. Telecommuting can be a terrific recruitment tool as well. 8. Job sharing can keep two valuable employees busy while reducing workrelated stress. In a job-sharing arrangement, two workers work part-time and share the workload of one job. Careful coordination between the two workers, their supervisor and their co-workers is necessary to make job sharing work. Allow for Time Off from Work 9. Encourage the use of vacation and sick-leave time. Supervisors should advise employees to use their vacation and sick-leave benefits when signs of burnout or illness arise. Companies can implement use-it-or-lose- it policies to encourage employees to take time off when it is necessary. 10. A formal leave policy for employees with dependents recognizes and encourages the need to care for sick children or elderly parents. 11. Paid childbirth or adoption leave gives women and men the flexibility to keep their jobs while attending to a new addition to the family. This option is almost always cheaper than the alternatives of burnt-out employees or those who leave the company. 12. Limit how often employees take work home. The line between work and home lives tends to blur when employees regularly take work home. This practice should be monitored by management personnel, who should also develop plans for making sure that work gets done at the office instead of at

home. 13. Some companies allow employees to take leave for community service. These firms recognize that employees obtain life satisfaction from projects or work outside of their regular jobs. Bringing Life to Work 14. Bring-your-kids-to-work day is a way to get employees' families involved in their work lives. The opportunity to share a day of work with children is a benefit that many employees appreciate. 15. Sponsoring employees family-oriented activities is another way to combine work and life. Sporting events, excursions to amusement parks, fishing trips and other family-oriented jaunts are good opportunities to help employees strike a work/life balance. 16. Companies need to promote their work/life-balance policies year-round not just in employee orientations and handbooks. Frequent, positive communication of these benefits reinforces managements commitment to help workers achieve work/life balances and gives employees the feeling that it is OK to live a little.

Chapter-2

Literature Review

LITERATURE REVIEW
Hilary Harris , Chris Brewster and Paul Sparrow have studied how

effective global HRM impacts on the success of an organisation's international operations. The key drivers for international operations are:
maximizing shareholder value - whether implicitly or explicitly stated forging strategic partnerships - with similar organisations, groups or suppliers creating core business processes - driven by business needs building global presence - to be visible in the market place. Professor Chris Brewster, Dr Hilary Harris and Professor Paul Sparrow have revealed the delivery machanisms of HRM.The key delivery mechanisms for HRM are:e-enabling HRM - using new information and communications technology knowledge management - to exploit the internal knowledge stock cost-reduction/HR affordability - offering cost-effective solutions creating centres of excellence - avoiding replication and duplication of effort Professor Paul Sparrow analyzed the activities undertaken in the context of globalization Global HRM activities tend to fall into one of main categories: transactional capability development , business development, the strategic nature of HR interventions the political, process and technical skills brought to bear the contrasting stakeholder expectations of the interventions , the link to organizational strategy and effectiveness.

Cynthia A. Lengnick-Hall and Mark L. Lengnick-Hall have analyzed the interdependence of Firms business strategy and HRM strategy.Past efforts to relate the management of human resources to a firm's business strategy have taken three approaches: matching managerial style or personnel activities with strategies, forecasting manpower requirements given certain strategic objectives or environmental conditions, and presenting means for integrating human resource management into the overall effort to match strategy and structure. In this article, the literature on each of these approaches is reviewed, and a typology is presented that posits a reciprocal interdependence between a firm's business strategy and its human resources strategy. Implications for research and practice are discussed.

Muhammad Aminu Bawa and Dr Juhary Ali have revealed the challenges faced by HRM in the age of globalization. In the current financial crisis, which has engulfed East Asia since July 1997 and has subsequently spread to Russia and Brazil, is one of the most pressing challenges facing countries and businesses in today's global business environment. Globalization represents the structural making of the world characterized by the free flow of technology and human resources across national boundaries as well as the spread of Information Technology (IT) and mass media presenting an ever-changing and competitive business environment. Two major limitations are observed in the treatment of the twin issues of the responses to the East Asian economic crisis and the coverage of the literature on globalization. While the response to the crisis has focused on macroeconomic aspects, the issue of globalization has been addressed predominantly in and with respect to the developed economies of Western Europe, North America and Japan. This paper is an attempt to address these two limitations. Since the human factor is the key in the new era of globalization (Hassan, 1992; Sims & Sims, 1995), the primary objective of this paper is to present a conceptual framework for effective management of human resources as a response to the growing interaction of globalization and business performance. Three central arguments are made in this paper.

Chapter-3

Research Methodology

RESEARCH METHODOLOGY
All progress for born of inquiry. Doubt is often better than over confidence for it leads to inquiry and inquiry leads to invention. Research has its significance in solving various operational and planning problems of business and industry. Operational research and market research

along with motivational research are considered crucial and their results exist in more than one way in taking business decisions. Motivational research is defining why people behave is as they do mainly concerned with the determination of motivations underlying their consumer behavior. As these are great help to people in the industry who are responsible for taking business decisions. For a good research and for proper and authentic results research methodology plays a crucial role. Research methodology is a way to systematically solve the research problem, which is a science of studying how research is done scientifically. Thus research methodology encompasses the research methods or techniques, the research results are capable of being evaluated either by the researcher himself or by others. The project also covers Descriptive Research, which includes surveys and factfinding inquiries.

STATEMENT OF THE PROBLEM

Work life balance is the hottest buzzword in the contemporary era and every functional area is affected directly or indirectly by it. Therefore, human resource management is also not the exception. There is a direct impact of globalization on HRM and there are both challenges and opportunities for it. Thus, the entire project is also focused on the same as well as the response in the form of restructuring of HR practices. However, this is not an easy task at all but can be undertaken if done with due prudent and understanding the positive aspects of globalization and converting them into strengths.

OBJECTIVE OF THE STUDY:

To study the employee perception towards work life balance. To study the effect of work life balance on HRM. To study the restructuring of HRM practices in the context of work life balance. .

RESEARCH DESIGN:
I have adopted Descriptive as well as analytical research for analysis of data.

SAMPLE DESIGN
The sample design is the blueprint of entire sampling process. It describes the entire plan of the technique, size and units of sample. Sampling Unit: For research, I have selected senior executive as well as the junior executive as Sampling unit. Sample Size: I selected 200 individuals as sample size for research.

SAMPLING TECHNIQUE:

The type of sampling being used for this research work was convenience sampling, which is one of the types of non-probability sampling. In the Convenience sampling method, the part of the universe is selected as per the convenience of the investigator.

COLLECTION OF DATA:
Methods to be adopted: 1) Primary source 2) Secondary source Primary Source : Primary Data are those collected a fresh and for first time and thus happen to be original in character. Some of the common sources to collect primary data are: Personal Interview Questionnaire

Secondary Data: Secondary Data are those which have already been collected and which have already been passed through the statistical process, secondary data can be collected from: Books Annual Reports of the Company Journals & Magazines Websites

Data Tabulation Tables are to be drawn which are used in Data Interpretation. With the help of this table we can easily charts, figures and graphs wherever required. It actually helps in presenting the data in easy way. I have used simple tables on the basis of response of respondents and mentioned the accordingly. Data Presentation: As mentioned earlier, the use of tables is made for presenting the data in the simple and easy way. I have done so with the help of charts and graphs which describe the percentage of response in the respective questions. The clarity in data presentation for the helps in Analysis and Interpretation of data. percentage of response

LIMITATIONS OF THE STUDY:_

Every search work has limitation. This study is no exception to that. It was a great mental and physical exercise to go along with research project. Even by doing a lot to attend the maximum aspects of the concept, it was not possible to touch every bit of it. During the research work, although every effort has been made to make the study as accurate and precise as possible, but one cannot guarantee 100% accuracy and preciseness because of limitation one has to undergo during the study. Shortage of time and resources. Unreliability of primary data. Unreliability of secondary data. Workers cant devote enough time due to their busy schedule. Difficulty can be faced in getting the responses to various questions because of lack knowledge of the workers.

The size of the sample is very small due to shortage of time and resources.

Chapter-4

Data Analysis And Interpretation

Statement 1: Awareness regarding Work Life Balance: Table 1: Awareness regarding Work Life Balance:
RESPONSE YES NO TOTAL NUMBER OF RESPONDENTS 90 10 100

100 PERCENTAGE 80 60 40 20 0

90

Series1

10 YES RESPONSE NO

ANALYSIS AND INTERPRETATION: On asking whether the respondents know about work life balance 90% of respondents says yes to it while only 10% were not aware about it. The main reason for their awareness was their seniority. Being on senior positions they were well aware of the changes taking place in the area of HRM and understood the importance of maintaining a work life balance between work and home.

Statement 2: Presence of Work Life Balance in personal life: Table 2: Presence of Work Life Balance in personal life:
RESPONSE YES NO TOTAL NUMBER OF RESPONDENTS 60 40 100

40
YES NO

60

ANALYSIS AND INTERPRETATION: On asking, whether the respondents have really balance work life 60% respondents agree with it while 40% are not agree with this fact. It was found that seniority had an vital role to play in understanding the importance of Work Life Balance. Since the Respondents were Senior

Executives, they could prioritize their requirements and could maintain a clear distinction between their professional and personal lives.

Statement 3: Managing a work life balance provides new and broad opportunities in an organization: Table 3: Managing a work life balance provides new and broad opportunities in an organization:
RESPONSE Agree Disagree Dont know TOTAL NUMBER OF RESPONDENTS 70 20 10 100

20
OPPORTUNITIES

10 70

THREATS BOTH

ANALYSIS AND INTERPRETATION: On asking while managing the work life balance provides better opportunities in an organization 70% are agree with this it, 20% are not agree with this fact while rest of 10% do not know about it. Most of the Respondents agreed to the fact that a work life balance provides better opportunities in an organization. From their personal experience, the Respondents could tell that such a balance helped in their levels of motivation and efficiency in the organization.

Statement 4: Benefits of implementing work life balance policies in an organization. Table 4: Benefits of implementing work life balance policies in an organization.
RESPONSE Higher productivity Less absenteeism Better safety record TOTAL NUMBER OF RESPONDENTS 60 40 20 100

20 60 40

Higher productivity Less absenteeism Better safety record

ANALYSIS AND INTERPRETATION: On asking about benefits of implementing work life balance policies, 60% agree that it increase the productivity, 40% says that employee may be more regular, while rest of 20% says that it is for better safety records. Most of the Respondents agreed with the fact that Work Life Balance policies were adding to the increase in productivity. Since the senior executives had jobs which involved great amount of stress and anxieties, a Work Life Balance Policy helped them in controlling their stress levels. This in turn increased their efficient and their ability to tackle problems more effectively.

Statement 5: Other things that could be done in the workplace to help balance work-life: Table 5: Other things that could be done in the workplace to help balance work-life:
RESPONSE Flexible work practices Child care issues Managing stress TOTAL NUMBER OF RESPONDENTS 50 20 30 100
5 3 2 Series1 Flexible work practices Managing stress

5 4 3 2 1 0

ANALYSIS AND INTERPRETATION:

According to the data given above 50% respondents in favor of flexible work practices in order to balance work life, 20% says that it should be child care issues while 30% believe that it should be about how to manage the stress. Flexible work practices was most desired by the Respondents. The main reason behind this being that this way they could devote sufficient time for their families and children. Most of the Respondents were married with children between the age group of 5- 12 years, thereby demanding their attention. Hence for most of these Respondents flexi timings would prove most beneficial for maintaining a good work life balance.

Statement 6: Main cause of work life imbalance in your organization: Table 6: Main cause of work life imbalance in your organization:
RESPONSE Staffing level Stress Hours of work All TOTAL NUMBER OF RESPONDENTS 30 40 20 10 100

All

10

Hours of work Stress Staffing level 0

2 3 4

20 30 40 20 40 60

Series2 Series1

ANALYSIS AND INTERPRETATION: On asking the cause of work life imbalance in organization, 30% says that it is due to staffing level, 40% says it is due to stress of work, 20% says that it is due to hours of work while 10% says that all are the cause of work life imbalance. Since the Respondents were senior executives, the level of stress in their respective jobs was extremely high resulting in a strong desire for implementing work life balance policies.

Statement 7: Frequency of working extra hours in your organization: Table 7: Frequency of working extra hours in your organization:
RESPONSE Often Sometimes Never TOTAL NUMBER OF RESPONDENTS 30 60 10 100

10

30

Often Sometimes Never

60

ANALYSIS AND INTERPRETATION: On asking about whether they work for extra hours in their organization 60% says that they sometimes do extra work, 30% says it often while 10% says that they never do work for extra hours. It was found that generally Respondents did not have to work extra hours as the organization very rarely demanded this from their employees. However, some of the employees, on occasions had to work for longer hours mainly because of the demand from the jobs assigned to them.

Statement 8: Type of strategy adopted by the management to retain work life balance: Table 8: Type of strategy adopted by the management to retain work life balance:
RESPONSE Flexibility in working hrs Empowerment Career opportunities Compensation schemes TOTAL NUMBER OF RESPONDENTS 10 30 40 20 100

20

10

FLEXIBILITY IN WORKING HOURS EMPOWERMENT

30

CAREER OPPORTUNITIES COMPENSATION SCHEMES

40

ANALYSIS AND INTERPRETATION: On asking what type of strategy is adopted by the management to retain valued employees, 40% were in the favour of career opportunities, 30% were in the favour of empowerment as they think that the employees dont want to work in the traditional autocratic systems, 20% were in the favour of compensation schemes. 10% were in the favour of flexibility in working hours which includes shift working, weekend work, subcontracting, home working, part time working etc.

QUESTIONNAIRE OF JUNIOR EXECUTIVES Statement 1: Personal benefits of work life balance: Table 1: Personal benefits of work life balance:
RESPONSE YES NO TOTAL NUMBER OF RESPONDENTS 80 20 100

80 60 PERCENTA 40 GE 20 0 80
Series1

20 YES NO

RESPONSE

ANALYSIS AND INTERPRETATION: On asking whether work life balance is beneficial to them personally, 80% responded in favour while 20% were against it. It is clear that majority of them are aware of the benefits or opportunities provided to them by globalization. As globalization provides them new and broader career opportunities, helps in career development, improves their interpersonal skills like communication skills, leadership skills etc.

Statement 2: Major challenges faced by you when you are working on assignments:

Table 2: Major challenges faced by you when you are working on assignments:
RESPONSE Require same set of skills Problems of spouse & children Career related problems All TOTAL NUMBER OF RESPONDENTS 10 20 30 40 100

REQUIRE SAME SET OF SKILLS

10 40 20

PROBLEMS OF SPOUSE &CHILDREN CAREER RELATED PROBLEMS ALL

30

ANALYSIS AND INTERPRETATION: On asking what is the major challenge faced by them when they are working on assignments, 40% were in the favour of all the problems maintained above. 30% were in the favour of career related problems such as timely appraisals, interpersonal challenges, being bypassed for promotions, etc. 20% were in the favour of problems related to spouse and children mainly due to long working hours, lack of attention for kids, etc.

Statement 3: As several kinds of jobs are involved in a work Organization, some jobs may be perceived more significant than

others. How do you see your job? 5. My job is very significant and important to the organization. 4. My job is significant and important. 3. My job is neither significant nor important. 2. My job is insignificant and not important. 1. My job is totally insignificant and unimportant. Table 3: As several kinds of jobs are involved in a work Organization, some jobs may be perceived more significant than others. How do you see your job?
SCALE Very significant and important Significant and important Neither significant nor important Insignificant nor important Totally insignificant and unimportant Total NO. OF RESPONDENTS 50 10 20 10 10 100

100 PERCENTAGE 80 60 40 20 0 YES RESPONSE 10 NO 90

Series1

ANALYSIS AND INTERPRETATION:

The above table reveals that (90%) of the Respondents accept that there job is significant and important to the organization. Similarly, 10% stated that there job is very significant and important to the organization. It is thus revealed from the above question that the organization takes special care to ensure that every employee is felt important and for this, the organization gives certain specific tasks to each employee for giving an impetus to being felt important.

Statement 4 : In work organizations many times people have to work together. They have to discuss with each other in order to come to decisions. Do people listen to each other in such a situation in your organizations? Listening to each other is very good. . Listening to each other is good. . It is neither good nor bad. People never listen to each other.
SCALE Very good Good Neither good nor bad Never Total NO. OF RESPONDENTS 40 30 20 10 100

30 40

CULTURE LANGUAGE PRACTICAL DAY TO DAY MATTERS ALL

10

20

ANALYSIS AND INTERPRETATION The above table reveals (30%) of the Respondents accept that listening to each other is good in their organization. (40%) Respondents have stated that listening to each other is very good in their respective organizations. The work culture in the respective organizations of the Respondents was a team culture, hence, listening to each other was imbibed into their policies. Employees were encouraged to work with others only after consulting one another and all decisions were generally taken after team discussions. Hence, all employees deeply understood the importance of listening skills and therefore listening to each other was very effective among employees.

Statement 5: People need each others support at the work

organization. How are your relationships with your superior? Do you get support from them? 5. Our superiors gives us full support. 4. We get good support from superiors. 3. Support from superiors is neither good nor bad. 2. Support from superiors is poor.
SCALE Very good Good Neither good nor bad Poor Total NO. OF RESPONDENTS 40 30 20 10 100

10 40 30 20

TRANSFER ANXIETIES CAREER PROBLEMS PERSONAL PROBLEMS ALL

ANALYSIS AND INTERPRETATION

The above table depicts that (40%) of the Respondents have accepted that they get very good support from their superior at their work place mainly because of strong inter personal relations. Since there is professional bonding between the seniors and the juniors, the seniors could easily identify the needs of their subordinates which in turn worked as a support system for their subordinates. Also, 30% stated that they get good support from their superior in their organizations.

Statement Q6. Is the work life balance framework of the organization? RESPONSE YES NO TOTAL respondents 70 30 100

70 60 50 PERCENTA 40 30 GE 20 10 0

70 30 YES NO
Series1

RESPONSE

ANALYSIS AND INTREPRATATION: On asking whether they are satisfied with the worklife balance framework of the organization, 70% were in the favour while 30%were against it. It is clear that majority of them are satisfied by the cross-culture training techniques adopted by the organization like documentary programmes, culture assimilation and language instructions. The remaining employees are of the view that more training techniques should be adopted by the organization.

Statement Q7.Effective way of handling work life balance problems :

RESPONSE

Respondents

Training of Managing stress 30 Limited Working hours Reorientation programmes TOTAL 10 60 100

REPATRIATION AGREEMENT

30 60
EXPERIENCED MENTORS OR SPONSORS

10

REORIENTATION PROGRAMMES

ANALYSIS AND INTREPRATATION: On asking what is the most effective way to handle the worklife balance problem, 60% were in the favour of reorientation programmes as they think that reorientation programmes help the integration of expatriate back into their home culture. 30% were in the favour of repatriation agreements as these agreements gives a written assurance to the international assignee that he or she will be given an appropriate job after completion of the assignment.10% were in the favour of appointing sponsors or mentors as they are of the view that sponsors or mentors would keep the expatriate well informed about developments in the home office, including career opportunities.

Statement Q8. Does globalization helps in upgrading the training and

development process by shifting it from tradition skill up gradation to organizational learning?

RESPONSE YES NO TOTAL

Respondents 60 40 100

60 50 40 PERCENTA 30 GE 20 10 0

60 40
Series1

YES

NO

RESPONSE

ANALYSIS AND INTREPRATATION: On asking whether globalization helps in upgrading the training and development process by shifting it from tradition skill up gradation to organizational learning, 60% were in the favour .It is clear that the majority of them are aware of the fact that training methods needs to be reoriented to include web-based training and net-based knowledge dissemination. Application of computer can be extensively encouraged to make the training programs more effective.

Findings of the study

FINDINGS
The management takes every possible step to utilize the opportunities and overcome the hurdles they faced in adopting the work life balance. Management is very much conscious about the worklife balance of the employees working on various assignments The top level executives, manage the change brought up by envisioning the future, communicating this vision to employees, set clear expectations for performance, and develop the capability to execute by reorganizing people and reallocating assets. To develop the human capital in organization, the executives develop the strategies for ensuring superior knowledge, skills, and experience within their workforce. The management takes every possible step to handle the worklife balance problems successfully. The management provides the various career development opportunities to the employees for balancing the work life balance in their lifes. The management pays attention to restructuring of HRM practices to suit the globalized environment.

Chapter-5 Conclusion & Suggestions

CONCLUSION

The briefing highlights some of the actions needed to make work life balance successful, although it is recognised that there is no one best way to manage global HRM. A critical aspect of creating global HR strategies is the ability to judge the extent to which an organisation should implement similar practices across the world or adapt them to suit local conditions.

When the organisational drivers for internationalisation are well understood, when the key delivery mechanisms are in place, coherent and consistent, and when these mesh with the global HRM activities, then global HRM can make a significant contribution to organisational success. Where any one of these factors is absent, there may be problems. In particular, HR professionals have to ensure that the activities they engage in move them away from more transactional types of work towards those concerned with developing organisational capability and business development.

HRM practices and its implementation in the globalized corporation need to be restructured in the context of challenges faced by organizations. HRM practices such as training and development, performance appraisal, communication, and participation etc., need to be restructured in order to attain world-class standards. Leadership must be developed to face global challenges effectively and HR professionals should create a work culture that is capable of motivating and satisfying all sections of employees in the globalized environment.

SUGGESTIONS

The standards should be maintained to balance work life balance.. Development process should be upgraded by shifting it from traditional skill upgradation to organizational learning. Application of computers should be extensively encouraged to make the work life balance programs more effective. Training methods should be reoriented to include web-based training and net-based knowledge dissemination. Motivating the employees through properly structured compensation schemes. The programs like managing stress should be done as an ongoing process to balance the work life balance in organization. HR professionals should need to evolve new methods of work life balance. Direct communication practices must be encouraged in a globalized environment. Leadership should be encouraged to face challenges.

Bibliography

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Annexure

QUESTIONNAIRE OF SENIOR EXECUTIVES Q1. Do you know about work life balance? Yes No Q2. Does you have really work life balance in your life? Yes No

Q3. According to you, will managing the work life balance provide new and broader opportunities in organization?

Agree Disagree Dont know Q4. What are the benefits of organization Higher productivity Less Absenteeism Better safety record Q5. What other things could be done in the workplace to help balance work-life? Flexible work hours Child Issues Q6. What are the main cause of work life imbalance in your organization? in adopting global operations? Staffing level Working Hours Stress All of the above Q7.Do you work extra hours in your organization? implementing work life balance policies in

Often Sometimes Never

Q8. What type of strategy is adopted by the management to retain Work life balance? Flexibility in working hours Empowerment Compensation Schemes

QUESTIONNAIRE OF JUNIOR EXECUTIVES Q1.Is work life balance is beneficial for you personally? Yes No Q.2 What is the major challenge faced by you when you are working on assignments? Required the same set of skills or not Problems of spouse and children Career related problems All of the above Q.3 In your opinion, does language proficiency is important for the success of work operation? Yes No Q.4 According to you what is the main area in which training is generally required by you before going for operations? Culture Language Practical day to day matter All of the above Q.5 According to you what is the major reason of the failure of assignments? Transfer anxieties Career problems Personal problems

All of the above Q.6 Are you satisfied with the frame work of the organisation? Yes No Q.7 What is the most effective way to handle the repatriation problem according to you? Repatriation agreement Experienced mentors or sponsors Reorientation programmes Q.8 Does globalization helps in upgrading the training and development process by shifting it from tradition skill upgradation to organizational learning? Yes No