CHAPTER 1

INTRODUCTION

1
1.1 INTRODUCTION
Work life balance can be described as those practices at workplace that appreciate and
support the needs of employees in achieving a balance between the demands of their
work and their lives. The concept of work life balance emerged from the realization
that an individual‟s work life and personal life may have conflicting demands. Work
life balance has been identified as an important area of Human Resource Management
and has attracted increased attention from the government, researchers and
management (Allen, 2006).

According to Jim Bird (2006), work life balance can be referred to as meaningful
achievement and enjoyment in everyday life. He emphasizes the importance to make a
point to seek achievement and joy in both your work and personal life each day.
Enjoyment in this particular case means, pride, satisfaction, happiness, celebration and
a sense of well-being in whatever you do. Study has shown that, around the world,
employees invest much of their time and energy at work to be able to make ends meet.
It has therefore become inevitable for millions of people to lose the balance between
work and personal lives.

In the late 1970s, work life balance became an issue of concern in the society, following
health concerns and lack of family ties as people were busy looking for money. Major
and Germano (2006), acknowledges that work life balance is a critical factor for
employee well-being in the organization. All types of organizations are facing the
challenge of how to develop and manage their employees in order to achieve more with
less and make optimum use of their potential. The increased permeability of the work
life boundary due to work role, work load and the work role of management presents
new challenges in efforts to balance work and family needs. Non-governmental
organizations (NGOs), just like corporate see their employees as their most valuable
asset and understand the necessity of having a positive, accepting, supportive
environment in order to retain staff, motivate talented employees and bring out the best
in each employee.

Duxbury and Higgins (2003), define quality of work life as a person‟s control over the
conditions in their work place, accomplished when an individual feels satisfied about
their personal life and their paid occupation. It includes making the culture more
supportive and adding activities to meet life event needs. It is also ensuring that

2
organizations have family friendly policies that ensure staff have control over their
lives, through flexible work schedules that enable them balance between the two
(Aghion, Bloom, Bluncell & Howit 2005). We find that quality of work life balance is
therefore a strategy used by organizations to gain competitive advantage through
retention of highly motivated, committed and reproductive workforce (Gray, 2002).

A balance between work and life should exist when there is proper functioning at work
and at home with a minimum of role conflict. Conflict in work and family balance has
various consequences for organizations and employees. When there is conflict
organizational commitment is affected as well as job satisfaction, turnover intentions,
work stress, and life satisfaction (Allen Herst, Bruck & Sutton 2000). Two types of
conflict exist; family and life interference with work and work interference with ones‟
life and family, respectively, reflecting the potential for the life and family domain to
interfere in the work role and the work domain to interfere in the family role (Frone,
2000). Compared to life and family interference with work, work interference with life
and family is more prevalent and more likely to be influenced by workplace factors
(Anderson Coffey, & Byerly 2002).

According to Ebyet, Casper, Lockwood, Bordeaux, and Brinley (2005), conflict in work
life balance occurs when cumulative demands of work and non-work life roles are
incompatible in some respect, so that participation in one role is made difficult by
participation in another role. Another important element of work life balance is work-
related stress. Conflict in work life balance erodes the mental and physical well-being
of workers, affects the quality of personal life outside work, and increases the cost to
business (Frone 2000). According to Eagle, Miles, and Icenogle (2003), these conflicts
have a negative impact on the employees‟ relationships with their children, spouse,
friends as well as negative consequences for organization‟s bottom line as well as the
work life balance.

3
1.2 COMPANY

SONALIKA INTERNATIONAL TRACTORS

Background of the Company:-

The Sonalika Group is an Indian multinational company headquartered in Hoshiarpur

(Punjab), India and is active mainly in the automotive sector. The Sonalika Group is
headed by Lakshman Das Mittal.
Sonalika group started its journey of success during 1976 when foundation of small-
scale unit to fabricate and assemble wheat-harvesting machines was laid. It was named
as “Sonalika Agro Industries”. With the passage of the time this small initiative step
taken by Mittals in 1976 turned into great success due to the undiluted efforts of the
promoters and thousands of employees who worked unfiltered throughout.

The great success provide further motivation ultimately resulting in setting up new
plants in the name of International Tractors Limited for the production of tractors, the
demand and requirement of which was steadily growing at this time. The plant, which
was set up, at Chak-gujran (Hoshiarpur) and is spread over an area of approx 65 acres
and it obtained the certificate of incorporation on 26 Feb. 1996.

The company got ISO 9001 Certificate in 1999. The company is also running its own
agriculture equipment making industries, which are producing thrasher, disk arrow,
wheat harvester etc, they have got collaboration with Renault Agriculture Ltd. France
in Feb. 1999. Renault Agriculture provided the state of art technology and latest design.

4
SONALIKA

Sonalika International Tractors Ltd. stands strong as 3rd largest tractor manufacturing
company in the country with the bestselling tractors ranging from 20HP-120 HP. The company
is well recognized in both Domestic and International market as a formidable player & has
earned the trust of over 8 lakh patrons in more than 100 countries across the globe. The
Company has established World's No.1 largest integrated tractor manufacturing plant which
has a production capacity of 3 lakh tractor annually.

Initially it started with Farm Equipments and Machinery. Brand name of the group products is
"SONALIKA". Market share in Farm Equipments is 80 % in India. Sonalika group since the
inception has tried to understand customers need to be able to facilitate them with its value
for money product.

The company has a state of art manufacturing facilities, spread in acres, located in the
pollution free suburbs of Punjab and Himachal Pradesh. Today the group stands tall
with the approximate turnover of US Dollar 200 Million. An average growth rate of
30% makes it one of the fastest growing corporate in India. It also happens to be one of
the very few debt free companies in the world. It employs about 2500 people including
some of the renowned names in the industry. The company works on the maxims of
low production cost and clean and safe environment. Such efforts have fetched the
company the accreditations like ISO 9001:2000 and ISO 14001.

Sonalika is the fastest growing tractor company registering growth over growth since
its inception has crossed 1.80 lac merely in 10 years & has attained one of the position
in top three in India. No wonder Sonalika products have created a niche for themselves
not only in India but also in foreign markets including France, Zimbabwe and many of
the South-Asian countries.

ITL has entered into strategic alliance with YANMAR of Japan for joint manufacturing
tractors in India. ITL has a marketing arrangement with TATA International for

5
development of selected South American and African market. The company’s
marketing efforts are promoted by dealer network of 600, and 450 sub dealers. Such a
networking has enabled the company to grow like a well-knit family whose roots lie in
its customers, who have providing constant feedback and support to allow the company
to turn their dreams into products.

Vision
Sonalika ITL’s vision is to become the world’s leading tractor manufacturing and
farm Mechanization Company.

To be the best in customer satisfaction by being customer focused and aligning

systems and processes that develops and delivers high quality, innovative products at
competitive price.

Jisne sapna nahin dekha use bhi sapna dikhana hai

Gali Gali Gali Gali Sonalika pahunchaana hai

Core Values
Sonalika ITL is committed to its core values to serve the farming community with
passion and deliver quality; the company strives to build a relationship based on trust
and promotes team work and innovation among its employees.

LOGO OF SONALIKA:
Logo of Sonalika represents a special message.

Red:
Symbolizes the strength, power, determination and
desire of company.

Yellow:
Surrounding the Sonalika produces a warming effect, arouses cheerfulness, stimulates
mental activity, and generates the same.

Green Leaf:
Green leaf in the center symbolizes growth, harmony, freshness and fertility.

Blue:
Underlining of the logo associates with power, elegance, and formality.

6
 Orange:
Surroundings the complete logo represents enthusiasm, fascination, happiness,
creativity, encouragement, and stimulation.
SONALIKA TRACTOR MODELS

PRODUCTS
 Sonalika Threshers
 Sonalika Tractors
 Sonalika Silent Diesel Generators
 Sonalika Maize Sheller Cum Dehuskar
 Sonalika Self Propelled Combine Harvester
 Sonalika Potato Planter

7
  Sonalika Automatic Cutter Model (Haramba)
 Sonalika Cranes
 Sonalika Rhino

THE VARIOUS DEPARTMENTS OF ITL

1. HUMAN RESOURCE MANAGEMENT

2. HEAVY MACHINE SHOP
3. LIGHT MACHINE SHOP
4. ENGINE ASSEMBLY SHOP
5. BODY ASSEMBLY SHOP
6. ENGINE TESTING
7. R & D DEPARTMENT
8. QUALITY CONTROL DEPARTMENT
9. PAINT SHOP
10. PRODUCTION
11. GEAR DIVISION
12. PRESS SHOP
13. STORE
14. FINANCE
15. PURCHASE
16. MATERIAL

8
 CHAPTER 2
REVIEW OF LITERATURE

9
REVIEW OF LITERATURE
The term work role is defined as the required pattern of behaviour for an individual at
the workplace (Spector, 2007). Work roles may result in stressful outcomes if they do
not satisfy employee expectations, and thus are of great significance in organizational
psychology as conflicting work role have proved to cause an adverse effect on health
and well-being. Work roles within organizations may differ from person to person and
from time to time. In other cases, work role may be associated with titles, (manager or
supervisor), with associated role expectations (train driver), or it may be a role relating
to a title, or a role relating to technology.

Work role may also be defined within an organization where various groups of people
work together, such as a particular department staff, management teams, unions and
individuals. Every group has a designated job to do and an expected role to play which
is linked to their job. Role theory researchers emphasize the importance of „role
behaviour‟ in job satisfaction Work role, role ambiguity and role conflict all cause the
employee to suffer stress and resultant work imbalance. Where job responsibilities and
job tasks are not clearly defined due to organizational factors such as inconsistent
expectations and uncertainty, it leads to role conflict and ambiguity. There are a number
of work role factors which may affect work life balance, these include; job security,
work life boundary, work responsibilities and stressful job situation (Duxbury, 2009).

Tengpongthorn and McDowall (2009), explored how Thai nurses conceptualize and
manage the work life balance. In Thailand, nurses were generally required to reconcile
high work demands with high home demands. The objectives of the study were to
explore the extent to which work-family factors such as conflict and facilitation were
relevant to Thai nurses, and how they related to each other. The sample comprised of
nurses who were single as well as married, with or without children and those whose
husbands were living away from home. The findings indicated that high work role
demands contributed to work life imbalance and other factors were culture specific.
Whilst support structures, such as family or colleagues, can be a source of facilitation,
they can also be a source of conflict due to expectations for loyalty and reciprocation.
Thai people are socialized to be interdependent rather than independent; thus people
are expected to have total loyalty to in-group members and share resources with them.
Thus this support can come at a price contribution to work-life imbalance.

10
The above shows that cultural differences within organizations may cause work-life
imbalance. Hofstede and Peterson (2000), noted that national culture is concerned with
„values‟, while organizational culture has its focus on practices. Nationality and
„cultural value dimensions‟ directly affects individual behaviour. Paying particular
attention to the constraints of work role, Sagiv and Schwartz hypothesized that work
role overload occurs when the national culture and climate emphasize mastery and
hierarchy with little importance attached to harmony. Differences between nations,
organizations and industries play a part in how management addresses cultural
differences, work role-relaxed individuals and discipline in the international arena.
Thus, when the climate is hierarchical, regulatory and enforcing it demands
commitment to organizational goals, „even at the expense of personal needs‟ resulting
in „work role overload‟. On the other hand, a climate emphasizing harmony and
acceptance of world-view would not find it necessary to pressure people beyond their
limits. Thus, work role overload would be unlikely (Hofstede & Peterson 2000). Work
responsibility may affect work life balance.

11
 CHAPTER 3
OBJECTIVES & SCOPE

12
3.1 OBJECTIVE OF THE STUDY
The objectives of the study are as follows:

1. To identify the various tangible and intangible aspects that contribute to the
quality of the workplace.
2. To ensure that all employees are performing at their peak potential.
3. To ensure all employee needs are fully satisfied.
4. To know their current perspective of workplace.
5. To identify the areas of improvement for the organization.

13
 CHAPTER 4
RESEARCH METHODOLOGY

14
RESEARCH METHODOLOGY
“A Research is a careful investigation or inquiry; especially through search for new
facts in any branch of knowledge .It is a systemized effort to gain more knowledge.”

Research methodology is a way to systematically solve the research problem. It may be

understood as a science of studying how research is done scientifically. It is necessary
for the researcher to know not only the research methods or technique but also the
methodology. Researcher always needs to understand the assumption underline various
technique and they need to know the criteria by which they can decide that certain
technique and procedures will be applicable to certain problems and other will not.

4.1 Type of research:

The method of conducting research deals with research design, data collection
method, sampling method. It explained about the nature of research work to be done
such as descriptive nature of research, which is used in this study.

4.2 Descriptive research:

The researcher has adopted descriptive research design for the purpose of this
survey. Descriptive studies are those studies which is concerned with describing the
characteristics of a particular individual, or of a group.

4.3 Types of data

1) Primary data
2)Secondary data

Primary Data:
First time collected data are referred to as primary data. In this research the primary
data was collected by means of a Structured Questionnaire. The questionnaire consists
of number of questions in printed form. It has both open-end closed end questions in it.

Section I- Personal Data: This section includes questions soliciting the

respondent’s details such as Age, Gender, Marital status, Education, Designation,
section and Work experience.

Section II- Scale for measuring the issues: It comprises of single open ended
type and various close ended questions which includes yes no type, scaling and other
optional questions.

Secondary Data:
Data which has already gone through the process of analysis or were used by
someone else earlier is referred to secondary data. This type of data was collected from
the books, journals, company records etc.

15
4.4 Source of Data:
The data has been collected from the employees of Office of Sonalika International
Pvt. Ltd.

4.5 Sampling Unit:

Sampling unit refers to process of defining the target population that will be
sample. Hence for the present study, data was collected by means of questionnaire from
the employees.

4.6 Sample Size:

Sample size plays a critical role, because the generalizability of the conclusion
depends on sample size. Sample size for the present study is 70.

4.7 Sampling Method:

Sampling means the method of selecting a sample from a given universe with a
view to draw conclusions about the universe. Sample means representative of universe
selected for the study. Sampling is a process of units (e.g. People) from a population of
the interest
Sampling method is divided into 2 types
1) Probability Method
2) Non Probability Method

The sampling method that was chosen is entirely non probabilitistic in nature. In
non probabilitistic method the researcher has adopted convenience sampling method.
In this method, the researcher select the accessible population members from
which to get information and the items selected are easy to approach or easy to measure.

16
 CHAPTER 5
DATA ANALYSIS &
INTERPRETATION

17
 1. To which age group do you belong?

S.No Age Group No of respondents Percentage

1 16-26 1 1
2 26-36 yrs 13 19
3 36-46 yrs 20 28
4 46-56 yrs 22 32
5 Above 56 yrs 14 20
Total 70 100

1%

20% 19%

28 %
32%

Interpretation:
Majority of the people were of age group 46-56 i.e. 32%

18
 2. What is your gender?

Scale No. of Respondents Percentage Analysis

MALE 52 74.00

FEMALE 18 26.00

Total 70 100.00

Female-26%

Male
Female

Male-74%

Interpretation:
Majority of the employees were male i.e. 72%.

19
 3. Current work role is satisfying..
Percentage
Scale No. of Respondents Analysis
Strongly Agree 36 52.00

Agree 17 24.00

Neutral 12 17.00

Disagree 3 04.00

Strongly Disagree 2 03.00

Total 70 100.00

Strongly disagree
Disagree
3%
4%

Neutral
17%

Strongly agree
52%

Agree
24%

Interpretation:
Majority of the respondents strongly agree that current work role is satisfactory. i.e.
52%.

20
 4. Management is interested in improving work life
balance.
Percentage
Scale No. of Respondents Analysis
Strongly Agree 49 70.00

Agree 10 14.00

Neutral 0 00.00

Disagree 4 06.00

Strongly Disagree 7 10.00

Total 70 100.00

Strongly disagree
10%
Disagree
6%
Neutral
0%
Agree
14%

Strongly agree
70%

Interpretation:
Majority of the respondents strongly agree that Management is interested in improving
work life balance.. i.e. 70%

21
 5. Work and personal life balance obligations are handled
adequately.
Percentage
Scale No. of Respondents Analysis
Strongly Agree 19 27.00

Agree 31 44.00

Neutral 13 19.00

Disagree 2 03.00

Strongly Disagree 5 07.00

Total 70 100.00

Strongly disagree
7% Disagree
3%
Strongly agree
27%

Neutral
19%

Agree
44%

Interpretation:
Majority of the respondent agree that Work and personal life balance obligations are
handled adequately. i.e. 44%

22
 6. I am very satisfied with the time spent at work..
Percentage
Scale No. of Respondents Analysis
Strongly Agree 27 39.00

Agree 15 21.00

Neutral 8 11.00

Disagree 11 16.00

Strongly Disagree 9 13.00

Total 70 100.00

Strongly disagree
13%

Strongly agree
39% Disagree
16%

Neutral
11%
Agree
21%

Interpretation:
Majority of the respondents strongly agree that they were very satisfied with the time
spent at work. i.e. 39%

23
 7. The workload is emotionally challenging to maintain a
work life balance.
Percentage
Scale No. of Respondents Analysis
Strongly Agree 14 20
Agree 41 59
Neutral 10 14
Disagree 4 6
Strongly Disagree 1 1
Total 70 100

6
20
14

59

Interpretation:
Most of the respondents agree that the workload is emotionally challenging to maintain
a work life balance. i.e. 59%

24
 8. There are greater demands placed at the employees on
workplace.
Percentage
Scale No. of Respondents Analysis
Strongly Agree 14 20
Agree 43 61
Neutral 9 14
Disagree 3 4
Strongly Disagree 1 1
Total 70 100.00

4% 1%
20%
14%

61%

Highly satisfied Satisfied Neutral dissatisfied Highly dissatisfied

Interpretation:
Majority of the respondents agree that there are greater demands placed on employees
at the work place. i.e. 61%

25
 9. The employee job responsibilities are clear and precise
to plan for a balanced work life balance.
Percentage
Scale No. of Respondents Analysis
Strongly Agree 25 36.00

Agree 13 19.00

Neutral 7 10.00

Disagree 17 24.00

Strongly Disagree 8 11.00

Total 70 100.00

JUDGEMENT
Strongly disagree
11%

Strongly agree
36%
Disagree
24%

Agree Neutral
19% 10%

Interpretation:
36% of the respondents strongly agree to the point that the employee job responsibilities
are clear and precise to plan for a balanced work life balance.

26
 10. The work procedures and reporting relationships are
good for a balanced work life balance.
Percentage
Scale No. of Respondents Analysis
Strongly Agree 25 36.00

Agree 16 23.00

Neutral 5 07.00

Disagree 18 26.00

Strongly Disagree 6 08.00

Total 70 100.00

Strongly disagree
8%

Strongly agree
36%
Disagree
26%

Agree Neutral
23% 7%

Interpretation:
Majority of the respondents strongly agree that the work procedures and reporting
relationships are good for a balanced work life balance.i.e. 36%

27
 11. There is too much time spent at work..
Percentage
Scale No. of Respondents Analysis
Strongly Agree 23 33.00

Agree 13 19.00

Neutral 22 31.00

Disagree 8 11.00

Strongly Disagree 4 06.00

Total 70 100.00

GOALS
Strongly disagree
6%
Disagree
11%
Strongly agree
33%

Neutral
31%
Agree
19%

Interpretation:
31% respondents are neutral about spending too much time at work.

28
 12. The management demonstrates an understanding of
employee work life balance.
Percentage
Scale No. of Respondents Analysis
Strongly Agree 38 54.00

Agree 17 24.00

Neutral 14 20.00

Disagree 1 02.00

Strongly Disagree 0 00.00

Total 70 100.00

Strongly disagree
Disagree
0%
2%
Neutral
20%

Strongly agree
54%

Agree
24%

Interpretation:
54% respondents strongly agree that the management demonstrates an understanding
of employee work life balance.

29
 13. Difficulties with administrators in implementing
work life balance..
Percentage
Scale No. of Respondents Analysis
Strongly Agree 27 39.00

Agree 29 42.00

Neutral 12 17.00

Disagree 1 01.00

Strongly Disagree 1 01.00

Total 70 100.00

Strongly disagree
Disagree
1%
1%
Neutral
17%

Strongly agree
39%

Agree
42%

Interpretation:
42% of the respondents agree that there is difficulties with administrators in
implementing work life balance.

30
 14. Employees feel a sense of pride in their work
activities..
Percentage
Scale No. of Respondents Analysis
Strongly Agree 35 50.00

Agree 18 26.00

Neutral 13 18.00

Disagree 4 06.00

Strongly Disagree 0 00.00

Total 70 100.00

Strongly disagree
Disagree
0%
6%

Neutral
18%

Strongly agree
50%

Agree
26%

Interpretation:
50% respondents strongly agree that there is employees feel a sense of pride in their
work activities.

31
 15. Many rules and procedures make work-life balance
difficult..
Percentage
Scale No. of Respondents Analysis
Strongly Agree 14 20.00

Agree 18 26.00

Neutral 24 34.00

Disagree 7 10.00

Strongly Disagree 7 10.00

Total 70 100.00

Strongly disagree
Strongly agree 10%
20%
Disagree
10%

Agree
26%

Neutral
34%

Interpretation:
34% respondents are neutral with the fact that many rules and procedures make work-
life balance difficult.

32
 16. My job is well flexible..

Percentage
Scale No. of Respondents Analysis
Strongly Agree 16 23.00

Agree 17 24.00

Neutral 12 17.00

Disagree 13 19.00

Strongly Disagree 12 17.00

Total 70 100.00

Strongly disagree
Strongly agree 17%
23%

Disagree
19%

Agree
24%
Neutral
17%

Interpretation:
Only 24% respondents agree that their job is well flexible.

33
 17. There is a strong work life boundary.
Percentage
Scale No. of Respondents Analysis
Strongly Agree 16 23.00

Agree 10 14.00

Neutral 36 51.00

Disagree 6 09.00

Strongly Disagree 2 03.00

Total 70 100.00

Strongly disagree
3% Disagree
Strongly agree 9%
23%

Agree
14%

Neutral
51%

Interpretation:
51% respondents are neutral about the strong work life boundary.

34
 18. My job is stressful.
Percentage
Scale No. of Respondents Analysis
Strongly Agree 18 26.00

Agree 23 33.00

Neutral 23 33.00

Disagree 4 05.00

Strongly Disagree 2 03.00

Total 70 100.00

Strongly disagree
Disagree
3%
5%
Strongly agree
26%

Neutral
33%

Agree
33%

Interpretation:
Majority of the respondents agree that their job is stressful. i.e. 33%

35
 19. Working condition are satisfactory..
Percentage
Scale No. of Respondents Analysis
Strongly Agree 17 24.00

Agree 13 19.00

Neutral 24 34.00

Disagree 10 14.00

Strongly Disagree 6 09.00

Total 70 100.00

Strongly disagree
9%
Strongly agree
24%
Disagree
14%

Agree
19%

Neutral
34%

Interpretation:
Majority of the respondents are neutral that their working conditions are
satisfactory. i.e. 34%

36
 20. Non-Working equipment are updated from time to
time.
Percentage
Scale No. of Respondents Analysis
Strongly Agree 37 53.00

Agree 23 33.00

Neutral 10 14.00

Disagree 0 00.00

Strongly Disagree 0 00.00

Total 70 100.00

Strongly disagree
Disagree
0% Neutral
0%
14%

Strongly agree
53%
Agree
33%

Interpretation:
Non-Working equipment are updated from time to time is strongly agreed by 53% of
the respondents.

37
 21. Proper training is provided before operating
machines.
Percentage
Scale No. of Respondents Analysis
Strongly Agree 27 38.00

Agree 13 19.00

Neutral 24 34.00

Disagree 6 09.00

Strongly Disagree 0 0.00

Total 70 100.00

Strongly disagree
Disagree
0%
9%

Strongly agree
38%

Neutral
34%

Agree
19%

Interpretation:
Proper training is provided before operating machines is strongly agreed by 38% of
the respondents.

38
 22. Working conditions are safe to operate..
Percentage
Scale No. of Respondents Analysis
Strongly Agree 15 21.00

Agree 13 19.00

Neutral 24 34.00

Disagree 10 14.00

Strongly Disagree 8 12.00

Total 70 100.00

Strongly disagree
12%
Strongly agree
21%

Disagree
14%

Agree
19%

Neutral
34%

Interpretation:
34% respondents are neutral about working conditions are safe to operate.

39
CHAPTER 6
FINDINGS

40
FINDINGS
1. Majority of the people were of age group 46-56 i.e. 32%
2. Majority of the employees were male i.e. 72%.
3. Majority of the respondents strongly agree that current work role is satisfactory.
i.e. 52%.
4. Majority of the respondents strongly agree that Management is interested in
improving work life balance. i.e. 70%
5. Majority of the respondent agree that Work and personal life balance obligations
are handled adequately. i.e. 44%
6. Majority of the respondents strongly agree that they were very satisfied with the
time spent at work. i.e. 39%
7. Most of the respondents agree that the workload is emotionally challenging to
maintain a work life balance. i.e. 59%
8. Majority of the respondents agree that there are greater demands placed on
employees at the work place. i.e. 61%
9. 36% of the respondents strongly agree to the point that the employee job
responsibilities are clear and precise to plan for a balanced work life balance.
10. Majority of the respondents strongly agree that the work procedures and
reporting relationships are good for a balanced work life balance.i.e. 36%
11. 31% respondents are neutral about spending too much time at work.
12. 54% respondents strongly agree that the management demonstrates an
understanding of employee work life balance.
13. 42% of the respondents agree that there is difficulties with administrators in
implementing work life balance.
14. 50% respondents strongly agree that there is employees feel a sense of pride in
their work activities.
15. 34% respondents are neutral with the fact that many rules and procedures make
work-life balance difficult.
16. Only 24% respondents agree that their job is well flexible.
17. 51% respondents are neutral about the strong work life boundary.
18. Majority of the respondents agree that their job is stressful. i.e. 33%
19. Majority of the respondents are neutral that their working conditions are
satisfactory. i.e. 34%
20. Non-Working equipment are updated from time to time is strongly agreed by
53% of the respondents
21. Proper training is provided before operating machines is strongly agreed by
38% of the respondents.
22. 34% respondents are neutral about working conditions are safe to operate.

41
CHAPTER 7
LIMITATIONS

42
LIMITATIONS
The limitations of the study are as follows:-

1. The individual perspective appears to be different.

2. Some of the respondents are hesitated to tell the truth so that it may result in
wrong statistical data.
3. The department has allowed the researcher to collect the data from the limited
respondents only and limited departments only.

43
 CHAPTER 8
CONCLUSIONS &
RECOMMENDATIONS

44
CONCLUSION
Every organization has to satisfy some of the basic needs and demands of its employees
because the satisfied and motivated employees are the source of achieving the
organizational goals and objectives. In order to use the maximum potential of the
human resource, the organization has to provide them with the best quality of their
working life. Therefore every organization needs to update and improve the quality of
work life of the employees.

From the study it is clear that the overall quality of work life of employees is good in
the office of commissioner of central excise and service tax department of Trichy. This
research highlights some of the small gaps in employee’s satisfaction towards the
quality of work life.

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RECOMMENDATIONS
1. Job satisfactions are found to be good and it can improve by providing the
satisfactory seating arrangement.
2. The organization can provide separate computers on each table so that they can
reduce paper works and increase speed and accuracy in maintenance and
retrieval of records
3. The organization can provide regular medical checkup for improving the
medical facilities.
4. The organization can provide bus/cab facilities from quarters to office.
5. The organization can provide effective training for efficient performance of
employees.
6. The Organization can appoint special computer trainee to meet out the present
computerization of the department.
7. Separate vigilance checks can be there to ensure punctuality of all employees.
8. The Organization can improve the infrastructure for efficient working of
individuals
9. The Organization can review the promotion policies
10. The Organization can concentrate on transfer policies especially for North
Indian employees.

46
BIBLIOGRAPHY

47
BOOKS
Aghion, P., Bloom, N.,Bluncell, R., and Howit, P.(2005). Quality of work life and the
supervisor. Quarterly Journal of EconomicsVol120 ,pp705-782.

Allen, I. (2006). Balance: Real-life strategies for work/life balance. Kingscliffe,

N.S.W: Sea Change Publishing.

WEBSITES
https://www.sonalika.com/india/sonalika-group/leadership

48
ANNEXURE

49
QUESTIONNAIRE

Work Life Balance a Case Study of Sonalika International Tractors Ltd.

I Sneha Jain of B.B.A Semester Vth is undertaking my project report of B.B.A degree
from Govt. S.P.M.R College of Commerce affiliated with University of Jammu.
In view of this, I am conducting a survey towards Work Life Balance a Case Study of
Sonalika International Tractors Ltd.
The contents of this questionnaire are only for the academic purposes and information
provided by you will be kept confidential.

Personal Information

1. Name:

2. Age:

(a) 16-26 (b) 26-36 years (c) 36-46 years (d) 46-56 years (e) 56 years & above

3. Gender:

(a) Male (b) Female

50
Work Life Balance
S.no. Statement Strongly Disagree Neutral Agree Strongly
Disagree Agree

1. Current work role is

satisfying.

2. Management is
interested in improving
work life balance.

3. Work and personal life

balance obligations are
handled adequately.

4. I am very satisfied with

the time spent at work.

Work Load and Work Life Balance

S.no. Statement Strongly Disagree Neutral Agree Strongly
Disagree Agree

5. The workload is
emotionally challenging
to maintain a work life
balance.

6. There are greater

demands placed on
employees at the work
place.

7. The employee job

responsibilities are clear
and precise to plan for a
balanced work life
balance.

8. The work procedures and

reporting relationships
are good for a balanced
work life balance.

9. There is too much time

spent at work.

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Management Practices and Work Life Balance
S.no. Statement Strongly Disagree Neutral Agree Strongly
Disagree Agree

10. The management

demonstrates an
understanding of
employee work life
balance.

11. Difficulties with

administrators in
implementing work life
balance.

Work Role and Work Life Balance

S.no. Statement Strongly Disagree Neutral Agree Strongly
Disagree Agree

12. Employees feel a sense

of pride in their work
activities.

13. Many rules and

procedures make work-
life balance difficult.

14. My job is well flexible.

15. There is a strong work

life boundary.

16. My job is stressful.

52
Working Condition and Work Life Balance
S.no. Statement Strongly Disagree Neutral Agree Strongly
Disagree Agree

17. Working condition are

satisfactory.

18. Non-Working
equipments are updated
from time to time.

19. Proper training is

provided before
operating machines.

20. Working conditions are

safe to operate.

Thankyou for your participation.

53