CHAPTER - I

INTRODUCTION

1
INTRODUCTION
The subject of how work/life balance can be achieved and enhanced has received
significant attention from employers, workers, politicians, academics and the media.
However, it is in the context that current skill shortages and the prospect of an ageing
workforce that it is now imperative for organizations to embrace work/life balance
practices to attract and retain talent, not only from traditional sources but also from
untapped and diverse social groups. These are social groups whose lifestyles can often
demand greater attention to work/life balance: working mothers, mature workers and some
minority groups. For future commercial sustainability, organizations need to ensure they
not just encourage but mandate a practical and workable work/life balance policy,
benefiting and meeting the needs of both the organization and its employees. And
importantly, organizations not providing real opportunity for employee work/life balance
are opening themselves up to increasing numbers of dissatisfied and unproductive
employees and hence increased attrition rates. Merely creating a work/life policy
framework is not enough; fostering an organizational culture that supports the use of
available policies are also of great importance.
This study explores the notion of work/life balance, including the empirically grounded
benefits for employers and employees. The study also challenges some of the rhetorical
assumptions associated with work/life balance. Further, it outlines the cultural inhibitors to
the implementation of flexible work arrangements and provides practical strategies for
developing Work/life balance agendas.

OBJECTIVES OF THE STUDY

➢ To find the measures to be taken to balance work and life

➢ To study about work life balance of employees at Hetero Drugs Limited.
➢ To analyze the policies of the organization to meet the work life balance
employees
➢ To study the work life balance of employees of an organization.

2
SCOPE OF THE STUDY

The scope of the project work is to review the work life balance on the employees
of Hetero Drugs Limited. For getting the information about the work life balance. The
research has been conducted on employees of different designations.

In detail, the research was conducted to evaluate the work life balance methods
which are followed in the organization.

NEED FOR THE STUDY

Companies started changing their practices along with their new strategic business
environment. Knowledge organization brought new concept like knowledge workers,
multi skilled workers etc., and the profile of the workers has been completely changed.

In spite of operating machine with manpower is being operated by electronic devices.

This gave an idea to the management to right size its manpower. An employee who is
competent enough in all the angles is suitable to present work environment. From one side
there is a clear demand for competent employees on the other side with the increase in the
importance of education to some extent there is a supply of competent employees. Hence
organizations are struggling to retain competent employees. Keeping in view the
importance of the concept satisfaction a detail study is made on Employee Satisfaction
Strategy in Hetero Drugs Limited.

LIMITATIONS OF THE STUDY

➢ The present study is restricted to shared services Hetero Drugs Limited.

Hyderabad.
➢ The response of the employees has been obtained only through questionnaire.
➢ The sample size is restricted to only 60
➢ Some employees are not always coming forward to express their opinion openly

3
 CHAPTER - II

REVIEW OF LITERATURE

4
 WORK LIFE BALANCE
MEANING

Work/life balance, in its broadest sense, is defined as a satisfactory level of involvement or

‘fit’ between the multiple roles in a person’s life. Although definitions and explanations
vary; work/life balance is generally associated with equilibrium, or maintaining an overall
sense of harmony in life. The study of work/life balance involves the examination of
people’s ability to manage simultaneously the multi-faceted demands of life.

What is Work life balance:

Although work/life balance has traditionally been assumed to involve the devotion of
equal amounts of time to paid work and non-work roles, more recently the concept has
been recognized as more complex and has been developed to incorporate additional
components. Work/life balance is a satisfactory level of involvement or ‘fit’ between the
multiple roles in a person’s life. Although definitions and explanations vary; work/life
balance is generally associated with equilibrium, or maintaining an overall sense of
harmony in life. A recent study explored and measured three aspects of work/life balance

1. Time balance, which concerns the amount of time given to work and non-work roles.
2. Involvement balance, meaning the level of psychological involvement in, or commitment
to, work and non-work roles.
3. 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
involvement in paid work (balanced satisfaction).

5
Alternatively, someone who works 36 hours a week, doesn’t enjoy his or her job and
spends the rest of the time pursuing preferred outside activities may be time-balanced but
unbalanced in terms of involvement and satisfaction. Thus, achieving balance needs to be
considered from multiple perspectives.

OBJECTIVES OF WORK LIFE BALANCE

➢ To study the work life balance of employees of an organization.
➢ To study employee balance both work and family
➢ Offer unconventional work-hours-flexibility
➢ Provide part-time work
➢ Job sharing
➢ Employees care
➢ Telecommunications
➢ Work at home options
➢ Executive transfers
➢ Extended leave
➢ To analyze that is company providing policies for work life balance.

A Balance of Family, Life and Work

In recent years, the term ‘work/life balance’ has replaced what used to be known as
‘work/family balance’. Although the concept of family has broadened to encompass
extended families, shared parenting, same-sex relationships and a wide range of social and
support networks and communities, the semantic shift from work/family to work/life
arises from a recognition that care of dependent children is by no means the only
important non-work function. Other life activities that need to be balanced with
employment may include study, sport and exercise, volunteer work, hobbies or care of the
elderly. ‘Eldercare’ in particular is becoming a growing issue for employers.
For example, about one-third of the 600, 000, Australians who provide principal care for
older relatives or friends are employed. The timing of these care-giving responsibilities is
important because, generally, people are established in their careers before the issue arises.

Hence, eldercare has the potential to generate greater corporate interest and response than
did childcare.

6
“The baby boomers will become responsible for their ageing parents just as they are ready
to assume leadership positions in business and government. The need for attention to
eldercare will be pushed by senior managers who are experiencing eldercare problems
personally –a kind of pressure that childcare has not had.”The universal adoption of the
term ‘work/life’, as distinct from ‘work/family’ has other positive consequences such as
legitimizing non-standard work arrangements for a diverse range of employees.
For example, although a lack of work/life balance is often associated with either working
mothers or white-collar executives working long hours, there is a growing recognition that
other groups too may experience less than optimal work/life balance. Recent reports
suggest that as well as large numbers of unemployed people who cannot find any paid
work; many workers are ‘under-employed’, preferring more paid work than is available.
Blue-collar workers, the self-employed and those earning low hourly rates may also
struggle to achieve balance.

Work/Life Conflict
Work/life balance is out of kilter when the pressures from one role make it difficult to
comply with the demands of the other. This is known as work/life conflict. This means
that if individuals do not feel they have a ‘good’ mix and integration of work and non-
work roles, they may experience negative or conflicting outcomes. This implies a bi-
directional relationship where work can interfere with non-work responsibilities (work/life
conflict) and vice versa (life/work conflict).
Employees who experience increased stress due to work/life conflict and decreased
perceptions of control over their work and non-work demands are less productive, less
committed to, and satisfied with, their organization and more likely to be absent or leave
the organization. Individuals experiencing interference between work and personal lives
are also significantly more likely to suffer from reduced psychological well-being and
physical health. In one study, people who experienced life/work conflict were nearly 30
times more likely to suffer from a mood disorder (e.g. depression), 10 times more likely to
have an anxiety disorder and 11 times more likely to have a substance-dependence
disorder (e.g., heavy drinking). On the other hand, employees with lower levels of
work/life conflict report higher job satisfaction overall.

7
Public Policy Development

A range of public policies supporting work/life balance has been developed in response to
economic and cultural trends, many of which focus on women’s increased participation in
paid employment. These trends include the long-term decline in fertility rates and its
impact on population and labour-force growth; the strong growth in women’s labour-force
participation by the child-bearing and rearing age group (15–45 years) and its impact on
the demand for formal childcare; and the strong growth in participation in secondary and
post-secondary education by women and its impact on career achievement.

Legislative reforms such as the International Labour Organization (ILO) Convention 156,
Workers with Family Responsibilities 1981, antidiscrimination and affirmative action
legislation and industrial relations changes have also lifted the profile of issues related to
work/life balance and blurred the boundaries between public and private spheres. These
reforms have resulted in mandatory reporting of policies by organizations with more than
100 employees, the expansion of legal protections to include explicitly those with family
responsibilities, and the availability, by agreement with the employer, of part-time work
up to a child’s second birthday. The governments also encourage employers to provide
childcare support for staff with families.A good example of childcare support is Star City
Casino in Sydney. The casino management provides a 24-hour childcare facility so that
employees can work the round-the-clock shifts necessary in a casino. The facility has a
playground, is close to the casino, in a secure building and is licensed for 15 children less
than two years of age. Management believes this has helped both staff and the
organization, as evidenced by the lowest staff turnover rate of any casino in Australia.

Organizational Policies
In addition to the development of public policies supporting responsibilities outside of
paid employment, organizations have increasingly been developing formal policies that
attempt to facilitate the work/life nexus. Work/life balance strategies enhance the
autonomy of workers in Coordinating and integrating the work and non-work aspects of
their lives. Three broad types of work/life strategies have been created to help employees
balance their work and non-work lives: flexible work options, specialized leave policies
and dependent-care benefits these includea range of policies and practices:

8
Policies and practices:
1. Compressed work week
2. Flexible time
3. Job sharing
4. Home telecommuting
5. Work-at-home programs
6. Part-time work
7. Shorter work days for parents
8. Bereavement leave
9. Paid maternity leave
10. Paid leave to care for sick family members
11. Paternity leave
12. On site/near site company childcare
13. Company referral system for childcare
14. Program for emergency care of ill dependents
15. Childcare programs during school vacation
16. Re-entry scheme
17. Phased retirement
18. Sabbatical leave
19. Professional counseling
20. Life skill programs
21. Subsidized exercise for fitness centre
22. Relocation assistance
These interventions are generally aimed at facilitating flexibility, supporting employees
with childcare (and more recently eldercare) obligations and alleviating the negative
impact of interference between work and non-work commitments and responsibilities.
Public and organizational policy issues are not mutually exclusive.
Rather, many legislative requirements (e.g., equal opportunity) affect organizations,
While organizations voice their preferences for public policy to government. In
accordance with legislation and principles of equity, public and organizational policy
provides equitable, rather than identical, treatment to its recipients. That is, the pursuit of
‘equitable’, rather than ‘same’ treatments behind the efforts to enable all employees to
perform well and compete effectively for employment opportunities as they arise

9
Skill Shortages
In the past, the provision of flexible work options was often viewed by the management of
organizations as an optional ‘fringe benefit’. In the current demographic and economic
climate however, policies and strategies that promote work/life balance for employees are
becoming increasingly vital to commercial sustainability. Many developed countries are in
the throes of serious shortages of skilled workers in many industries and sectors. This
problem is partly the result of, and will be exacerbated by, an ageing workforce that will
grow proportionally over the next 20 years. This scenario has prompted concerns about the
slowing of lab our-market growth, with implications for overall economic growth. From
an organizational perspective, the adoption of work/life balance practices can help ease the
problem of skill shortages by attracting and retaining previously ‘untapped’ pools of talent
– including mothers returning to the labor market, mature workers and certain minority
groups – by creating work environments that would have been previously untenable
Trends towards greater diversity are already apparent in many organizations. For example,
labour-force participation rates of women continue to increase, including those of women
with under-school-age children (49%) and school-age children (67%). This increase
reflects not only economic necessity but also demands – similar to those of men – for
personal development and financial independence. In the past 17 years the number of
dual-earner couples, where one person is no longer exclusively available to attend to
childcare and domestic tasks, increased by 58%. This increase has been a major driver of
the urgency in the work/life balance debate. Flatter and more participative organizational
hierarchies, where fewer employees are expected to manage increased workloads, have
also highlighted the work/life balance agenda. Greater workplace diversity is also evident
in the emphasis on skills in migration policies that have led to migrants achieving superior
labour market outcomes compared with those of previous cohorts.36 Further, participation
rates for people aged 45–64 years are rising, having increased from 56% to 68% between
1983 and 2003, with men and women in this age group more likely to work part-time as
they approach retirement. An increasing number of small businesses are hiring older
workers to address skill shortages. Hence, embracing diversity in the workforce to
overcome skills shortage appears to be a key strategy in 21st century workplaces and
fundamental to that diversity is the notion of work/life balance. The emergent challenge
for organizations is to develop the capability to attract, motivate and retain a highly
skilled, flexible and adaptive workforce.

10
Expensive Empty Desks
Work/life balance policies and practices can improve the ‘employee experience’ and hence
help organizations to retain their staff. Turnover is a major issue for many businesses
because of the costs of hiring and training new personnel, as well as the costs of not
having departed employees working toward organizational goals. The established link
between the provision of flexible work options and reduction in turnover means that
work/life balance is now a strategic human resource issue. Research suggests that where
employees’ preferences for cultures and values are consistent with actual organizational
cultures and values, turnover is decreased. This is known as ‘person/organization fit’ and
is defined as “the compatibility between people and organizations that occurs when at least
one entity provides what the other needs or they share similar fundamental characteristics
or both”. Organizational cultures can include a range of values, meanings and
assumptions, including responsiveness to work/life balance needs. Therefore, when
employers and employees see work/life balance as a priority, employees are more likely to
Commit and stay with the organization. However, when priorities and goals are
incompatible, employees are more likely to seek consistent cultures elsewhere. For
example, the unavailability of part-time work can influence a mother’s decision to seek a
different employer. Further, 43% of women with children and between 9% and 28% of
eldercare-givers report having to quit work at some stage in their careers because of their
responsibilities outside the workplace. And when they leave, they rarely intend to return.

Why Work Here?

In addition to staff turnover issues, organizations genuinely promoting and supporting
work/life balance policies often receive community recognition as ‘good’ corporate
citizens, or ‘employers of choice’. Where skill shortages are evident or where skilled
applicants have a number of jobs Offers, the willingness or otherwise of an organization to
accommodate employees’ work/life balance may well be a deciding factor in accepting a
job offer. However, the extent to which organizations are concerned about public approval
or disapproval may vary according to their size and location in the business environment.
For example, because of their visibility, large organizations are likely to be sensitive to
pressure from employees because resistance could lead to public disapproval, while for
small organizations with lower economies of scale, the cost of offering formal work/life
options may be disproportionately high. Like large businesses, public organizations are
inclined to respond to public pressure for work/life balance measures because they are
11
more likely to be evaluated in terms of social legitimacy norms, while private-sector
organizations are more likely to be evaluated in terms of profit-related standards. As well
as the link between work/life balance initiatives and employer branding and turnover,
there are a number of additional benefits for organizations in contributing to the work/life
balance of employees. These include outcomes such as increased productivity,
organizational commitment, morale and job satisfaction. Although they are represented as
equally advantageous, their importance may differ among different kinds of organizations.
Companies that employ Large numbers of young women may experience the greatest
value in early return to work following maternity leave, while those employing people
with highly specialized skills may benefit most from reduced turnover and the increased
availability of a talented applicant pool. The benefits may also be inter-related.
Environments that support employees’ work/life balance have been found to improve
organizational commitment – defined as a belief in and acceptance of organizational goals
and values, a willingness to exert effort toward these goals and a desire to maintain
organizational membership

BALANCING WORK WITH LIFE:

Increasingly employees are evaluating their personal satisfaction in terms of how will they
balance the challenges they face in their job and life and what rewards they drive from it.
More and more people are concerned with finding a job which interests them and fulfills
their inner creative urge. Balancing work and life has become significant because of the
change in nature of individual roles in a family. Social, economical and psychological
factors connect the individual to the work place and family (life).Households nowadays
are having double-income through two-wage earners. It is because a house wife in
addition to her household duties is also doing the role of career women to supplement the
family income or to pursue her career goals. They are balancing their family and job.
Another example of an individual balancing family life and work is a person in a single-
parent family. So far HRM work-life balance has assume much importance as it deals with
issues related to an employee’s work and his family. Ther4efore a majority of
organizations have found it necessary to include work-life balancing programs or family-
friendly option

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Improved Work/Life Balance Measures
• Earlier return to work after maternity leave
• Better physical and mental health
• Broader talent pool available
• Reduced turnover
• Improved employee retention
• Improved performance
• Positive employer branding
• Improved job satisfaction
• Reduced absenteeism

In summary, a successful convergence between work and non-work aspects can be a win-
win situation for employees and employers alike. The ability to achieve satisfying
experiences in all life domains enhances the quality of personal relationships and a range
of organizational outcomes. On the other hand, conflict between different roles has been
linked to negative Outcomes such as job dissatisfaction, psychological strain and
substance abuse. Thus it is imperative for employees and companies to connect work/life
issues with strategic business needs. Despite an apparently widespread commitment to the
principles of work/life Balance, the reality for many employees is not always consistent
with the rhetoric. Empirical studies show that the mere availability of extensive and
generous work/life policies does not necessarily result in widespread utilization by
employees or subsequent improvements in work/life balance and reductions in work/life
conflict. The low uptake in some organizations appears to be related to different
organizational environments, also known as ‘organizational work/life cultures’, which
affect the extent to which flexible work options can be utilized and work/life balance
achieved.

Five distinct aspects of work/life culture have been identified from previous
studies, all of which should be considered by organizations when attempting to improve
employees’ work/life balance.

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1) Managerial Support
‘Managerial Support’ is consistently emphasized in discussions and studies as a factor
influencing work/life balance. Managers play an important role in the success of work/life
programs because they are in a position to encourage or discourage employees’ efforts to
balance their work and family lives. Where supervisors enthusiastically support the
integration of Paid work and other responsibilities, employees will be more likely to take
up available work/life programs. On the other hand, it has been suggested that even in
‘family-friendly’ organizations, managers may send negative signals indicating that the
use of flexible benefits is a problem for them, their colleagues and the organization as a
whole.
The contention that managerial support helps explain work/life policy utilization rates is
well supported. Managerial support on a daily basis appears to be a critical variable in
employees’ decisions to use available benefits and programs. This is particularly the case
if employees work with supervisors and colleagues who can buffer them from the
perceived negative effects of their careers. In other studies, employees whose supervisors
supported their efforts to balance work and family were less likely to experience
work/family conflict.

2) Career Consequences
The second factor associated with work/life culture, and one that has been strongly
associated with the under-utilization of work/life policies, is the perception of negative
career consequences. The most significant example of this problem is the part-time work
option. Schwartz (1989) was one of the first to identify the career disadvantages inherent
in part-time employment and described women who returned to their jobs part-time
following a birth as being ‘mommy track’ workers. She argued that part-time women
received less training, were paid less and advanced more slowly because employers attach
a higher risk to investing in them. In other studies, both male and female part-time workers
were worse off, in terms of promotion prospects and entitlement to fringe benefits, than
those who worked more hours a week. “I work part-time in my branch at quite a low level
and I’ve been overlooked several times… When we looked at the list, 25 people have
leapfrogged me for other positions.”

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Female administrative officer, part-time:
These findings are echoed across other industries and sectors. Allen and Russell (1999)
found that the allocation of fewer organizational rewards, including advancement
opportunities and salary increases, resulted from perceptions of decreased organizational
commitment by employees who used family-friendly policies. Such perceptions suggest
compelling reasons why part-time employment tends to be underused by men, single
workers and career-oriented mothers, although there is little available literature explaining
how other forms of flexible working, such as telecommuting, affect perceived and actual
career opportunities. However, the long-term success of work/life balance options seems
to rely on the feasibility of such arrangements at all levels of the workforce, including
management. Importantly, participation by managers themselves in work/family programs
challenges the perception of work/life policy utilization and career progression as being
mutually exclusive paths within the organization.
3) Time Expectations
The third construct purported to influence the uptake and overall supportiveness of
work/life policies is organizational time expectations – the number of hours employees are
expected to work; how they use their time (e.g., whether employees are expected to take
work home); and the level of discretion in one’s work schedule. A supportive work/life
culture in terms of organizational time expectations has been found to reduce work/family
conflict, improve job satisfaction and increase productivity. In several studies, however,
long working hours have been identified as a signal of commitment, productivity and
motivation for advancement. Known as ‘face time’, being visible at the workplace during
long working hours has been seen as a major barrier to achieving work/life balance. One
study, based on interviews with engineers in a Fortune 100 companies in the US,
concluded: “If one is to succeed, one has to be at work, one has to be there for long hours,
and one has to continuously commit to work as a top priority. To be perceived as making a
significant contribution, productivity alone is not enough. One has to Maintain a continual
presence at work.” Working long hours though, hinders the ability of employees to meet
conflicting responsibilities, and subsequently forces some employees to choose between
achieving balanced roles and progressing in their careers.

“The earlier you are there, the later you stay, the more serious you are about your job…
peopling like to be depended on, so they like themselves to be irreplaceable. You conform
to this to show you are an important part of the furniture.”
15
Full-time, male, white-collar worker
It has been suggested that organizations could move towards more supportive time
expectations by loosening managerial control while fostering high productivity through
outcome-oriented employee evaluation. However, a move from the traditional notion of
‘face time’ as the primary measure of productivity to performance-based assessment is
likely to require a significant paradigm shift for some organizations. The shift to
evaluating performance on the basis of outputs rather than time spent physically at the
workplace is, however, an essential part of developing a culture that supports work/life
balance.

4) Gendered Perceptions
Although the language of organizational work/life policies is generally gender-neutral and
non-discriminatory, these policies have revolved historically around facilitating the
working conditions of women. Men’s uptake of alternative work options has tended to be
extremely low. Perceptions that work/life policies are developed only for women are the
Fourth factor related to their use. A recent review of men’s use of family-friendly
employment provisions argues that barriers to men’s use arise from three major sources.
First, the organization of the workplace is said to be problematic, in that the culture of
many workplaces casts doubt on the legitimacy of men’s claims to family responsibilities.

Also, in situations where men’s use of work/life policies is novel or unusual, a

snowballing situation may eventuate which deters other men from using the policies.
Second, the business environment, imposing competitive pressures to maintain market
share and increase earnings, is thought to deter men from using work/life options.
Third, the domestic organization in employees’ own homes often precludes men from
taking up available work/life options, focusing on the centrality of the father’s rather
Than the mother’s career.

5) Co-Worker Support
The fifth factor that may contribute to the achievement of work/life balances co-worker
support. There is some evidence, for example, of a ‘backlash’ movement, characterized by
some employees’ resentment of those using flexible arrangements, thereby contributing to
a work environment where the utilization of available opportunities is not encouraged.
Kirby & Krone (2002), for example, explored the views of employees in a finance
16
organization about the implementation and utilization of work/life balance policies. They
found that attitudes expressed by co-workers illustrated how the construction of work/life
benefits was affected by factors such as expectations of business travel for employees with
and without family responsibilities; orientations of individualism and meritocracy; and
traditional separations between public and private spheres. Thus, employees who
utilized work/life policies felt resentment from co-workers and recognisedthe need to
balance ‘use’ and ‘abuse’ so as not to be seen, and treated, as a less committed worker.
Generous Policy Options Limited Policy Options
organizational environment can be viewed as highly supportive when it responds
positively to employees’ need for flexibility, values productivity over ‘face time’, supports
work/life balance for groups of employees beyond women with dependent children and
minimizes negative career consequences associated with non-standard work practices.

Recommendations
Provide information and assistance to managers and supervisors about how to promote
flexibility and work/life balance. This might include education about the link between
work/life balance and productive employees; a detailed examination of how the jobs of
their employees are designed; and how they can use information technology to facilitate
appropriate remote supervision. Ensure that employees using work/life policies are not
overlooked when promotion opportunities arise. This issue is often invisible in
organizations and is linked with the misconception that physical presence equates to
commitment. Employees, who are productive, but not necessarily constantly visible,
should have access to the same career opportunities as others. Communicate that work/life
balance and the use of flexible options are not just for women with family responsibilities.
An important component of this is role-modeling these messages. Senior managers in
organizations 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

17
MAJOR ISSUES IN WORK-LIFE BALANCE

Balancing a job\carrier with family sometimes becomes very tough for women employees.
Especially those in top or managerial position this is when their children require close
parental attention. In such a situation she may quit or temporarily leave her job An
employee who has to take care of his elderly parents may also find balancing work and life
difficult and so he may quit or take up a job he\she would be near the parents

BENEFITS OF WORK - LIFE BALANCING PROGRAMMES

1. FOR THE EMPLOYEE

❖ Work – life balancing simpler, hassle-free.
❖ More interest in companies job.
❖ Becoming more creative and innovative.
❖ Job done with full focus and concentration.
❖ No loss of job-company in understanding.
❖ Quality time with family

2. FOR THE ORGANIZATIONS

❖ Happier and productive employees.
❖ Employees having a favorable view of the e organization.
❖ Retention of employees, thereby reducing training costs

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 CHAPTER - III

RESEARCH METHODOLOGY

19
METHODOLOGY OF THE STUDY

TITLE OF THE STUDY:

The study is entitled regarding Work life balance in Hetero Drugs Limited. Hyderabad.

SAMPLE SIZE:
There are 150 executives of existing employees call-back analysis in shared services and
sample 60 employees were selected and gave response from various processes.

DATA SOURCES

Primary Data: The primary data was collected by survey method and conducted with a
structured questionnaire. In such a way that it was easily understandable by the
respondents.

Secondary Data: The data was collected from the various websites, company’s websites
and materials provided by the organization, news papers and Journals.

RESEARCH TOOL

Questionnaire: A questionnaire was designed to gather information pertaining to the

participant’ reaction to Balance program conducted at Hetero Drugs Limited to get inputs
and improvise the Balance programs.

METHOD OF ANALYSIS

The data collected is represented in the form of percentage and graphs and analysis has
been done on the percentages and graphs.

20
 CHAPTER - IV

COMPANY PROFILE

21
 INDUSTRY PROFILE

Since the achievement of independence, India pharmaceutical industry registered a

substantial progress and has become one of the country’s leading industries. India is now
providing large quantities of varied bulk drugs and pharmaceutical products of late.
Especially during 80’s India acquired a status of one of the major exports of drugs and
pharmaceutical in the international market.

Prior to the launching of second five year plans, the manufacture of pharmaceuticals
was limited largely to processing to bulk-imported drugs into tablets, capsules and other
formalities. Later the Indian manufacturer were encouraged to make up the manufacture of
basic drugs wherever it is economically possible and technically feasible, resulting in the
growth of bulk drugs industry and leading to self sufficiency in the production of these
raw materials called as bulk drugs. The number of bulk drugs and pharmaceutical
chemicals manufactured in the country by the Indian change in the pattern of production;
the industry has now emerged as an exporter of basic chemicals, intermediaries and
finished production. Thus bulk drugs are poised to become the new start in the export
firmament.

Pharmaceuticals are medicinally effective chemicals, which are converted to

dosage forms suitable for patients to imbibe. In it basic chemical from, pharmaceuticals
are called bulk drugs and the final dosage forms are known as formulations. Usage of
pharmaceuticals is governed by the underlying medical science. The four primary medical
sconces are as under:

➢ Allopathic or modern medicine has gained global popularity.

➢ Ayurveda an ancient Indian science, mainly uses herbal remedies.

➢ Unani having Chinese Origin is prevalent in South East Asia.

➢ Homeopathy, founded by a German Physician, was fairly popular in the

early 19th century.

22
RESEARCH DRIVEN INDUSTRY:

Pharmaceutical industry is driven by a global need to conquer disease. Medicines are

developed to treat new diseases or improve upon the existing treatment. An in-depth
understanding of human physiology and disease mechanism is a pre-requisite to
pharmacy R&D. to facilitate research, companies usually concentrate on select therapeutic
areas such as anti-ulcer, anti-cancer etc., major diseases for which new drugs are
continuously being researched.

Globally are AIDS, Alzheimer’s disease, arthritis (rheumatics), cancer, depression,

diabetes, heart disease, osteoporosis and stock. Basic Vs process R&D basic research deals
with discovery / invention of new medicinally effective chemical. Process R&D is
basically reverse engineering of a molecule through slight process modifications. Basic
research is both time and cost intensive. Hundred of molecules need to be analyzed to
determine possible effectiveness. Following such laboratory testing, actual clinical trials
are then carried out to determine the drugs efficiency on patents. The process this requires
around 12-15 years and cost us $ 350-400 mm per new chemical entity (NCE). Process
R&D is far easier and costs are negligible compared to basic research.

MANUFACTURING PROCESS:

Bulk drugs prepared by appropriate chemical reactions of natural/ synthetic intermediaries

under controlled conditions. Formulations manufacture is a branch mixing process. Right
dosage of bulk drug (active ingredient) is compounded with compatible substances, to
make the formulations palatable. Packed as per the physical from-bottle (for liquid), blister
strips (for tablets / capsules) or ampoules (for powers), each formulation pack has the
expiry date and storage instructions printed on it. Stringent quality control is exercised at
all stage of Therapeutic segments.

For ease of prescription, bulk drugs and their formulations are classified as per there and
use i.e. therapeutic effectiveness against particular disease or ailment. For e.g. Medical
are categorized as anti-tuberculosis etc, the major therapeutic categories and the key drugs
there in are detailed wise-later.

23
BENEFIT TO MANKIND:

Between 1920 and 1960, the death rate, due to disease, in a year fell from 12,120 noses per
million people to 8,800 no permission persons. Every 4 years since 1965, one additional
year has added to life expectancy at birth due to advances in pharmacy R&D. Presently in
USA, the average life expectancy is over 75 years. As antibiotics enabled people to
survive more advanced ages, researches focused on call biochemistry to fine cures for
more complex chronic diseases: Drug researches are now targeting to cure the underlying
causes of diseases that are rooted in human molecular structure.

GROWTH:

Pharmaceutical is a continuous growth industry, immune to economic recession and

commodity cycle, rising populations, new disease incidence or resurgence of certain
diseases spurs that growth. Therapeutic usage of pharmaceuticals varies across the globe.
Hypertention and cardiac diseases like typhoid, tuberculosis etc., are largely prevented in
developing nations.

INDUSTRY SIZE:

The global pharmaceutical industry, presently valued as US $ 305 bin, is projected to grow
at a CAGR of 8% pa in the next 5 years. In 1998 market grew by 7% as against 6.6% in
the previous years. Growth rate differ across nations, with the developing nations like
South Korea, Taiwan, India etc., nothing high growth in range of 12-15% pa. This can be
attributed to healthcare cost containment pressure keeping pharmaceutical prices low like
developed countries, while export opportunities and low domestic per capita consumption
have provide higher growth potential in the developing nations.

INDIAN SCENARIO:

Drawbacks:

In the 50 years independence, the Indian pharmaceutical industry has evolved

significantly. Initially, the MNC’S had a near monopoly. They imported and marketed
formulations in India, mainly low cost generics for the mosses and also few specialties,
life saving, high priced products. With the government increasing pressure against imports
of finished products. The MNC’s setup formulations units and continued importing the

24
bulk drugs. In the 60’s the Indian government laid the foundation of the domestics
pharmaceutical industry by promoting Hindustan Antibiotics Ltd., (HAL) and Indian
drugs. However, MNC’s maintain a lead due to backing of their global R&D. High costs
for basic research deterred local players (in the private sector).

PRESENT SCENARIO:

Over 20,000 registered pharmaceutical manufacturers exist in the country. The market
share of MNC’s has fallen from 75% in1971 to around 35% in the Indian pharmaceutical
market, While the share of Indian companies. Have increased from 20% in 1971 to nearly
65%.pusses have almost lost completely.

The secret has undergone several policy as well as attitudinal changes over the past
two year. It was the one of the major beneficiaries from the budget proposals. Some of the
positive steps taken were.

Pharmaceutical industry as knowledge based industry. The government has plans to

increase the investment in research and Development. Rationalization of excise duty and
reduction in interest rates in export financing.

Foreign direct investments permit up to 74% through automatic route. Additional

deductions under income tax laws for R&D expense. Setting up to high-level comities to
review drug policy for strengthening Red capabilities, reducing the price control regime.
Beside the Indian parliament has enacted the required changes in the Indian Patent
Act 1790 (IPR) regarding mailbox arrangements and Exclusive Marketing Right
(EMR).For while the main Pharmacy companies have a recorded a measure of 1.4%
increase in sales and 7.4% fall in profits, the Indian pharmacy have companies have
recorded a21% growth in sales companies has decreased frtom1.8% if sales to 1.6% in
case of MNC Pharmacy companies has increased 3.8 to 4.4%.So while the MNC
companies did not make many new launches (make a hue & cry about increasing
competition from the generics, delay in patent regime, unfavorable price cuts). But the
Indian companies too, everything in stride and went out all cylinders firing-launching new
products, entering generics market, recognizing the marketing structure, focusing on
growth segments like cardiac, and psychiatry among a host of other initiatives. Indian
pharmaceutical exports, among the top three contributors to the world pharmacy trade, are
poised to grow 3.25% this year to torch $ 1.5 billion, according to CII estimates.

25
The country is potential to rank among top three tin’s the world has suppliers of the
generic drugs by 2011, of the government paves why for creating a conductive business
environment by framing new policies for the sector, said ran boxy chief executive officer
D.S. Barr.

SWOT ANALYSIS FOR THE INDIAN PHARMA INDUSTRY:

STRENGTHS:

• Cost competitiveness
• Well-developed industry with strong manufacturing base
• Well Established network of laboratories and R&D infrastructure.
• Across to pool of highly trained scientists, both in India and abroad.
• Strong marketing and distribution network.
• Rich Bio-Diversity.
• Competencies in chemistry and process developments.

WEAKNESS:

• Low investments in innovative R&D.

• Lack of resources to complete with other MNC’s for new Drug Discovery
research and commercializes molecules on the world wide basis.
• Lack of strong linkages between industry and academia.
• Lack of culture of innovation in industry.
• Inadequate regularity standards.
• Production of spurious and low quality drugs tarnishes the image of the
industry at home. And abroad.

OPPORTUNITIES:

• Significant export potential

• Licensing deals with MNC’s for NEC’s and NDDs.
• Marketing alliances to sell arrangements with MNC’s.
• Contract manufacturing India as a center for international clinical trials.
• Niche player in global pharmaceutical R&D.

26
THREATS:

• Product patent regime poses a serious challenge to domestic industry unless

it invests in research and development.
• R&D efforts of India pharmaceutical companies hampered by lack of
enabling regulatory requirement.
• Drug price control of India pharmaceutical companies from generating
“inevitable” surplus.
• Export effort by procedural hurdles in India as well as non-tariff barriers
imposed abroad.
• Lowering of tariff protection.

27
 COMPANY PROFILE

I. HISTORICAL EVALUATION OF HETERO DRUGS LIMITED

Established in the year 1993. With the motto to be the best in the API
manufacturing.Hetero today embodies the vision of a top notch player in developing and
commercializing products catering to a variety of therapeutic categories, integrating into a
leading finished dosage manufacturer.

True to the statement, “where the Future Started Yesterday”, with a

foresight on the current trends in the pharmaceutical market, Hetero has growth from
strength to strength, combing its Research Strengths, manufacturing capabilities, Human
Resources and well established quality management System.

With full-fledged marketing capabilities, the company has been able to

market its products in over 80 countries in Asia, Middle-east, Eastern Europe and Latin
America. With its compliance to the most straight regulatory requirements, Hetero has
today gained foothold to market several of its API in the United States, Canada and
Europe.

With all manufacturing facilities being supported by excellent

infrastructure and compliance to the GMP requirements, Hetero has crossed numerous
milestones in a comparatively short-period since its inception.

II. MISSION OF HETERO DRUGS LIMITED

Hetero’s Mission is to be a globally acclaimed pharmaceutical Company, Meeting

the requirement of Healthcare imbibing the philosophy of both commercial and social
concerns, driven by research and manufacturing capabilities.

28
III. VISION AND VALUES OF HETERO DRUGS LIMITED

Hetero visualizes itself as an aggressive player in the global pharmaceutical

scenario, supplying genetic developed, combining intellectual property research strength
and strong human resources inputs.

The company values the concepts of having social responsibilities in the

course of its asset to gather heights. It strongly believes UN focusing on customer
requirements and delivering the products at the right place.

Hetero considers its human resources as the core of all its capabilities and
believes in tapping and honing the talents of its members to reach the Zenith of success.

It believes in continuous evaluation and improvement in all the factors that

contribute in transforming the organization in to a global to reckon with.

Hetero takes due cognizance to the fact that the processes that it develops
should be all eco-friendly and should not result in any consequences that harms the
ecological.

IV. MANAGEMENT OF THE HETERO DRUGS

Board of Directors:

Dr.B. Partha Saradhi Reddy - Chairman and Managing Director

B. Nagi Reddy - Executive Director

M. Pera Reddy - Finance Director – Director Corp.

A.V. Narasa Reddy - Tech

C.Bhaskara Reddy - Director – Quality Control

J.Sambi Reddy - Director – Production

M.Srinivasa Reddy - Director

B.Vamsi Krishana - Director

C. Gopal Krishna - Company Secretary

29
V. FOUNDER OF HETERO DRUGS LIMITED

The spirit and brain behind the success story of Hetero is its founder Dr. B. Partha Saradhi
Reddy, a scientist who started the company drawing immense strength from the vast and
rich experience he gained during his earlier stint at the laboratory where he was
instrumental in developing and commercializing processes for several APIs.

The company was started by him with a vision to be recognized as an aggressive company
that combines its strength of R&D and manufacturing with define advantages in terms of
cost and chemistry with a strong emphasis on Quality of the products.

The untiring efforts of the Chairman saw Hetero develop process for several products at
relatively low cost, thus making it possible for several life saving drugs to be available at
affordable process, meeting all the regulatory and Quality norms. With the organization
having reached a point where it is identified among the widely recognized companies, the
Chairman is now focusing on giving now dimensions to the company in terms of
exploring possibilities of further growth, exploring new horizons in the field of
Pharmaceutical development and evolving strategies to take the company to greater
heights.

All the members of Hetero Family draw inspiration and motivation form
the Chairman in Working towards achieving the Organizational Goals.

VI. MILESTONES AND AWARDS OF HETERO DRUGS LIMITED

The company has been Scaling New Heights on a Continual Basis. These
achievements have been the result of concerned efforts on the part of different functions
within the organization to achieve the organizational goal of being a leader. In its oath to
success, Hetero has seen many a milestone being crossed and achieved many awards on
various fronts. Award for exemplary work in R&D and marketing are just a few to name.

A track of few events that Hetero reaching its Zenith of glory are:

➢ National award for “Best Effort in Research and Development” form the
Department of Scientific and Industrial Research, Ministry of Science and
Technology, Government of India, in the year 1996.
➢ Highest Exporter Award (for the year 1999) against stiff competition for
internationally recognized domestic competitors.

30
 CHAPTER - V

DATA ANALYSIS & INTERPRETATION

31
1. How many days in a week do you normally work?
Table 4.1
SL.NO STATEMENT RESPONSE PERCENTAGE
1 LESS THAN 4 DAYS 6 10
2 4 DAYS 8 13.33
3 5 DAYS 10 16.66
4 6 DAYS 24 40
5 7 DAYS 12 20
TOTAL 60 100

Figure 4.1 Working days in a week

45
40
35
30
PERCENTAGE

25
20
15
10
5
0
LESS THAN 4 4 DAYS 5 DAYS 6 DAYS 7 DAYS
DAYS
STATEMENT

ANALYSIS:
It is clear from the table that 10% of the employees work less than 4 days in a week,
13.4% of the employees work less than 4 days ,16.6% of the employee’s works for 5 days
in a week, 40% of the employee’s works for 6 days in a week, 20% of the employee’s
works for 7 days in a week.

INTERPRETATION:
Most of the employees work 6 days in a week in the organization.

32
2) How many hours in a day do you normally work?

Table 4.2
SL.NO STATEMENT RESPONSE PERCENTAGE
1 7-8 HOURS 16 26.66
2 8-9 HOURS 24 40
3 9-10 HOURS 16 26.66
4 10-12 HOURS 4 6.66
TOTAL 60 100

Figure 4.2 Working timings of the Employees

45

40

35

30
PERCENTAGE

25

20

15

10

0
7-8 HOURS 8-9 HOURS 9-10 HOURS 10-12 HOURS
STATEMENT

ANALYSIS:
It is clear from the table that 26.6% of the employees work for 7-8 hours per day,
40% of the employees work for 8-9 hours per day, 26.6% of the employees work for 9-10
hours per day, 6.6% of the employees work for 10-12 hours per day.
INTERPRETATION:
Most of the employees work for 8 to 10 hours a day in the organization.

33
3) How many hours a day do you spend traveling to work
Table 4.3
SL.N STATEMENT RESPONSE PERCENTAGE
O
1 LESS THAN HALF AN 12 20
HOUR
2 NEARLY ONE HOUR 20 33.33
3 NEARLY TWO HOURS 16 26.66
4 MORE THAN TWO HOURS 12 20
TOTAL 60 100

Figure 4.3 Time taken to travel to the work place

35

30

25
PERCENTAGE

20

15

10

0
LESS THAN HALF NEARLY ONE HOUR NEARLY TWO MORE THAN TWO
AN HOUR HOURS HOURS
STATEMENT

ANALYSIS:
It is clear from the table that 20% of the employees travel less than half an hour
per day, 33.3% of the employees travel nearly 1hour per day, 26.6% of the employees
travel nearly two hours per day, 20% of the employees travel more than two hours per day.

INTERPRETATION:
Maximum percentage of the employees spend 1 to 2 hours to travel to the work place
to the organization.

34
4) Do you generally feel you are able to balance your work and family life?

Table 4.4
SL.NO STATEMENT RESPONSE PERCENTAGE
1 YES 20 33.3
2 NO 40 66.7
TOTAL 60 100

Figure 4.4 Ability to balance family and work

25

20

15
RESPONCE

10

0
YES NO
STATEMENT

ANALYSIS:

It is clear from the table that 33.3% of the employees are able balance their family
and work life, 66.7% of the employees are not able to balance their family and work life.

INTERPRETATION:
Maximum percentages of the employees are unable to balance their work life and family
in organization.

35
5) Do any of the following hinder you in balancing your work and family commitments?
Table 4.5
SL.NO STATEMENT RESPONSE PERCENTAGE
1 LONG WORK HOURS 24 40
2 COMPULSORY OVER TIME 16 26.6
3 WEEKEND WORK 12 20
4 SHIIFT WORK 8 13.4
TOTAL 60 100

Figure 4.5 Balancing work and family commitments

45

40

35

30
PERCENTAGE

25

20

15

10

0
LONG WORK HOURS COMPULSORY OVER WEEKEND WORK SHIIFT WORK
TIME
STATEMENT

ANALYSIS:
It is clear from the table that 40% of the employees are able balance their family and work
life, 66.7% of the employees are not able to balance their family and work life.

INTERPRETATION:
Employees quote that long working hours hinder them in balancing the family and work
life.

36
6) Do you think that if employees have good work-life balance the organization will be
more effective and successful?
Table 4.6
SL.NO STATEMENT RESPONSE PERCENTAGE
1 YES 40 66.7
2 NO 20 33.3
TOTAL 60 100

Figure 4.6 Good work life balance makes the organization successful

80

70

60

50
PERCENTAGE

40

30

20

10

0
YES NO
STATEMENT

ANALYSIS:
67% of the employees say yes and 33% say no that good work life balance keeps the
organization successful

INTERPRETATION:
Most of the employees opine that good work life balance leads to the success of the
organization.

37
7) Do you generally feel you are able to balance your work life?
Table 4.7
SL.NO STATEMENT RESPONSE PERCENTAGE
1 YES 20 33.3
2 NO 40 66.7
TOTAL 60 100

Figure 4.7 Missing quality time because of work pressure

80

70

60

50

40
PERCENTAGE

30

20

10

0
YES NO
STATEMENT

ANALYSIS:

33% said that they are able to balance, and 67% said that they are unable to balance their
work - life

INTERPRETATION:
Most of the employees are unable to balance their work - life

38
8) Do you ever miss out any quality time with your family or your friends because of
pressure of work?
Table 4.8
SL.NO ATTITUDE RESPONSE PERCENTAGE

1 ALWAYS 4 6.66
2 NEVER 20 33.33
3 RARELY 18 30
4 SOMETIMES 16 26.7
5 OFTEN 2 3.3
TOTAL 60 100

Figure 4.8 Missing quality time because of work pressure

35

30

25
PERCENTAGE

20

15

10

0
ALWAYS NEVER RARELY SOMETIMES OFTEN
STATEMENT

ANALYSIS:
Always 6.66% are missing, Never 33.4% said they missed, 30% said they rarely missed,
27% said they sometimes missed and 3% said that they often missed the quality time
INTERPRETATION:
Most of the employees opine that they rarely missed the quality time to spend with their
family because of pressure of work.

39
9) How do you manage stress arising from your work?
Table 4.9
SL.NO STATEMENT RESPONSE PERCENTAGE
1 YOGA 20 33.3
2 MEDITATION 16 26.7
3 ENTERTAINMENT 8 13.3
4 MUSIC 16 26.7
TOTAL 60 100

Figure 4.9 Managing stress arising from work.

35

30

25
PERCENTAGE

20

15

10

0
YOGA MEDITATION ENTERTAINMENT MUSIC
STATEMENT

ANALYSIS:
33% prefer yoga, 27% prefer meditation, 13 % prefer entertainment, 27% prefer music to
manage stress.

INTERPRETATION:
The respondents prefer various interested methods to manage stress arising from their
work.

40
10) Does your company have a separate policy for work-life balance?
Table 4.10
SL.NO STATEMENT RESPONSE PERCENTAGE
1 YES 44 73.3
2 NO 16 26.7
TOTAL 60 100

Figure 4.10 Separate policies for work life balance

PERCENTAGE

NO YES
STATEMENT

ANALYSIS:
27% quote that their company does not has separate policy for work life balance, where as
73% said yes.

INTERPRETATION:
Most of the employees agree that the company is having a separate policy for work life
balance.

41
11) Does your organization provide you with following additional work provisions?
Table 4.11
SL. STATEMENT RESPONSE PERCENTAGE
NO
1 LAP TOPS 4 6.7

2 TELEPHONE FOR PERSONAL 4 6.7

USE
3 COUNSELING SERVICES FOR 12 20
EMPLOYEES
4 HEALTH PROGAMS 24 40
5 TRANSPORTATION 16 26.7
TOTAL 60 100

Figure 4.11 Provision of additional work facilities

45
40
35
PERCENTAGE

30
25
20
15
10
5
0

STATEMENT

ANALYSIS:
Most of the employees agree that they are being provided with health and transportation
facilities.
INTERPRETATION:
The organization provides the employees with various additional benefits to the
employees.

42
12) Do you feel work life balance policy in the organization should be customized to
Individual needs?
Table 4.12
SL. STATEMENT RESPONSE PERCENTAGE
NO
1 STRONGLY AGREE 28 46.7
2 AGREE 14 23.3
3. NEUTRAL 18 30
4 DISAGREE 0 0
5 STRONGLY DISAGREE 0 0
TOTAL 60 100

Figure 4.12 Work Life Balance Policy

50
45
40
35
PERCENTAGE

30
25
20
15
10
5
0
STRONGLY AGREE NEUTRAL DISAGREE STRONGLY
AGREE DISAGREE
STATEMENT

ANALYSIS
47% strongly agree to customize the work life balance policy, 30% disagree to it.

INTERPRETATION
The employees are with varied opinions towards the customization of work life balance
policy

43
13) How many hours a day do you spend traveling to work?
Table 4.13
SL.NO STATEMENT RESPONSE PERCENTAGE
1 LESS THAN HALF 8 13.3
AN HOUR
2 NEARLY ONE 24 46.7
HOUR
3 NEARLY TWO 16 26.7
HOURS
4 THREE HOURS 8 13.3

5 MORE THAN 0 0
THREE HOURS
TOTAL 60 100

Figure 4.13 Time of Travelling

50
45
40
35
PERCENTAGE

30
25
20
15
10
5
0
LESS THAN HALF NEARLY ONE HOUR NEARLY TWO THREE HOURS MORE THAN
AN HOUR HOURS THREE HOURS
STATEMENT

ANALYSIS
46.7 of employees are travelling nearly one hour
INTERPRETATION
Most of the employees spent nearly one hour for travelling to organization.

44
14) Do you work in shifts?
Table 4.14
SL.NO STATEMENT RESPONSE PERCENTAGE

1 GENERAL SHIFT 40 66.7

2 NIGHT SHIFT 10 16.7
3 ALTERNATIVE 10 16.6
TOTAL 60 100

Figure 4.14 Working in shift schedules

80

70

60

50
PERCENTAGE

40

30

20

10

0
GENERAL SHIFT NIGHT SHIFT ALTERNATIVE
STATEMENT

ANALYSIS:
67% work in general, 17 % works at night, 16% work in alternate shifts

INTERPRETATION:
Most of the employees wants to work in general shifts.

45
15 Do you think that if employees have good work-life balance the organization will be
more effective and successful?
Table 4.15
SL.NO STATEMENT RESPONSE PERCENTAGE
1 YES 50 83.3
2 NO 10 16.7
TOTAL 60 100

Figure 4.15 Good Work Life Balance Leads To Organizational Success

90

80

70

60
PERCENTAGE

50

40

30

20

10

0
YES NO
STATEMENT

ANALYSIS:
83.3 % are responded yes and 16.7% are responded no
INTERPRETATION:
Most of the employees are agreed that if they have good work life balance the organization
will be more effective and successful.

46
 CHAPTER - VI

FINDINGS, SUGGESTIONS AND

CONCLUSION

47
FINDINGS:

• The general number of working days at Quiver is 6 days a week.

• Most of the employees work 8 to 10 hours a day and spend 1 to 2 hours for
travelling to the work place.

• Maximum percentage of the employees are unable to balance their work life and
family.

• Most of the employees agree that long working hours hinder work life balance

• Most of the employees opine that they rarely missed the quality time to spend with
their family and friends

• The employees are with varied opinions towards the customization of work life
balance policy to the individual needs.

48
SUGGESTIONS:

• Employees should try to adopt various recreational methods to balance the work
life and family.
• The organization should stress on lowering the long working schedules.

• The organization should adopt modern techniques to increase the production in the
stipulated time.

• The organization must be capable of utilization of the human Resources to the

optimum level in a short span of time.

• The organization should adopt specific policies that balance the work – life.

• The organization should provide the employees with various benefits and facilities.

• Employees should get habituated to various activities to get free from work
pressure.

49
CONCLUSIONS
➢ Most of the employees are satisfied with the flexible working schedules at Hetero
Drugs Limited.

➢ Most of the employees are working in general, but few more employees are
working in alternate shifts.

➢ The organization can take up an initiative to educate the employees on the

importance of work life balance.

➢ The organization should take care of the employees, as personnel are the main
asset of the organization.

➢ Hetero Drugs Limited is providing many facilities to the employees keeping in

view the overall development of the employee

50
 BIBLIOGRAPHY

1. Human Resource Management – fourth edition ---- Aswathappa.

2. Personal Human Resource Management – third edition---- P. Subba Rae.

Materials Provided in Hetero Drugs Limited

Website:
www.quivertechnologies.com
www.bevconwayors.com
www.google.com
www.hrworld.com
www.hr.com

ANNEXURE
51
 A STUDY ON WORK LIFE BALANCE AT HETERO DRUGS LIMITED

QUESTIONNAIRE
Name: ……………………………………………….
Gender: Male/Female
Address:……………………………………………..
Age:……………………………………………… ….
Educational Qualification: …………………………
Designation:………………………………………….
Department:…………………………………………

QUESTIONNAIRE

1) How many days in a week do you normally work?

a) Less than 4 days
b) 5 days
c) 6 days
d) 7 days
e) 4 days

2) How many hours in a day do you normally work?

a) 7-8 hours
b) 8-9 hours
c) 9-10 hours
d) 10-12 hours
e) More than 12 hours

3) How many hours a day do you spend traveling to work?

52
a) Less than half an hour
b) Nearly one hour
c) Nearly two hours
d) More than two hours
e) More than three hours

4) Do you generally feel you are able to balance your work and family life?
a)Yes
b)No

5) Do any of the following hinder you in balancing your work and family commitments?
A) Long work hours
B) Compulsory over time
c) Weekend work
d) Shift work
e) Timing of work

7) Do you think that if employees have good work-life balance the organization will be
more effective and successful?
A) Yes
b) No

8) Do you generally feel you are able to balance your work life?
a) Yes
b) No

9) Do you ever miss out any quality time with your family or your friends because of
pressure of work?
a) Never
b) Rarely
c) Sometimes
d) Often
e) Always
10) How do you manage stress arising from your work?

53
a) Yoga
b) Meditation
c) Entertainment
d) Dance
e) Music

11) Does your organization provide you with following additional work provisions?
a)Telephone for personal use
b) Counseling services for employees
c) Health programs
d) Parenting or family support programs
e) Transportation

12) Does your organization provide you with yearly Master health check up?
A) Yes
b) No

13) Do any of the following hinder you in balancing your work and family commitments?
a) Long working hours
b) Compulsory overtime
c) Shift work
d) meetings/training after office hours

14) Do you feel work life balance policy in the organization should be customized to
individual needs?
a) Strongly agree
b) Agree
c) Indifferent
d) Disagree
e) strongly disagree

15) Do you think that if employees have good work-life balance the organization will be
54
more effective and successful?
a) Yes b) No

55