Sample Report

Project Report
(Project Semester IV 27 January - 1 April, 2020)
“To Analyse the Initiatives for Work-Life-Balancein

Culturally Diverse Workforce of
XYZ Hotels”
XYZ
HOTELS
Submitted by
Aishwarya Malhotra
18MBAN022
Under the Guidance of
UniversityGuide: Industry Guide:

Mr.ArunGautam ShrutiSharma
AssistantProfessor AssistantManager
Faculty of Management
JECRC UNIVERSITY, JAIPUR
27 January - 1 April, 2020
Aishwarya Malhotra 1|Page

DECLARATION
I hereby declare that the work reported in this thesis entitled “To Analyze the
initiatives for work-life-balance in culturally diverse workforce of XYZ
Hotels - Jaipur” resulted out of the summer internship project undertaken at
“XYZ Hotels - Jaipur” during the period 27 January - 1 April, 2020 is original
and has not been previously submitted anywhere else.
Name: Aishwarya Malhotra
Enrolment No.: 18MBAN022

CERTIFICATE
This is to certify that the work incorporated in the summer project ''To Analyze
the Initiatives for Work-Life-Balance in Culturally Diverse Workforce of
XYZ Hotels'' Submitted by Aishwarya Malhotra was carried by the candidate
under my supervision. It is certified that the work has not been
submittedanywhereelsefortheawardofanyotherDegreeorDiplomaofthisor any
other University. We also certify that she complied with the Plagiarism Guidelines
of theUniversity.
Name: Mr. Arun Gautam
Signature:
Date:

ACKNOWLEDGEMENT
I, Ms. Aishwarya Malhotra, hereby express my gratitude for the tremendous support and
enthusiasm that I received throughout the course of this project. I would like to acknowledge
the guidance of Prof. Rajeev Jain, Dean of Management and Dr. Anamika Upadhyay,
HOD of Management at JECRC University, Jaipur. I thank them for enriching our
experience with this opportunity.
I deliver my sincere gratitude to Mr. Arun Gautam. His motivating demeanour paved the
course of my research and facilitated in facile accomplishment of my goal.
I feel blessed to have garnered great insights into the field of Human Resources with the very
distinguished team at XYZ Jaipur. I would like to thank Mr. Deepak Badola, Director HR
Manager for bestowing the opportunity to learn and deliver on my skills. For exemplary
learning environment; I thank Ms. Shruti Sharma, Assistant Manager at XYZ, Jaipur. Also,
I acknowledge Ms. Geetanjali Singh, Training Manager for her efforts. I thank Mr.
Anshuman Shekhawat, HR Executive; Ms. Deepali Jain &Mr. Harshit Tamrakar, HR
Associate, for their support. This internship journey would not have been a smooth sail had it
notbeenfortheinspiringteamatXYZ,Jaipur.Theirsteadfastsupportandbeliefencouraged me to
take up challenges. Their expertise has moulded a learning curve for me to focus and follow in
future competitive businessenvironments.
I end with acknowledging my indebtedness to my Family for their blessings and unwavering
trust that has prepared me for the challenges ahead.

EXECUTIVE SUMMARY
Human resource is considered to be the most valuable asset in any organisation. It is the sum-
total of inherent abilities, aptitudes of the employed persons who comprise executives,
supervisors and the rank and file employees. The human resources should be utilised to the
maximumpossibleextent,inordertoachieveindividualandorganisationalgoals.It isthusthe
employee’s performance which ultimately decides the attainment of goals. Hence, the
employee’s performance is to a large extent influenced by motivation and job satisfaction.
Work is an important aspect of life; it provides a sense of achievement, recognition and above
all a means of income to fulfill the basic and material needs. Due to the changing world such
as development of new technology, more number of women are entering the workforce,
resulting, in part, in dual-earner families and above all a clash of work and personal life.
Balancing both the dimensions, professional and personal life, is a growing concern for both
employers and workers. Employers are introducing various initiatives in order to retain the
efficient workforce. These initiatives are in the form of benefits, policies, or programmes that
helpcreateabetterbalancebetweentheworkandnon-workdomain.Suchwork-lifeinitiatives can
potentially deal with a wide range of issues including on-site childcare, eldercare
initiatives,flexi-schedules,parentalandmaternityleave,employeeassistanceprogrammes,on- site
seminars and workshopsetc.
In the research conducted, there are two aspects which are taken into consideration to prove
myHypothesis.Withthehelpoftheprimaryresearch(questionnaire),thehypothesishasbeen proved
along with depiction of bar graphs, pie charts and tables. The research consists of the records
of the responses collected. The level of satisfaction to be measured is no easytask.
After collecting and analysing the data collected, the conclusion is that the employees in this
organization are satisfied at a certain level where it is not considered as the best place to work
but definitely a better on as the employees are kept as happy as they can, by providing every
possible facility as every company is looking for Employees being satisfied and contributing
rather than being frustrated and making the company go for a toss.

TABLE OF CONTENTS
.
Chapter 1 Introduction 8
1.1 Overview of Work-life Balance 9
1.1.1: Definition 9
1.1.2: Theories of Work Life Balance 10
1.1.3: Measures of Work Life Balance 11
1.1.4: Factors Influencing Work Life Balance 12
1.1.5: Outcomes of Work Life Balance 13
1.1.6: Work Life Balance Provisions 14
1.1.7: Work Life Balance in Indian Organizations 16
1.1.8: Regulatory Framework for Work-life Balance in India 17
1.1.9: Understanding Cultural Diversity Management 19
1.2 Company Profile 27

Chapter 2 Literature review 31
2.1 Objective of the study 39
2.2 Problem Statement 40
2.3 Hypothesis 41
2.4 Present study and its significance 43
2.5 Limitations of the study 46
Chapter 3 Research Methodology 47
3.1 Sampling 48
3.2 Primary research 49
3.3 Secondary research 49
3.4 Tools used 50
3.5 Research design 52
3.5.1: Exploratory research 52
3.5.2: Methods of data collection 54
Chapter 4 Data analysis and interpretation 56
Chapter 5 Results and discussion 86
Chapter 6 Recommendation and suggestion 92
Chapter 7 Conclusion 95
Bibliography & References 96
Annexure 97

CHAPTER 1
INTRODUCTION

INTRODUCTION
1.1 Overview
Work and personal life were once considered to be two separate priorities. But with the
changingtimesduetoglobalizationandever-increasingworkpressures,maintainingwork-life
balance has attracted the attention of the organizations and employees as well. The employees
whodevoteacrucialperiodoftimeoftheirentiredayat workorsometimesworkforextended hours,
are faced with the challenge of balancing their personal lives with the demands of their
profession.
The origin of the term Work-Life Balance took place in early 80's, because of a sharp rise in
the number of working women professionals having children in tender age-groups dependent
on them. The demand for maintaining a work-life balance has risen unprecedentedly among
the employees and the management has also acknowledged its importance in the current
scenario. In future, work life balance will be one of the hot topics of debate in the boardrooms
and is going to be a major area of concern for the management and HR professionals which
they will be faced with.
1.1.1 Work-life balancedefinition
Work-life balance refers to the level of prioritisation between personal and professional
activities in an individual’s life and the level to which activities related to their job are present
in the home.
The ideal work-life balance is open to discussion. Freethinker Paul Krassner said that
anthropologists often define happiness as having little or no differentiation between an
individual’s professional and personal lives.
Work-life balance is a topical issue due to the increased amount of technology that removes
theimportanceofphysicallocationindefiningthework-lifebalance.Previouslyitwasdifficult

or impossible to take work home and so there was a clear line between professional and
personal.
The increase in mobile technology, cloud-based software and the proliferation of the internet
has made it much easier for employees to be ‘permanently’ at work, blurring the distinction
between professional and personal. Some commentators argue that smartphones and ‘always-
on’ access to the workplace have replaced the authoritarian control of managers.
Stress is a common feature of a poor work-life balance. In the information economy mental
stresshasbeenidentifiedasasignificanteconomicandhealthproblem,causingbyaperceived need of
employees to do more in lesstime.
Akeyissueinthework-lifebalancedebateiswhereresponsibilityliesforensuringemployees have a
good work-life balance. The general feeling is that employers have a responsibility to the health
of their employees; apart from the moral responsibility, stressed-out employees are less
productive and more likely to makeerrors.
1.1.2 Theories of Work LifeBalance

According to Zedek and Mosier ( 1990) and O’Driscoll (1996) ‘there are typically five main
models used to explain the relationship between work and life outside work.’ They are:
▪ Segmentation model: According to this model work and non work are two distinct
domainsoflifewhichhavenoinfluenceononeanotherandarelivedseparately.This model
appears to have a theoretical possibility without any empiricalsupport.
▪ Spillover model: Spillover model postulates that work and non work can influence
one another either in positive or negative way. Although a lot of research is done on
this model, still a detailed analysis regarding causes, nature and consequences of
spillover is required to bestudied.
▪ Compensation model: This model hypothesizes that demands and satisfaction
lacking in one domain can be compensated in the other domain. For example, if the
work is monotonous and routine it can be compensated by recreational activities
outside work.
▪ Instrumental model: Instrumental model postulates that one segment facilitates
success in othersegment.
Aishwarya Malhotra 10 | P a g e
1.1.3 Measures of Work LifeBalance
The Work Life Balance is measured using variety of scales developed by researchers. Fisher
(2001)developedascalethatmeasuresWorkLifeBalanceintermsofthreedimensionsnamely:
▪ Work interference with personal life (WIPL): WIPL occurs when duties and
responsibilities at work make it difficult to fulfill familyresponsibilities.
▪ Personal life interference with work (PLIW): PLIW occurs when family duties and
responsibilities make it difficult to fulfill workresponsibilities.
▪ Work/Personallifeenhancement:Work/Personallifeenhancementinvolvespositive
impact of work on personal life and personal life onwork.
Fisher (2001) further suggested that Work Life Balance consists of four components. They are:
▪ Time: Time signifies the amount of time invested at work in proportion to the time
spent in activities other thanwork.
▪ Behavior: The second component is behavior which illustrates that individual’s
behavior at work influences his behavior in personal life. and viceversa.
▪ Strain: Strain is a source of inter role conflict between work life and personal life
(Greenhaus and Beutell,1985).
▪ Energy: Energy is a limited resource and relevant to employee being able to
accomplish work and/or non work relatedgoals.
Hayman(2005) validated the Work Life Balance scale originally developed by Fisher (2001).
Pareek (2010) developed a Work Life Balance scale in Indian context which consisted of
following dimensions:
▪ Personal and Social needs: Personal and Social needs include exercise, hobbies,
recreationalactivities.
▪ Time Management:Time management signifies the abilityof an
individual to balance time demands between work and personallife.
▪ Team Work: Team work is measured by the work environment and culture prevailing
at workplace.
▪ Organizational benefits and support: This dimension includes benefits and support
offered by organization toemployees.
▪ Type of work: This includes the type of work to be performed by theemployee.
Greenhaus, Collins, & Shaw (2003) determined three dimensions to measure Work Life
Balance. They are time, involvement and satisfaction. Satisfaction includes career satisfaction
i.e. satisfaction from work and life satisfaction i.e. satisfaction from personal life.
1.1.4 Factors Influencing Work LifeBalance

Poulose (2014), studied various factors influencing work life issues and has postulated some
common dimensions influencing Work Life Balance namely, individual, organizational and
societal factors. Table 1.2 illustrates the factors of Work Life Balance.
▪ Individual Factors: Research studies conducted to identify the individual factors
influencing Work Life Balance of employees described in termsof:
o Personality and Work Life Balance: Personality is basically the sum total of
ways in which an individual reacts to and interact with others (Robbins, 2011)
which in term influences Work LifeBalance.
o Well Being and Work Life Balance: Well being includes traits such as hope,
optimism and self satisfaction (Singer, 1996). Psychological well being results
in improved Work LifeBalance.
o Emotional Intelligence and Work Life Balance: Emotional Intelligence is
defined as the “ability to adaptively recognize emotion, express emotion,
regulate emotion and harness emotion” (Schutte et al.1998). Emotional
intelligence is positively linked to Work LifeBalance.
▪ Organizational Factors: Organizational Factorsinclude:
o Work Arrangements: Flexible work arrangements help the employees to
manage their Work Life Balance properly and also enable organizations to
motivate, attract and retain the employees (Kaur,2004).
o Work Life Balance Practices: Such practices like flexitime, annual hour
system, child care enhance Job Satisfaction ofemployees.
o WorkSupport: Support at workplace from management, supervisor, colleagues
is positively related to Work LifeBalance.
o Job Stress: Higher job stress leads to physical and mental strain among
employees. Due to job stress Work Life Balance of employees isreduced.
o Technology: Technology can facilitate as well as hinder Work Life Balance of
employees.
o Job related factors: Factors such as long working hours, work overload, work
pressure also influence Work LifeBalance.
▪ Societal Factors: Societal factors include issues which are part of personal life of
employees. Theyare:
o Childcare Responsibilities: Personal life related factors such as total number
of children and their responsibilities result in reduced Work LifeBalance.
o Family Support: Amount of support from family and spouse influences Work
Life Balance.
1.1.5 Outcomes of Work LifeBalance

Positiveoutcomesofwork-lifebalanceofemployeesarebecomingessentialforthesuccessful
implementationofbusinessstrategy.WhenaproperWorkLifeBalanceisfoundandsustained, it
benefits both the employers and employees in terms of increased productivity, Job Satisfaction,
fulfilling personal lifeetc.
Outcomes of Work Life Balance for the Employees: According to Vlems (2005), following
are outcomes of Work Life Balance for employees:
▪ Increased employee’s well being andhappiness.
▪ Improved relations withmanagement.
▪ Improved employee’s self-esteem, health, concentration, andconfidence.
▪ Increased marital satisfaction and lifesatisfaction.
▪ Tasks are managedbetter.
▪ Reduction in the level of stress and health relatedillness.
Outcomes of Work Life Balance for the Employer: Following are outcomes of Work Life
Balance for employers:
▪ Maximized available labor: The organizational commitment and motivation of
employees increases which results in increased productivity and efficiency of the
organization.
▪ The balance makes employees feel valuable: Proper implementation of Work Life
Balance practices makes the employees feel that organization cares about them. Thus,
they will feel more valuable and hence work with morededication.
▪ Less stressful work environment: Due to proper Work Life Balance work
environment becomes less stressful and cordial. Hence, stress related illnesses and
mental fatigue decreases along with reduced health carecosts.
▪ Work-life balance Practices: The presence of work-life balance practices in an
organization makes it attractive to a wider range of candidates when it comes to
recruitment.
▪ Loyal and Motivated Workforce: Motivation level and loyalty of the employee’s
increases which in turn will increase the productivity of theorganization.
▪ Reduced Absenteeism and Turnover: Absenteeism and turnover intentions of the
employees reduce with increased Work LifeBalance.
▪ Improved Job performance: Job performance of the employee’s increases with
proper management of work life and personal liferesponsibilities.
1.1.6 Work Life BalanceProvisions

Work-lifebalanceProvisions(WLBPs)arethoseinstitutionalizedandproceduralarrangements, as
well as formal and informal practices that make it easier for employees to manage the often
conflicting worlds of work and non-work. Work- life balance practices formulated to help
employees balance their work and personal lives are not a option, but a necessity in today’s
workingenvironment.Thereisaneedfororganizationstoadopthumanresourcestrategiesand
policies that accommodate the work-life needs of a diverse workforce in the current business
environment. Vlems (2005) studied various types of Work Life Balance Practices that can be
adopted by organizations to improve the Work Life Balance of their employees. Theyare:
▪ Flexi-time:
Flexi-time is a policy in which an organization provides flexible working hour arrangement to

the employees. This scheme allows workers to alter their starting and finishing times within
the agreed limits as specified by the organization. Flexi-time is a family friendly policy, the
benefits of which include motivated and stress free workers, improved productivity, lower
sickness rates and a good Work Life Balance for employees.
▪ Compressed workinghours:
Compressed working hours is an arrangement in which an employee works for an agreed

number of hours in lesser than normal working days. For example, an employee scheduled for
40 working hours per week, can work four 10 hour days instead of five 8 hour days and thus,
gains a day for himself. Hence, this practice allows employees to compress their work week,
which helps them in fulfilling their personal life responsibilities effectively.
▪ Job-sharing:
Job-sharing is a working arrangement in which two part time employees share the job, which
is normally performed by one full time employee. Apart from sharing the working hours, they
also split the salary, holidays and benefits. Job sharing is extremely beneficial to working
females; expecting mothers and caretakers by providing them less demanding work schedule
and ample time to take care of their dependents so as to achieve a good work-life balance.
▪ Career breaks andsabbaticals:
The terms career breaks and sabbaticals are used interchangeably. Sabbatical is formal system
where an employee is able to take break from work for an agreed amount of time to focus on
their career growth and development. The employees have the security of returning to the job
after an agreed time period however, the salary and other perks are suspended. Organizations
which don’t have a formal sabbatical policy, employees have to resign from their job to take a
career break. By taking breaks from work once in a while, employees can focus on learning
new skills and abilities to enhance their career opportunities.
▪ Self-rostering:
Self-rostering is a type of work arrangement which allows employees to control their work
schedule keeping in view the staffing needs of the organization. The organization allows the
employees to decide which of the hours they would like to work by letting them know the
number of staff and skills required daily. Thus, Employees are able to control their working
hours conveniently to perform their work and non-work activities effectively.
▪ Teleworking:
Withtheadventofmoderncommunicationtechnologyteleworkingisbecomingapopularwork
arrangement in which employees do not travel to their workplace. Teleworking involves four
dimensionsnamely:worklocationthatisawayfromcentralizedorganizationalworkplace;use
ofICTs(InformantionandCommunicationTechnology) astechnicalsupport;timedistribution and
diversity of employment relationship. Employees can work from home or in satellite offices i.e.
telecentres owned and controlled by the organization close to where they live. Teleworking
allows employees to fulfill their personal life duties and responsibilities as long as it does not
affect their productivity and quality ofwork.
▪ Childcare:
Thedemand forchildcareoptionsasameansofhelpingemployeesachievework-lifebalance is
becoming increasingly important (Vlems, 2005) due to increased entry of women in the
workforce and rising nuclear families. Day care centers, Crèche, after school child care are
some popular child care options adopted by organizations to enable the employees to manage
their work lifeissues.
▪ Maternityleave:
Maternity leave is the provision of leave given to the working females. Maternity Benefit
(Amendment) Bill 2016, increases maternity leave from present 16 weeks to 24 weeks
applicable to all the establishments employing 10 or more persons.
▪ CounsellingServices
Aims at helping both the employer and employee for dealing the problems in hand with a
problemsolvingapproachwhichhelps inimprovingthepsychologicalhealthoftheemployee.
1.1.7 Work Life Balance in IndianOrganizations

During the initial years of industrialization, organizations were controlled and governed by
employerswhofollowedexploitativepoliciesandpracticestowardstheworkers.Itwasduring
thistimethat needwasfeltfortheprotectionofthisparticularsectionofworkers.Thiscreated
pressureontheIndiangovernmenttotakestrictactionagainstsuchexploitationbyformulating
various labor legislations. Articles 41 and 42 mentioned in the constitution of India place
greater responsibility on the government for the well being and protection of rights ofthe
workers.‘Provisionsforpaymentofwages,cleardefinitionofminimumwages,directionsfor
ensuring good working conditions, equality in pay for work, maternity benefits, assistance of
government for old age people or in case of disablement, sickness or employment.’ Since last
decade significant social and economic changes are taking place inIndia.
According to the Census of India 2010-2011, women constitute approximately 48 percent of

thetotalpopulationandthe literacyrateamongfemalesis65.46percent.Thestudyshowsthat married
constitute about 45.6 percent of the total population. Furthermore there is increased
participationofwomenintheworkforcealongwithrising nuclear familiesasaresultofwhich the
support system for upbringing of child has been vanishing nowadays. This has resulted in
increasedpressureamongcouplesinmanagingdualrolesandresponsibilitiesbothofwork life and
personallife.
In India, nowadays the largest job providers are the emerging number of organizations in
services sector like call centers, BPOs, health care services. But at the same time they are also
facing the problem of high rates of attrition due to excessive work load and longer time
durations. Furthermore, advancement in information technology is also responsible for
negativeimpactonemployeesWorkLifeBalanceandhencetheyareforcedtojugglebetween their
work life and personal life. This further increase the stress level among employee’s and reduces
their JobSatisfaction.
Therefore, modern organizations need to frame and implement various programmes and
policies which address the Work Life Balance problems of employees. Nowadays,
organizations are becoming more considerate towards the demands and requirements of
employees. Various welfare and support services are provided like 24 hours open cafeterias,
medical clinics gymnasiums along with flexible working initiatives to employees so that they
can manage their Work Life Balance in a proper and effective manner.
1.1.8 Regulatory Framework for Work-life Balance inIndia

Thelaborlegislationsdesignedbythegovernmentcanbetermedasfamilyfriendlyprovisions
astheyhelptheemployeesinpropermaintainingtheirworklifeandpersonallifeinanefficient and
effective manner. Various welfare provisions mentioned in the Indian LabourLegislations
are:
▪ Factories Act,1948:
Working Hours:
According to Factories Act, 1948 maximum working hours for an adult should not be more
than 9 hours a day and 48 hours a week. Working time for females and adolescent should be
restricted to 7 pm to 6 am in accordance with the act. According to this act, total number of
consecutive working days should not exceed 10 days. The act includes a provision of weekly
holidayofoneday.Accordingtosection52,53and7thereshallbeaprovisionofcompensatory holiday
in case there is work onholiday.
Crèches:
According to section 48 (Factories Act, 1948) where more than 30 workers are employed,
suitable room or rooms should be provided for the use of children of such women below the
ageofsix years.Theroomsshallbeproperlylightedwithadequateaccommodation,cleanand
hygienic condition under the charge of women who is trained to take care ofchildren.
▪ Industrial Employment (Standing Orders) Act, 1946, Factories Act, 1948 and
Employee State Insurance Act,1948:
Provisions for leave are mentioned in Industrial Employment (Standing Orders) Act, 1946,
Factories Act, 1948 and Employee State Insurance Act, 1948. According to Employees State
Insurance Act, 1948 ‘every ensured employee is entitled to get monetary benefits during the
period of sickness’.
▪ Maternity Benefit Act,1961:
Thisisthemostimportant familyfriendlybenefit providedtoworkingwomenbeforeandafter child

health. In India, the Maternity Benefit Act, 1961 ‘extends to the whole of India and is
applicabletoeveryfactory,minesorplantation(includingthosebelongingtoGovernment)and
toeveryshoporestablishmentwherein10ormorepersonsareemployedorwereemployedon any day
ofthe preceding 12 months. Every woman shall be entitled to, and her employer shall be liable
for, the payment of maternity benefit, which is the amount payable to her at the rate
oftheaveragedailywagefortheperiodofheractualabsence.AsperthisAct,anywomanshall
be entitled to maternity leave of 12 weeks in all whether taken before or after childbirth.’ The
MaternityBenefit (Amendment)Bill,2016hasextendedthisperiodto26weeks. However,12 weeks
of maternity leave is entitled for women with two or morechildren.
1.1.9 Understanding Cultural DiversityManagement
Today’s workforce is truly mixture of different races, ages, genders, ethnic groups, religions
and lifestyles (Mor-Barak, 2005). It is the job of the management of the organisation to fit
togetherdifferentpiecesofmosaicinaharmonious,coordinatedwayandutilisingtheabilities and
talents of each employee to its maximum. If skilfully managed, diversity can bring a
competitive advantage to an organisation. If not, however, the bottom line can be negatively
affected and the work environment can become unwelcoming (Henderson, 2001). Many
organisations have recognised that the workforce is changing and they are working to create a
work environment in which diversity and difference are valued and in which employees can
work to their fullest. They are dealing with the problems that arise when people in the
workplace communicate. Businesses must be aware of the impact of cultural diversity on
important business factors especially communication and the degree of the effect of cultural
diversity on it (Henderson,2001).
Can managing cultural diversity in your workforce contribute to a sustainable competitive

advantage for your enterprise?
A sustainable competitive advantage is something that your business does that:
◆ Is better than that of yourcompetitors
◆ valuable to yourcustomers,
◆ Is rare in yourindustry,
◆ Is difficult to acquire orimitate.
People and the organisation:
Today’s workforce is made up of many types of people. Organisations can no longer assume
that every employee has similar beliefs or expectations. Organizations exist to serve human
needs.Anorganisationisonlyeffectiveasthepeoplewhooperateit.Peopleareconsideredthe
mostimportantresourceinanyorganisation(Mor-Barak,2005).Theyarethebasicfoundation of an
organization and the basic unit of change within organisation. The human resource approach
focuses on the interaction between people and the organization. If communication
betweenemployeesispoor,organisationwillsuffer.Whencoordinationandinteractionwithin the
organisation is good, both employees and business willbenefit
1.1.10 DiversityDefinition
In the context of managing employees and serving customers, the term ‘diversity’means all of
the significant differences between people, including perceptions of differences, that need to
beconsideredinparticularsituationsandcircumstances.Oftenthemostsignificantdifferences are
the least obvious, such as our thinking styles or beliefs andvalues.
There are multiple dimensions of diversity which may be more or less significant in different
business functions and relationships:
▪ Gender ▪ Language ▪ Communicationstyle

▪ Age ▪ Literacy ▪ Learningstyle
▪ Culture ▪ Workexperience ▪ Thinkingstyle
▪ Ethnicity ▪ Functional role and ▪ Managementstyle
▪ Regionalculture status ▪ Personality
▪ Sexualorientation ▪ Economic status ▪ Ideology
▪ Mental and physical ▪ Familystatus ▪ Profession
abilities ▪ Careerroles ▪ Industry
▪ Education ▪ Geographiclocation
▪ Religion ▪ Workstyle
1.1.11 DiversityManagement
There are several definitions of diversity management. The following ‘working definition’
encapsulates most of their features. "Diversity Management" is the ongoing process of
incorporating the recognition of workforce and customer differences into all core business
management functions, communications, processes and services to create a fair, harmonious,
inclusive, creative and effective organization.
Foranorganizationlookingtocultivateamorediverseandinclusiveworkplace, itisimportant to
understand what constitutes workplacediversity.
Workplacediversityreferstothevarietyofdifferencesbetweenindividuals inanorganization.
Diversity not only includes how individuals identify themselves but also how others perceive
them. Diversity within a workplace encompasses race, gender, ethnic groups, age, religion,
sexual orientation, citizenship status, military service and mental and physical conditions, as
well as other distinct differences betweenpeople.
1.1.12. Benefits of Diversity in the Workplace
Therearemanybenefitstohavingadiverseworkplace.Forstarters,organizationsthatcommit to
recruiting a diverse workforce have a larger pool of applicants to choose from, which can
leadtofindingmorequalifiedcandidatesandreducingthetimeittakestofillvacantpositions.
Businessesthatdonotrecruitfromdiversetalentpoolsruntheriskofmissingoutonqualified
candidates and may have a more difficult time filling key roles, which increases recruitment
costs.
According to a survey conducted by Glassdoor, 67 percent of job seekers said a diverse
workforce is important when considering job offers and 57 percent of employees think their
companies should be more diverse. These numbers are telling. Not only can organizations fill
positions with qualified candidates more quickly by recruiting from different talent pools, but
adiverseworkforcealsobenefitstheiremployerbrandwhichiscrucialwhenitcomestogetting the
righttalent.
Having a diverse workforce with multi-lingual employees and employees from varying ethnic
backgrounds can also be helpful for organizations who want to expand or improve operations
in international, national, regional and local markets.
Impacts of cultural diversity on workplace environment:
Cultural diversity affects the company in many ways and gives a “positive injection” for the
company. If the firm wants to develop and be global the firm has to “accommodate cultural
diversity”.
Amajorchallengeofdiversityisthatit’shardto “communicateduetolanguageproblem”and it can
also be that “we think differently though not on a daily basis”. Most often its issues in delivery,
technology or price negotiations etc. “People in different cultures act differently due to their
personal differences, company culture and country culture” or it could just be a blend of
everything. He further stated “even Swedish companies could be different sometimes and act
strange” and it could be the opposite in a foreign culture. In looking at the difference in
management and decision making” “Sweden is more decentralized than expecting the top
management to make decisions” in a centralized operation. There are also differences in sense
of“timekeeping”indifferentcountries.Otherdifferencessuchasexclusivityinproductsupply,
attitudetowardstechnology,howpeoplevaluesteelandironandvalueofsmarttechnologyare
part of business cultures that is “quite conservative compared to Scandinavia”. Scandinavia
valuessmart compacttechnologythanNorthernAmericaandsomepartofEurope,hencevery “open
to newtechnology”.
Thoughthefirmisnotveryculturallydiverseatthemoment,inthelongrunitneedstobeopen
onhowtogettherightcompetenceintheorganizationandeventuallymorediversebyopening
upotherbranches.Stilltherespondentstatedthat itisnot anecessitytodayastheorganization has
adequate sourcing from the local market. Nevertheless it might not work in the long term as
they need to be in par with the tempo of the big players in their product development and have
people with similarskills
Workplacediversityprovidesstrengthsaswellasofferchallengestotheorganisation.Cultural
diversityismeaningful.Ithelpsemployeestolearnfromeachother,tounderstandeachother’s
differences (Griffin and Hirsch, 1998). Cultural diversity affects the businesses in many ways
including the staff recruitment/retention, management styles and decision-making processes,
and relationships within organizations. Cultural diversity often improves and develops
workplace by helping as learning experiences for employers as well as employees. When an
organisation embrace diversity and realize its benefits, it can succeed and compete more
effectively (Henderson, 2001). When it actively assess the handling of workplace diversity
issues, develop and implement diversity plans, it can increase its adaptability. Different
employees bring individual talents and experiences and suggest suggesting flexible ideas in
adaptingtoeverchangingmarkets.Anorganisationcangloballyprovideservicewithadiverse
collection of skills and experiences. Organisations that encourage workplace diversity in
inspire all of their employees to perform to their highest ability. Different strategies are then
executed;resultinginhigherproductivity,profit,andreturnoninvestment(Konardetal.2006).
On the other hand, diversity issues costs money, time and efficiency. If not managed properly
it can create problems. Some of the consequences can include unhealthy tensions between
employees or with management; loss of business performance and productivity because of
increased conflict; inability to attract and retain talented people of all kinds; complaints and
legal actions; and inability to retain valuable employees, resulting in lost investments in
recruitment and training (Stockdale and Crosby, 2004). Taking full advantage of the benefits
ofdiversityintheworkplaceisnotwithoutitschallenges.Perceptual,culturalandlanguage
barriers need to be overcome for diversity programs to succeed. Ineffective communication of
key objectives results in confusion, lack of teamwork, and low morale. There are always
employees who will refuse to accept the fact that the social and cultural makeup of their
workplace is changing. The “we’ve always done it this way” mentality silences new ideas and
inhibits progress (Albrecht, 2001).
Althoughculturaldiversitypresentsachallenge,organisationsshouldview it asanopportunity
rather than a limitation. When managed properly, cultural diversity can provide competitive
advantages for an organisation. An organisation that manages diversity properly can develop
cost advantages over other organisations and are in much better position to attract the best
personnel.Properguidanceandmanagementofdiversitycanimprovethelevelofcreativityin an
organisation (Henderson,2001).
1.1.12 Managing CulturalDiversity

The challenges that are brought by cultural diversity are often managed through
communicationbetweenrelevantpartiesinvolved.Sometimesthe“customerscanbeveryrude and
unfair with their criticism”. In these instances it affects the organization in a negative manner,
still stressed that it all depends on the problem and the atmosphere. “You can’t handle every
problem in the same way” but it is important to be prepared. If there is a difference in opinion,
“people have to explain their position, reason for its happening and how they intend to take
care of it”. Most often the solution can bring very “positive outcomes out of conflicts” if it is
handled professionally. Customer might be unfair but “we might have done something wrong
as well”. In even the negative atmosphere within the organization due to their issues in
international diversity, the respondent often gets involved, “too much emotions or anger in the
office and you need to calm them down and make them think more rational”. This creates
positive outcomes if the problems are handled well could create lot of potential and come out
higher in quality. “Problem is not always bad just because it’s challenging and you learn
something from it”. “It could be that the customer has a point and we need to improve our
processes and how we dothings”.
The outcome of the cultural diversity has made the “people and the organization to become
more open minded and flexible”. A reason to why Indexator’s philosophy was introduced,
trained and maintained the view and values is because they “see it as an asset”. He agreed that
during their process of planning and implementing the strategic activities in the organization,
cultural diversity does not have a focus but still ”it can be part of a problem and it could be
lookedintointhefuture”.Aspartofthe“Indexatorphilosophythisconcept couldbeexpanded to
attract people from other countries to increase the competence, but so far it has not been”.
Priorities are currently more concentrated on strategic activities than culturaldiversity.
1.1.13 Interculturalcommunication:
Diversityintheworkplaceisstrategicforceinfluencingcommunication(Samovaretal.2008).
Communication in its most basic form is defined as the use of symbols to convey meanings.
Cultureistheintegratedsystemofbeliefs,values,behavioursandcommunicationpatternsthat are
shared by those socialized within the same social group. When persons socialized in different
cultures and co-cultures look from the same point in same direction, they often see different
things, and these different perceptions shape their communication (Samovar et al. 2008). Being
different from others in an organisation can adversely affect communication and coordination.
People from different cultures bring different set of assumptions about appropriate ways to
coordinate and communicate in an organisation. Understanding how to communicate
effectively with people from other cultures has become integral to the work environment of
many organisations (Samovar et al. 2009). Managers who manage diversity need to be sensitive
to cultural differences that can contribute to the effectiveness in cross cultural communication.
Cross cultural communication involves several potential barriers to communication that are
related to the use of verbal and non-verbal methods to convey
meaningsthatmayormaynotbethesameintheculturesoforiginoftheparticipants(Samovar et al.
2008). Often the message that is communicated, maybe different from the one that was intended
because of cultural barriers. The use of different languages often creates barrier to
communication because one or both sides are not articulate as they could be in their native
tongue. Linguistic diversity is an important aspect of global diversity. Managing a workforce
that does not share a common language can present a major challenge to both employees and
management (Cragon and Wright,2008).
Factors effecting communication:
Cultural diversity can have a powerful effect on communication within the organisation.
Problems occur between people of different cultures primarily because people tend to assume
that their own cultural norms are the right ways to do things. They wrongly believe that the
specific patterns of behaviour desired in their own culture are universally valued. They have
stereotypes about other cultures that interfere with communication when people interact.
Workplace diversity can lead to misunderstandings and miscommunications, but it also poses
opportunities to improve both workers and organisations. Managers must be prepared to
communicate effectively with workers of different cultural backgrounds. A diverse workforce
poses various communication challenges to an organisation.
Misunderstandings, inaccuracies, inefficiencies and slowness are typical communication

problems experienced by diverse groups. Communication breakdowns occur when members
often assume that the other party understands the message when in fact they do not. People
interpretinformationdifferentlyevenwhenthesamelanguageisused.Therefore,themessage sent is
not always the message received. Differences in communication styles and non verbal
communication can create problems. Communication problems due to diversity may become
magnified because people are afraid or otherwise unwilling to discuss openly about the issues.
Trust is an important factor that plays a significant role in intercultural, interracial and inter-
gender communication. A lack of trust can result in miscommunication. Accent is another
factor creating problems in communication as some people react negatively to different accents.
It is even considered rude if someone does not speak in the official language. People make
judgements and mental picture (stereotypes) about others based on the kinds of expression they
use because of the region (regional jargon) from which they come. The fact
thatpeoplehavedifferentexperiencesaccountsformanyoftheproblemsthatoccurwhenthey try to
interact cross culturally. These experiences directly relate to ability to communicate. Cultural,
racial and gender differences affect ourexperiences.
1.2 CompanyProfile
XYZ International, Inc. is a leading global lodging company with more than 9898
propertiesin134countriesandterritories.Thecompanythatbeganin1970in Washington, DC is
recognized today as a top employer and for our superior
businessoperations.Wecontinuouslycreateextraordinaryexperiencesforourguests,generate
strong economic returns for our owners and franchisees, and provide outstanding career
opportunitiesforourassociates.In2016,XYZacquiredABCHotels&Resorts,making us the largest
and most global lodging company in theworld.
Our company was built on a foundation of guiding principles that remain embedded in the
company’s culture.
AtXYZ,innovationisinourDNA.Wecontinuouslysearchforinventivewaystoserveour customers,
provide opportunities for our associates, and grow our business. From new brands, ground-
breaking guest solutions, cutting edge technology and design, explore highlights from our 90
yearhistory.
XYZ was founded by MR XYZ in Washington, D.C. in year 1927. The XYZ later expanded
their enterprise into a chain of restaurants and hotels. XYZ International, Inc. is a leading
hospitality company formed in 1993 when XYZ Corporation split into two companies, XYZ
International and Host XYZ Corporation. This group is having 16 hotel brands in 72 countries
with more than 3800 destinations. XYZ’s head office is located in Bethesda,
MD,USA,andreportedrevenuesofnearly$13billioninfiscalyear2013.Thegroupishaving 24
hotels with seven brands in allover India.
Core Values and Heritage:
• Take care of associates and they will take care of thecustomers;
• Our dedication to the customer shows in everything wedo;
• Innovation has always been part of the XYZstory;
• How we do business is as important as the business wedo;
• Our “spirit to serve” makes our company stronger.
Awards &Recognition:
• XYZ Group was ranked 59th number among '100 Best Companies to Work For' by
Fortune Group,2014.
• XYZ Group was awarded with “the Most Admired Lodging Company” under the
award category ‘World’s Most Admired Companies' by Fortune Group,2018.
• Awarded with World's Most Ethical Companies by Ethisphere Institute for
consecutively 2011 and2017.
Culture and Core Values

Our Core Values Make Us Who We Are
As XYZ changes and grows, our business strategy remains firmly rooted in our values.
▪ Put PeopleFirst:
"Take care of the associates and they will take care of the customers, and the customers will
come back again and again." This is our founder’s philosophy. It has made XYZ a great place
to work for over 90 years.
▪ Pursue Excellence:
Ourdedicationtothecustomershowsineverythingwedo.Wetakeprideinthedetails—every day, in
every destinationworldwide.
▪ Embrace Change:
InnovationhasalwaysbeenpartoftheXYZstory.We’redriventoanticipateourcustomers’ changing
needs with new brands, new global locations and new guestexperiences.
▪ Act with Integrity:
How we do business is as important as the business we do. We hold ourselves to
uncompromising ethical and legal standards.
▪ Serve OurWorld:
Our “spirit to serve” makes our company stronger. We support the communities where we live
and work.
About Hotel:
Jaipur XYZ is located at Malviya Nagar, Jaipur. This hotel is built up with 10 floors including
380 rooms, 18 suites and seven meeting rooms. The hotel uses a blend
ofpromotionaltoolswithadvertisinginallsuitable media,salespromotionaloffersandloyalty
programs.
Jaipur XYZ, the contemporary & stylish hotel is now the state’s largest hotel in terms of rooms
and event space and is well on its way to becoming a culinary landmark with seven separate
food and beverage outlets and 39,000 square feet of meeting space.
Accommodation Facilities: The hotel is having 380 rooms, 9 meeting rooms and 18 suites.All
roomsareavailablewithAirconditioning,alarmclock,tea/coffee maker,freshfruits,minibar
&fridge,cableTVsw/DVD&iPoddockingstations,ironandironingboard,Wi-Fiinternet access,
spacious work desk with ergonomic chair and complimentary local calls with specified time
limit.
CHAPTER 2
LITERATUREREVIEW
LITERATURE REVIEW
Work-Life-Balance
Work-life balance with different prospective are studied and available, in recent years, there
has been an increased interest in work family interface in the human resource management
literature,especiallyregardingthesourcesandoutcomesofconflictbetweenthesetwospheres. A
number of studies have addressed this issue from different perspectives. Greenhaus and Beutell
(1985) and Greenhaus et al. (1989) examined the antecedents of conflict between family and
work, Goodstein (1994) and Ingram and Simons (1995) presented an institutional perspective
on organizations‘ responses to work-familyissues.
In addition, Campbell,Campbell and Kennard (1994) have studied the effects of family
responsibilities on the work commitment and job performance of women. The work-family
issueisevenfurtherexpandedto addresstherelationshipofbusiness-marriagepartners(Foley &
Powell, 1997).
Rebbecca Bundhun quotes in ―The National (2009), an Abu Dhabhi National Paper‖1 that
―Women and men generally have a different perception of what the "life" part of the balance
involves. For women it tends to be devoting more time to family, while for men it is spending
more time pursuing personal interests.
Shealso quotedthepaperofDrKattyMarmenout,aresearchfellowattheINSEADSchoolin Abu
Dhabi with his words that ―work-life balance is not simply about equally dividing the time
spent on one's work and personal life, but establishing a harmony that reflects an individual's
priorities‖. So, this allows for acceptance of the happy workaholic or the satisfied stay-at-home
mum or dad. "How can we measure or evaluate work-life balance? The best indicator would be
that it should feel right," shesaid.
Whereas researcher Murphy and Doherty (2011) revealed that it is not possible to measure
work-life balance in an absolute way as there are personal circumstances which influence the
waythatisperceivedbutestablishingaharmonythatreflectsanindividual‘sprioritieswhereas
employees must draw a firm line between their home and work lives and be confident that the
line is in the right place (Harvard Business Review,page184).
HymanandSummers(2004)classifiedsevenmajorproblemswhichareassociatedwithcurrent
practices over work-life balance these are unevenness of adoption across different sectors and
organizations, lack of formalization of policies at organizational level, restricted employee
voice over the introduction and implementation of policies , policies are primarily to meet
business needs rather than those of employees, there is no evidence of reduction in working
hours,tangibleandintangibleworkintrusionsintodomesticlife,domesticresponsibilitiesare still
conducted primarily by women irrespective of their employmentstatus.
Researcher Vloeberghs (2002) revealed that there is a need for a practical instrument to
measure the present situation of work- life balance. However, as revealed by the researchers
Eikhof et. al. (2007), the current work-life balance policies are narrow-minded in terms of
addressing the needs and aspirations of employees but there is need for its realization as
reflected in Emerald article, Human Resource Management International Digest, Vol.12 Iss: 7
(2004) which emphasized that the employers are realizing for its responsiveness and take
inventive in trying to meet employee expectations for flexible benefits that help with their
work-life balance.
Miller (1978) emphasized that earlier the work life used to begin at age 16 and end at age 70
and now begins at 20 and ends at 62 for most of the working personals. However, restrained
effects of the increase in average length of life over the last 80 years may be associated with
certain changes in work- life history as more people reach the older ages with their health to
permit them to enjoy leisure and image of the retirement years. In-spite of that changing view
of marriage like relationships also affects work-life balance as many women are no longer
expectinglifelongpartners,andconsequentlytheystresstheimportanceofacquiringskillsand
qualifications as stated by researcher Lewis et al. (1999) whereas in contradiction to the above
Milkie and Peltola (1999) stressed that happier marriages are related to a greater sense of
success in balancing work andfamily.
Cultural Diversity
In the first section of this chapter different definitions of diversity will be discussed and it is
explainedthatthesubject couldbedividedintotwodimensions;theprimaryandthesecondary.
Cultural diversity is further categorized as a primary dimension based on thedifferent
definitions of culture that is found. From these different definitions the authors state their own
definitionofculturaldiversityand nationalculturethat willbefollowedthroughoutthispaper. In
connection to this, how cultural diversity could affect organizations will be presented in terms
of how it can be beneficial in certain situations and problematic in other, both in terms of
difficulties but also through conflicts. This part ends with discussing organizational culture in
relation to cultural diversity.
Diversity
Diversityisafrequentlyusedconcepttoday,partlybecauseit isawideconceptthatcouldmean many

things. Diversity is a contested term and there are many different definitions of the concept,
some that are very broad (Nkomo &Taylor, 1999 p. 88). Many people only refer diversity to
race and ethnicity but the concept includes much more today (Stevens &Ogunji, 2011 p. 532).
Some researchers even describe diversity as broad as all differences that people have as
individuals (Nkomo &Taylor, 1999 p. 88). Parvis is one of them and he emphasizes also that
diversity exists in every society and every workplace (Parvis, 2003, p. 37). He continues to
explain diversity to include culture and ethnicity as well as difference in physical
abilities/qualities, languages, class, religious beliefs, sexual orientation and gender identity
(Parvis, 2003 p. 37). According to Parvis, diversity brings great benefits that enrich our lives
in many ways (Parvis, 2003, p.37).
Itisidentifiedthatdiversityisacomplexconcept (Nkomo&Taylor,1999p. 101)whichmight be
difficult to grasp because of its wide definitions. In order to gain more structure to this concept
the authors are further going to view diversity through Loden and Rosener’s (1991) division of
the concept into two categories; primary dimensions and secondary dimensions.
Theyexplaintheprimarydimensionsastheunchangeabledifferencesthatareinbornandhave an
important impact on our development in early socialization as well as for our ongoing life
(Loden&Rosener,1991,p.18).Thesewouldincludeage,gender, ethnicity,physicalfeatures, race
and sexual orientation. The secondary dimensions are explained as things that can be changed,
such as education, geographic location, income, marital status and religious beliefs.
LodenandRoseneremphasizethatthesetwodimensionsarebothveryimportanttohowpeople relate
to others and see the world (Loden & Rosener (1991, p.18).
Nkomo and Taylor define diversity as “a mixture of people with different group identities
within the same social system” (Nkomo &Taylor, 1999 p. 89) which is also the definition that
is used in this paper in order to include the wide perspective of diversity. As stated earlier in
this paper, intercultural interactions have grown to be frequently occurring in organizations
today and cultural diversity is because of this of great importance for organizations to
acknowledge. Now that definition of diversity is selected, the next step will be the concept of
cultural diversity. In order to answer the research question of how firms view and manage
culturally diversity, a wider understanding of this concept will furthermore be need.
Discussion on Cultural Diversity
In understanding the concept of cultural diversity the authors start the discussion by defining
what culture is. Since culture is a popular subject there are many definitions of culture which
represent the complexity of the phenomena and it can, in the same way as in the explanation of
diversity, be seen many wide definitions of the concept.
According to Varner and Beamer (2011) “Culture explains how people make sense of their
world” (Varner & Beamer, 2011 p.4). It could be said that any individual will be submitted to
anaturalpartofalearningprocessfromtheir earlychildhoodwhichformsthebasisastohow
everything is interpreted. Hence it could be stated that culture can be described as the way of
lifeofagroupofpeople(Seymen2006,p.300)andthat issharedbyalloralmostallmembers of some
social group (Seymen 2006, p. 299). This definition is much in line with Geert
Hofstede’sviewonculture.Heisapopularanthropologist andseescultureasthe“softwareof
themind”thatseparatesmembersofdifferentgroupsfromeachother(Hofstede,1991,p.180).
Thissoftware,ormentalprogramming,isbasedonthesocialenvironmentswherepeoplegrew up and
developed their life experiences (Hofstede, 1991, p. 4, 180). To further narrow down what
culture is and where it comes from, Kluckhohn and Kroeber say that “the essential core
ofcultureconsistsoftraditional(iehistoricallyderivedandselected)ideasandespeciallytheir
attached values” (Kluckhohn & Kroeber, 1952, p. 35). This is in turn passed on from one
generation to the next (Samovar et al. 2009, p. 36). Furthermore, culture consists of explicit
and implicit patterns (Kluckhohn, 1951, p. 88) and includes customs, morals and laws that
shapes behavior and affects how the world is viewed (Adler, 1997, p.15).
When these statements are compared to Loden and Rosener’s theory about primary and
secondarydimensionsofdiversity(Loden&Rosener,1991,p.18)asexplainedintheprevious section
about diversity, the conclusion can be made that cultural diversity can be categorized as a part
of a person’s primary dimensions. This can be argued since culture is a type of diversity that is
difficult to change and is important for a person’s development in early socialization as well as
ongoing life which according to Loden and Rosner are characteristics
toprimarydiversity(1991,p.18).Thisishoweveradifficultconcepttocategorizesinceculture also
seems to be something that is developed over a period of time rather than something immediate
and constant, like for example physical features and age that are typical primary dimensions of
diversity. This ambiguity problematizes the concept of culture further but for this paper culture
is however categorized in the primary dimension. The reasoning for this is that the authors
chose to see culture as something that can’t be entirely changed or chosen. Moreover, culture
is according to the theories something inherited and is based on the place where people grew
up which is more consistent with Loden and Rosner’s primary dimension (1991, p.18).
Cultural Diversity in Organizations
Culturaldiversityis veryimportanttoorganizationsthathaveadoptedglobalstrategies(Adler, 1997,

p. 125). When doing business internationally or with multicultural teams it is important to
understand other cultures and, as stated in the beginning of this paper, that this is a growing
issuetoday.Organizations’interest inunderstandingculturaldiversitycanbedependingonthe
organizationalculture.
Organizational culture is an abstract concept with many different definitions (Barney, 1986, p.
657). It is however often explained as “a complex set of values, beliefs, assumptions, and
symbolsthatdefinethewayinwhichafirmconductsitsbusiness”(Barney,1986,p.657).This
explanation has many similarities to the concept of culture as described earlier. Hofstede
explainsorganizationalcultureas“thecollectiveprogrammingofthemindwhichdistinguishes the
members of one organization from another” (Hofstede, 1991, p. 180) which is much like his
definition of culture but here in a collective form. This shows that culture has many
similaritieswithorganizationalculturewhichcanindicatethatanorganization’sculturecan
affectthecompanyinmanyways,justasanindividual’scultureaffectsthepersonthroughfor example
behavior and morals. Every social unit that has a shared history have developed a culture
(Schein, 2010, p. 17) which develops as a group of people tries to cope with their surroundings
(Trice & Beyer 1993 p.4).
Organizational culture also consists of unspoken guidelines and taken for granted values as well
as collective memories and ideologies (Cameron & Quinn, 2006, p. 16). Organizational
cultureshowsthe“shoulds”and “oughts”intheorganization(Veiga etal., 2000,p. 541).From the
different definitions stated above it can be assumed that organizational culture could have
animpactinhowacompanyworkswithculturaldiversity.Forexampleareorganizationswith
inclusive cultures (that in all procedures embraces diversity) more likely than others to benefit
fromculturaldiversity(Scott,2011,p.736).Thisalsoworksinreversesinceculturaldiversity will
have impacts on the organization (Scott, 2011, p. 736). This clearly shows that cultural diversity
and organizational culture have impact on each other. Thus this subject will be integrated into
the literature on the approaches to manage cultural diversity in the upcoming discussion later
on.
Sincecultureaffectspeople's’behavior,valuesandcustoms,asstatedabove,peopleofdifferent
cultures work in different ways in business situations. This can be seen through different
approaches to punctuality (Lewis, 1997, p. 47), conflicts (Hofstede, 1991, p. 92), structure
(Hofstede, 1991, p. 120-121) and different relations to authority (Hofstede, 1991, p. 35) and
difference in how people see work in relation to their life (Hofstede, 1991, p. 93). This type
offerdiversitycanbecauseofthishavebigimpactsinorganizationsthathaveculturallydiverse
people.
It can also be seen that groups work in different ways depending on their cultural diversity (Jehn
et al., 1999 p. 743). There are some clear advantages and disadvantages to a cultural mixture in
a group. Research has shown that culturally heterogeneous groups and culturally homogeneous
groups have advantages over the other in different contexts (Ely & Thomas, 2001, p. 234;
Thomas, 1991 p. 257-258). Homogenous groups have in Thomas’ study (1991)
showntohavehigherperformanceinfivedifferenttestedsituationsthanheterogeneousgroups did
(Thomas, 1991 p. 242). Thomas showed that homogeneous groups are more effective
insituations with a complex context where heterogeneous groups fall short due perception- and
attributiondifferencesaswellascommunicationissues(Thomas,1991p.257).Sincemembers
of heterogeneous groups have different experiences and backgrounds they have potential to
generatemorediversesolutionstoproblemsandthereforeachievehigherqualityresultsdueto greater
creativity (Thomas, 1991 p. 257-258; McLeod et al., 1996, p. 257). However, conflicts
ariseeasier inheterogeneousgroups(Jehnet al.,1991,p.750)buttheycanbemoreproductive
andcreativeinthelongrunwithmoregeneratedideas(McLeodetal., 1996,p.257).Fromthis it can be
seen that no one of these groups is superior to the other. This is further supported by Hewstone
et al., who says that heterogeneous groups tend to be either the most or the least
effectiveteamwhilehomogeneousgroupstendtobeaverage(Hewstoneetal.,2001p.83-84). It could
however be assumed that a company could benefit from using both types of groups in different
situations (Thomas, 1991 p. 257-258; McLeod et al., 1996, p. 257) in order to create the highest
benefits aspossible.
2.1 Objectives of thestudy
The main objective of the study is to examine influence of WLB policies of XYZ Hotels
- Jaipur on the employees.
The specific objectives of the study are to:
▪ To study the influence of the following initiatives, on the workforce of XYZHotels

- Jaipur.
A. employee motivationinitiatives,
B. work independencyinitiatives,
C. growth & recognitioninitiatives,
D. WLBinitiatives.
▪ To analyse how the employees can balance their work life and personallife.
▪ To know the relationship between employee’s job and its impact on employee’s
personallife.
2.2 ProblemStatement
Employee are the asset of any organization. It is through the employees. The organization
achieves its objectives. It is very important from the organization point of view to keep them
satisfied.
Intoday’scompetitiveworld,thekeytosuccessinanybusinessreliesoncustomersatisfaction. As a
result, servicing customer needs has become a priority for many organizations. However they
have failed to act upon the satisfaction of the employees, who are the internal customers of
thefirm.
The purpose of study is to analyse the influence of WLB initiatives taken by the organization
and to suggest areas for improvement if any.
A sample respondents of 100 on total population (employees) of XYZ Jaipur constitute the
universe of study.
2.3 Hypothesis
A hypothesis is a tentative statement about the relationship between two or more variables. A
hypothesis is a specific, testable prediction about what you expect to happen in a study.
Hypothesis regarding my topic

Motivated employees with a strong sense of company loyalty are more willing to perform,
more innovative, and less likely to become stressed. Thus, living a balanced life.
Null Hypothesis
H0A: Employee motivation initiatives does not significantly influence the workforce of
XYZ Hotels - Jaipur.
Alternative Hypothesis
H1A: Employee motivation initiatives does significantly influence the workforce of
Empowermentisahumanneedthatmakespeoplestriveforhighergoals.Employeesshould feel
that their work is important and valued. If, however, they do not have the power to decide on
their area of responsibility, their subjective assessment oftheir achievements will deteriorate.
If a manager or boss is constantly micromanaging, employees will not feel like
theyarebeingtakenseriously.Iftheemployeethenisheldresponsibleforabadresult,they will
feelfrustrated.
Null Hypothesis
H0B: Work Independency initiatives does not significantly influence the workforce of
H2B: Work Independency initiatives does significantly influence the workforce of
Many employees relentlessly pursue professional recognition in one form or the other. This
means they put in their best efforts 24x7, going above and beyond the call of duty in tasks
assigned to them. In such cases, however, employees need to be on top of their game at all
times.
Null Hypothesis
H0C: Growth & Recognition initiatives does not significantly influence the workforce
of XYZ Hotels - Jaipur.
H1C: Growth & Recognition initiatives does significantly influence the workforce of
Asweallknowthatthekeytoemployeesremaininghappyandretainedintheorganization is the
management of work-life Balance. It is one of the important but difficult aspects for an
employee. For an organization to have a healthy environment, the employees should be able
to balance their work-life on a regularbasis.
Null Hypothesis
H0D: There is no significant influence of WLB policies of XYZ Hotels - Jaipur on the
employees.
H1D: There is a significant influence of WLB policies of XYZ Hotels - Jaipur on the
employees.
2.4 Present Study & itsSignificance
Thechallengeofbalancingworkandnon-workdemandsisoneoftodaycentralapprehensions for
both, persons and organisations. With the increasing diversity of family structures characterized
in today workforce, particularly with the growing standards of dual-career families, the
significance of managing an employee work-life balance has increased markedly over the past
20 years. Employers are realising that the quality of an employee personal and family life
impacts work quality and that there are concrete business reasons to promote work andnon-
workintegration.Work-lifebalanceisbasicallythepositiverelationshipbetweenwork
andequallyimportantactivitiesinlifewhichincludesfamilyleisureetc.Therelationshipcan’t be
clearly defined and varies from person to person according to their life demands. Research
findings show that work-life balance practices help employees manage their work and family
better (Thomas & Ganster, 1995) and enhance their attitudes and behaviours such as
organisationalattachment(Grover&Crooker,1995),jobsatisfaction(Kossek&Ozeki,1998), and
intention to stay (Lobel & Kossek, 1996). Availability of work life balance practices reduces
employee absenteeism (Dex & Scheibl, 1999) and enhances organisation’s productivity (Sands
& Harper, 2007). These practices are increasingly being considered as strategic, innovative,
crucial and progressive (Perry-Smith &Blum, 2000) worldwide. Employees who are able to
balance their work, family and life commitments have been shown to be happier in their job and
are more likely to stay and work towards a rewarding and productivecareer.
Improvements in people management practices with a high supportive work culture
characterizedbyworktimeandwork-lifeflexibilitiescontributestoincreasedworklifebalance and
make the employees more productive (Kar et al., 2013). Organisations that prioritize employee
wellness and promote work-life balance within the structure of their organisational
development have a better chance of hiring and retaining top talent (HRN, 2012).Work–life
initiatives address two main organisational challenges: structural (flexible job design, human
resource policies) and cultural (supportive supervisors, climate) factors (Kossek et al., 2011).
Organisational change efforts are most likely to be effective when structural and cultural
supportsareintegratedandlinkedintheorganisationalsocialsystem.Yetthestreamsof
research on structural and cultural supports are not well integrated. Without enhanced cultural
integration,work–lifeinitiativesriskbecomingbureaucraticstructures,lackingmainstreaming into
complex employment systems (Holt & Lewis,2009).
Workplace complexities
▪ Reduced hierarchical structure—Hierarchies are becoming cumbersome and cannot
respondquicklytochangingmarketdemands,suchaspressuresforreducedcycletime and
continuous innovation. Hierarchies are being replaced by cross unit organizational
groupings with fewer layers and more decentralized decisionmaking.
▪ Vague boundaries—As organizations become more laterally structured, boundaries
begintobreakdownasdifferentpartsoftheorganizationneedtoworkmoreeffectively
together. Boundaries between departments as well as between job categories become
looser and there is a greater need for task and knowledgesharing.
▪ Teamsas basic building block—The move toward a team-based organizational structure
results from pressures to make rapid decisions, to reduce inefficiencies, and to
continually improve workprocesses.
▪ Continuous change—Organizations are expected to continue the cycles of reflection
andreorganization. However,changes maybebothlarge andsmallandarelikelytobe
interspersed with periods ofstability.
▪ Different ways of thinking—Cross-functional and cross boundary teams require the
ability to see alternative angles and perspectives and to create new patterns ofthinking
that propel innovation. Workers also need to be able to synthesize disparate ideas in
order to make the cognitive leaps that underlieinnovation.
Factors that leads to Complexity
▪ Diversity:
Global organizations face a complex set of challenges characterized by diversity both Internal
and External to the organization – across every aspect of the business itself and its strategy
drivers. Internally, executives must manage and respond to more diversity in the
(internationalizing) HR pool; more variety in the management systems; more variation in the
means and ends ranging from simple financial goals to a more comprehensive view; and
different business models for different types of business units. Externally, there is higher
diversity: heterogeneous customer needs; differing cultural values; a plethora of stakeholders
with different claims (investors, customers, employees, regulators etc.); various political,
economic and legal environments; and finally, competitors’ differing strategies.
▪ Interdependence:
Companies must manage the effect of global interdependence to an unprecedented degree:
everything is related to everything else, and the impact is felt more rapidly and pervasively.
Value webs have replaced traditional value chains. Reputation, financial flows, value chain
flows, top management and corporate governance issues have reached advanced levels of
interdependence. The less clear-cut the boundaries of a company become, the more it is
exposedtoimpactsonthevaluechain flowthroughmistakes,frictions,reversetrends,oreven shocks.
Interdependence creates opportunities for globalization, but taking advantage of these
opportunities raises difficultchallenges.
▪ Ambiguity:
The business world today is characterized by too much information with less and less clarity
on how to interpret and apply insights. A diversity of accounting standards renders financial
figures ambiguous. Studies, scenarios, survey results, and reports become less reliable due to
an ever-increasing uncertainty. Many businesses find it more and more difficult to discover
what their clear value drivers are. Are they image, price, related services, privileged
relationships, speed, knowledge, etc.
2.5 Limitations of theStudy
• My research method consisted of distribution of questionnaire at a small and non-
random number ofrespondents.
• The inference and findings are from the particular sample group and can’t be
generalized.
• Time was the mainconstraint.
• There was lack of co-ordination from therespondents.
• Due to the rigid policies of the company I could not cover a few aspects which could
have made the research moreadvanced.
CHAPTER 3
RESEARCHMETHODOLOGY
RESEARCH METHODOLOGY
3.1 Sampling
Sampling is a process used in statistical analysis in which a predetermined number of

observationsaretakenfromalargerpopulation.Themethodologyusedtosamplefromalarger
population depends on the type of analysis being performed, but may include simple
randomsamplingor systematicsampling.
There are different steps to select a sample for a survey. The first two stages are to define the
population, i.e. customers targeted for the survey (purchasers, users, employees, etc.) and to
specify its frame i.e. to choose individual who represent the global population of interest.
A sample is a subset of a population (group of individuals of interest to the researcher). The
type of sample selected determines the degree to which research results can be generalized to
the population as a whole (external validity).
There are two sources of error that limit generalizability: sampling error (chance variation)
andsamplebias(constanterror)whichresultsfrominadequateresearchdesign.Samplingerror (but
not sample bias) can be taken into account usingstatistics.
Sampling method: Convenience sampling

A convenience sample is a matter of taking what you can get. It is an accidental sample.
Although selection may be unguided, it probably is not random, using the correct definition of
everyone in the population having an equal chance of being selected. Volunteers would
constitute a convenience sample.
Non-probability samples are limited with regard to generalization. Because they do not truly
represent a population, we cannot make valid inferences about the larger group from which
they are drawn. Validity can be increased by approximating random selection as much as
possible, and making every attempt to avoid introducing bias into sample selection
Data collectionmethod
3.2 PrimaryData
In primary research, the researcher usually relies on primary sources. For example,
interviewing someone is primary data, and it would lead to conducting primary research
because of the fact that you conduct the research from the source itself. Not only
interviews,otherresearchmethodscanalso beusedfordatacollectioninthistypeofresearch. Some
examples are observation, case studies, surveys, experiments, etc. In each situation, the
researcher directly collects the data from the sample that he has chosen. Primary research is
done with a lot of hard work and dedication. It is interesting to note that primary research is
expensive to conduct since it involves primarysources.
A key difference between primary and secondary research is that the time taken to conduct
primary research is usually long when compared to the time taken to conduct a secondary
research. This is because the researcher has to collect data from the very beginning till the end
without relying on other sources.
As a matter of fact, the results found from the conduct of primary research are usually known
to have better quality than those found from the conduct of the secondary research. This is
probably one of the reasons why people would like to depend more on the findings ofprimary
research rather than on the results of a secondary research. Primary research is also usually
detailed and elaborate since it is supposed to be both qualitative and quantitative inpurpose.
3.3 Secondary Data

Unlikeinthecaseofprimaryresearch,insecondaryresearchtheresearcherreliesonsecondary
sources. Imagine you have written a book based on the interview that you have conducted. If
somebody uses the book to prepare or write a report, then the data available to that person
should be considered secondary in purpose and the research conducted by him based on the
book can be called secondary research. Secondary research is not expensive to conduct since it
does not involve the primarysources.
Thedatapertainingtosecondaryresearchisusuallynotverymuchdetailedandelaboratesince it
involves the indirect sources. Finally, it is true that secondary research is normally presented
with varied data than primary research. Secondary research is normally presented witha
numberofdataandsources.Thesesourcesthatareavailablealreadyincludebooks,periodicals
published by governmental organizations, statistical data, annual reports, case studies and the
like.Thishighlightsthatconductingprimaryandsecondaryresearchhavebothadvantagesand
disadvantages. Researchers often use both categories for theirresearch.
In my case, I have used both primary as well as secondary sources of data. I have distributed
questionnaires as a tool of primary research. Even a couple of sites are used as a tool for
secondary research.
Primary data is collected for the reason being it is a bit more accurate than secondary data
and helps to prove my Hypothesis. Secondary data is used as a means of providing the
supporting information
3.4 ToolsUsed
▪ Questionnaire
A questionnaire is a systematically structured questions used by a researcher to get needed
informationfromrespondents.Questionnaireshavebeentermeddifferently,includingsurveys,
schedules, indexes/indicators, profiles, studies, tests, checklists, scales, inventories, forms,
inter alia. They are
…any written instruments that present respondents with a series of questions or statements to
which they are to react either by writing out their answers or selecting from among existing
answers.
In order to measure the satisfaction level of the employees working at XYZ Hotel - Jaipur, a
set of 25 questions divided into 5 categories were distributed among approximately 140
employees out of which 100 responded. The questionnaire I distributed was a closed ended
questionnaire.
▪ The ANOVATest
An ANOVA test is a way to find out if survey or experiment results are significant. In other
words, they help you to figure out if you need to reject the null hypothesis or accept the
alternate hypothesis. Basically, you’re testing groups to see if there’s a difference between
them. Examples of when you might want to test differentgroups:
One Way ANOVA Test
The one-way analysis of variance (ANOVA) is used to determine whether there are any
statisticallysignificantdifferencesbetweenthemeansofthreeormoreindependent(unrelated)
groups. This guide will provide a brief introduction to the one-way ANOVA, including the
assumptionsofthetestandwhenyoushouldusethistest.Theone-wayANOVAcomparesthe means
between the groups you are interested in and determines whether any of those means
arestatisticallysignificantlydifferentfromeachother.Specifically,itteststhenullhypothesis:
Where µ = group mean and k = number of groups. If, however, the one-way ANOVA returns
a statistically significant result, we accept the alternative hypothesis (H A), which is that there
are at least two group means that are statistically significantly different from each other.
1. Objectives of the quantitativesurvey

A survey enables to collect information in a written form from respondents. For my research,
the survey consists of a set of 20 questions mailed to their Email Id. The primary objective is
to gather enough data to prove my Hypothesis.
2. Writing thequestionnaire
A questionnaire can be seen as being a continuation of questions. About the writing of the
questionnaire itself,researchersalwayshavetofacethechoice betweenthekindsofquestions they
want to use. Two types of questions are possible: the open and the closed ones. Thefirst
one consists in asking a question enabling the respondent o give their opinion. On the other
side, a closed question gives different alternatives that the respondent has to choose.
In my research, closed questions are used. Closed questions make the questionnaire easier to
answer for the respondent and have as main advantage to give to the researcher the possibility
to compare respondents one to each other. Indeed, all the people have to choose between the
same alternatives, so it is possible to get percentages between two variables. Nevertheless,
using closed questions stops people from answering spontaneously and a problem can appear
if the respondent does not find an answer that corresponds or fits its thoughts.
3. The collection of thequestionnaires

Afterwritingthequestionnaires,Ichosetomailthem.Themainadvantageofmailingwasthat the
employees could fill it up according to their convenience and as it was sent via Google forms I
was updated on timely basis on receiving aresponse.
3.5 ResearchDesign
Research refers to the systematic method consisting of enunciating the problem, formulating
the hypothesis, collecting the fact, or data, analysing the facts and reaching conclusions either
in the form of the solution towards the concerned issues or particular generalisation for some
theoretical formulation.
Type of Research
3.5.1 Exploratoryresearch
Exploratory research, as the name states, intends merely to explore the research questions and
does not intend to offer final and conclusive solutions to existing problems.
Conducted in order to determine the nature of the problem, this type of research is not
intended to provide conclusive evidence, but helps us to have a better understanding of the
problem. When conducting exploratory research, the researcher ought to be willing to change
his/her direction as a result of revelation of new data and new insights.
Exploratory research design does not aim to provide the final and conclusive answers to the
research questions, but merely explores the research topic with varying levels of depth. It has
been noted that “exploratory research is the initial research, which forms the basis of more
conclusive research. It can even help in determining the research design, sampling
methodology and data collection method”. Exploratory research “tends to tackle new
problems on which little or no previous research has been done”. Unstructured interviews is
the most popular primary data collection method with this type of research.
In other fields of study, which do not always have the luxury of definable and quantifiable
variables - you need to use different research methods. These should attempt to fit all of the
definitions of repeatability or falsifiability, although this is not always feasible.
3.5.2 Methods of datacollection
Basis for
Qualitative Quantitative
comparison
Qualitative research is a method Quantitative research is a research

of inquiry that develops method that is used to generate
Meaning understanding on human and numerical data and hard facts, by
social sciences, to find the way employing statistical, logical and
people think and feel. mathematical technique.
Nature Holistic Particularistic
Approach Subjective Objective
Research type Exploratory Conclusive
Reasoning Inductive Deductive
Sampling Purposive Random
Data Verbal Measurable
Inquiry Process-oriented Result-oriented
Hypothesis Generated Tested
Elements of
Words, pictures and Objects Numerical data
analysis
To explore and discover ideas To examine cause and effect

Objective
used in the on-going processes relationship between variables
Basis for
Qualitative Quantitative
comparison
Non-structured techniques like

Structured techniques such as surveys,
Methods In-depth interviews, group
questionnaires and observations.
discussions etc.
Result Develops initial understanding Recommends final course of action
In my case, I have opted for the Quantitative method, as I distributed questionnaires amongst
the employees I chose randomly. On the basis of the data collected I opt to present it in a
numerical way with the use of Graphs and Pie charts.
CHAPTER 4
DATA ANALYSIS &INTERPRETATION
DATA ANALYSIS & INTERPRETATION
Following are the responses received from my questionnaire.
General Information:
Relevance of the Questions:
Bellow mentioned are few questions are to check how diverse is the workforce of XYZ Hotel
- Jaipur. These questions shed a light on how diversity is incorporated at XYZ Hotel
- Jaipur. Culturally diverse workforces don’t bring differences for the sake of difference;
instead, they introduce new ways of thinking that can cut through the harmful effects of
conformity and groupthink.
Age
17%
20 -30
49% 30 -40
40 above
34%
Gender
Other
3%
Male
43% Male
Female
Female Other
54%
RELIGION
10%
42% Hindu
25%
Muslim
Christian
Other
23%
Education
13%
Under
24% Graduate
Graduate
63% Post Graduate
Marital Status
No
40% Yes No
Yes
60%
A. WLB initiatives - EmployeeMotivation
1. My organization cares about my career Growth.
Relevance of the Question:
Careergrowthshouldbeembeddedinemployeeexperiencemodelfromthebeginningandknit into
every phase thereafter. In a research conducted by QuestionPro, 36% of the employees agreed
that better visibility of organizational goals would amplify their satisfaction and job
performance.ThesameisfollowedbyXYZ,Jaipur,withtheirculturallydiverseworkforce.
My organization cares about my career Growth.

39%
40% 35%
35%
30%
22%
25%
20%
15%
10% 4%
5% 0%
0%
Range Responses
1 0
2 4
3 22
4 39
5 35
Interpretation:
According to the survey, a staggering majority of the culturally diverse employees ( 39% &
35% ) feel optimistic and thus, agreed. This implies that they do possess clear knowledge at
XYZ, Jaipur, about the strategic objectives of the organization. Due to which as an individual,
they are focused; a preemptive to achieve corporate goals.
2. I work in a good and healthy work environment.
Oneofthemostimportantelementsinmotivatingandengagingemployeesisbyhaving a
good and healthy company environment. It builds a nurturing environment for a
culturally diverse workforce; a kin to that at XYZ (Jaipur), to thrive. It builds trust,
increases communication and empowersteams.
I work in a good and healthy work environment.

45
40
40
35
30 26
23
25
20
15 11
10
Range Responses
1 0
2 11
3 23
4 40
5 26
Interpretation:
According to the survey, about 40% agree and 26% strongly agree. A reason why
people of diverse cultures work harmoniously and empathic of each other’s trials at
striking a work life balance. Stressful environment can create an unproductive work
force and can affect the motivation of employees to realize organization’s objectives.
The good and healthy work environment thus has nurtured a positively motivated
workforce at XYZ, Jaipur.
3. I get opportunities that result inpromotions.
A promotion is not just beneficial for employees but is also highly crucial for the
organization. It boosts the morale of employees, increases their productivity and
hence improves upon the overall profits earned by the organization. XYZ, Jaipur,
strives to understand the determinants in motivating a culturally diverse workforce.
I get opportunities that result inpromotions.
16
41
33
10
10 15 20 25 30 35 40 45
Range Responses
1 0
2 10
3 33
4 41
5 16
Interpretation:
16% and 41% of the employees strongly agree and agree, respectively. This means that the
abundance of opportunities that result in promotions is considerably realized among the
diversity of employees at Marriot, Jaipur. There is acknowledgement of employee's
ambitions and development.
4. I receive respect and fair treatment from the supervisor and peer members and
it makes me feel a part of theorganization.
Being respected and valued promotes a positive work culture where employees are
loyal, fulfilled, and motivated to perform at their best for their company. Those who
are not respectful to others are unprofessional and a threat to the health of their
organization. Respect is a vital element to foster a diverse work environment like that
at XYZ, Jaipur.
I receive respect and fair treatment from the supervisor andpeer

members and it makes me feel a part of the organization.
45
40
35
30
25
42
20 39
15
10 15
4
1 2 3
Range Responses
1 0
2 4
3 15
4 39
5 42
Interpretation:
A collective of 42% of the employees strongly agreed while 39% agree. This highlights the
apparent motivation in employees. Respect and fair treatment are necessary work ethics
observed at XYZ, Jaipur, given their cultural diversity.
5. Organization provides leaves and leave benefits which increase work-life-balance
in theorganization.

People are one of the critical success factors of a business. Unauthorized absenteeism,
lack of proper time/holiday planning, fall in productive hours etc. affect the overall
efficiency of the organization.
Organization provides leaves and leave benefits which increase work-

life-balance in the organization.
70
61
60
50
40
31
30
20
10
0 0
Range Responses
1 0
2 0
3 31
4 61
5 8
Interpretation:
According to the survey, 61% of the employees agree. Leaves and leave benefits
channel a positive effect on the employee’s mindset. An employee returning from
holidays will have a fresh outlook and attitude and will be ready to perform to the best
of their ability. This becomes all the more relevant with a culturally all-encompassing
work force like that at XYZ, Jaipur.
6. My superior has shown sincere interest in my in my careergoals.
Employees usually feel more engaged when they believe that their employer is
concerned about their growth and provides avenues to reach individual career goals
while fulfilling the company's mission.
My superior has shown sincere interest in my in my career goals.
60
50
40
30
20
10
Range Responses
1 0
2 0
3 8
4 52
5 40
Interpretation:
According to the survey, 52% of the employees agree and 40% strongly agree the
statement.
B. WLB initiatives - WorkEnvironment
1. Open communication policy in the organization improves the transparency
between the employer and theemployee.
Culturally diverse workforce needs transparency to maintain a trustful and healthy
environment. Given the talent war that continues to rage on, highly skilled top
performers can afford to be selective about the type of company they work for and it
has been increasingly shown that employees want to be part of honest, authentic and
transparent organizations.
Open communication policy in the organization improvesthe

transparency between the employer and the employee.
46
50
45
40
35
27
30
21
25
20
15
10 6
0
1 2 3 4 5
Range Responses
1 0
2 46
3 27
4 21
5 6
Interpretation:
According to the survey, 46% of the culturally diverse workforce of XYZ believes they need
transparency to maintain a trustful and healthy environment. employees disagree. The work
independency is limited on many levels. Managers should be accessible. This increases
transparency and better communication of ideas, redressals, etc.
2. The job allows me to make a lot of decisions on my own.
Decision making skills are acquired traits of great leaders. Decision making is
challenged by time. It incorporates several skill sets that are tested when an individual
independently takes initiative in their career lattice.
Th job allows me to make a lot of decisions on my own.

40 38
35
30
27
25
20
20
15
10
10
5
5
Range Responses
1 10
2 27
3 38
4 20
5 5
Interpretation:
While38%maintainedaneutralstance;10%stronglydisagreed&27%disagreed.Implications
realizedincludelackofinitiativetaking.Induecourseoftimethiscanmanifest,stagnatingthe
employee's skill set to align with theorganization.
3. Organization allows employees participation in management decision which
promotes healthy workenvironment.
To lead to effective growth and development of the workforce. Resolve dissimilarities
between management and the workforce. To make provision of opportunities among
the employees for self-expression leading to industrial peace, good relations and
increased co-operation.
Organizationallowsemployeesparticipationinmanagementdecision
which promotes healthy work environment.
32 31
20
10
7
Range Responses
1 20
2 32
3 31
4 10
5 7
Interpretation:
31% of the diverse workforce maintain neutrality, a close 32% disagree with 20% of others in
strong antagonism of the stated question. There is a lack of the sense of participation among
workforce within the organization. To counter this employees must be encouraged to express
their ideas and suggestions to make improvements in the overall working environment.
4. We have team work and opportunities to develop leadership skills which
improves the projectenvironment.
Employees must be familiar with the dynamics of leadership as they are in the essence
of team work. Core competencies must be fostered for siege of development in their
career lattice. Organization benefits when the employees are involved every decision
making as well as develop relations with their fellow employees.
We have team work and opportunities to develop leadership

skills which improves the project environment.
53
60
50
30
40
30
20 8 5
4
10
Range Responses
1 4
2 8
3 5
4 53
5 30
Interpretation:
30%stronglybelieve inaffirmativewithother53%alsoinagreement.Thissuggeststhatthere is
awareness among the employees that they have an important role to play in the functioning of
theorganization.
5. I have chance in my work to get to know other people.
Socialization and networking helps to promote employee engagement, foster soft
skills as well as reduce stress. Interacting with people helps to realize common goals
and aspirations while broadening the horizons of reach.
I have chance in my work to get to know other people.
52
60
50
40
23
30
18
20
7
10 0
1 2 3 4 5
Range Responses
1 0
2 7
3 18
4 52
5 23
Interpretation:
With a 52% in agreement; the majority agrees that they avail opportunities of engaging
with people with their work.
C. WLB initiatives - Growth &Recognitions
1. Organization follows standard performance appraisal system develop thefaith
amongst the employees towards their growth in theorganization.
XYZ, Jaipur, recognizes the significance of appraisals; providing the opportunity to
recognize and reward employees. It ensures that their culturally diverse workers feel
valued for the work that they do. Appraisals can be carried out by monitoring
performance and progress against objectives employers can assess whether to reward
staff with salary increases, promotions or bonuses.
Organization follows standard performance appraisal system develop the

faith amongst the employees towards their growth in the organization.
45
40
40 37
35
30
25
20
15
10 10
10
Range Responses
1 10
2 3
3 10
4 37
5 40
Interpretation:
37% nod in agreement along with 40% strongly agree. A proper appraisal system ensures
recognition of the efforts of all employees. It also supports the creation of a more people-
focused culture and an environment in which employees will want to stay, progress and
thrive.
2. Organization recognises Good Performance stimulates other employees to
perform well and grow in theircareer.
Organization recognizes good performance to gauge encouragement for the hard
working employees. It further stimulates others to grow in their career. Marriot,
Jaipur, provides clear progression opportunities that are attractive to new recruits.
And are more likely to be able to retain diverse and talented pool of employees by
mapping out a career path for them.
OrganizationrecognisesGoodPerformancestimulatesother
employees to perform well and grow in their career.
60
52
50
40
30
23
18
20
10
0
Range Responses
1 0
2 7
3 18
4 52
5 23
Interpretation:
Strong 52% agreed that recognition stimulated them to realize the prospects of their career
growth with the organization.
3. Organization provides adequate training and development that helps the
employees to climb the ladder of growth and getrecognized.
A training program allows an organization to strengthen those skills that each
employee needs to improve. A development program brings all employees to a higher
level so that they all have similar skills and knowledge. This helps reduce any weak
links within the company who rely heavily on others to complete basic work tasks.
Also, the diversity of employees are given equal opportunities to hone their skills.
Organization provides adequate training and developmentthat

helps the employees to climb the ladder of growth and get
recognized.
52
60
50
33
40
30
20 8
7
10 0
1 2 3 4 5
Range Responses
1 0
2 7
3 8
4 52
5 33
Interpretation:
According to the survey 52% are in affirmative with the 33% of strongly agree voters.
Employeesareacompany’sbiggestasset,andinvestingintalentisvitaltosustainablebusiness
growth and success. Training & Development is thus, pivotal to strengthen the capacities of the
workforce at XYZ, Jaipur. It has been realized that the workgroups that engaged in employee
development saw a sales increase and profits double compared to workgroups that didn’t
engage atall.
D. WLB initiatives –Work-Life-Balance
By creating a work environment that prioritizes work-life balance, employers can save
money and maintain a healthier, more productive workforce. Businesses that gain a
reputation for encouraging work-life balance have become very attractive. Oxford
Economic suggests, “Replacing an employee costs on average around £30,000 and it
takes up to 28 weeks to get them up to speed.” This stresses on the importance of
striking the balance just right to keep the existing employees happy and driven.
Especially when challenged by a diverse cultural workforce. Focusing on work-life
balance will helps to draw a valuable talent-pool for new recruits and boost retention
rates. It is economical on money and time whilst ensuring a high level of in-house
talent. This holds true for a workforce enriched with cultural diversity like that at
XYZ, Jaipur.
Rating
SNo. Work-Life balance
1 2 3 4 5
Degree of independence
1 associated with your work roles 26 30 17 19 8

Are people here encouraged to
balance their work life and
2 their personal life 0 18 5 75 2
3 Variety of responsibilities 12 20 2 62 4
Degree to which your job
causes reasonable amount of
4 stress to you? 5 27 12 27 29
Work-Life Balance
80
75
70
62
60
50
40
30 29
30 27 27
26
20
19
20 18 17
12 12
10
5 5 4
2 2
0
1 2 3 4 5
Q1 Q2 Q3 Q4
Interpretation:
Finding and sustaining a healthy work-life balance develops a greater control and focus,
enablingconcentrationonthetasksathand –this isknownasmindfulness. Theemployees at
XYZ, Jaipur, disagree by a strong 26% and 30% regarding their initiative taking
independence. While 75% agree that they are encouraged to strive for a work life balance.
Evidently there is a gap yet to be covered as we see 62% agree upon shouldering a variety
of responsibilities. A strong 29% and other 27% agree that they face a reasonable amount
ofstress.
E. On a scale of 1 to 5, to what extent do you agree with the following
statement “My work life and personal life is in abalance.”
Diversity is subject to challenges; striving for work life balance with tangible
postulates, can go only so far. However, every effort made in the right direction is
hopeful. Stressed and over-worked, one can jeopardize not just their social lives but
also endanger their physical and mental health.
My work life and personal life is in a balance.

35
33
30
25
22
20
20
17
15
10
8
Range Responses
1 20
2 33
3 8
4 22
5 17
Interpretation:
XYZ, Jaipur, is cognizant of the importance of sustaining a work life balance,
however,20%stronglydisagreedwhile43%disagreed.Thereisalongwaybeforethey
canachievethecorrectbalance.XYZasanorganizationhasdelvedintothesubject and
encouraged the employees. However, to make any tangible progress, change must be
led by the diverseworkforce.
Hypothesis Testing
ANOVA Test- 1
H0A: Employee motivation initiatives does not significantly influence the workforce of
XYZ Hotels -Jaipur.
H1A: Employee motivation initiatives does significantly influence the workforce of XYZ
Hotels -Jaipur.
Rating
SNo. Employee Motivation
1 2 3 4 5
Q1 My organization cares about my career 0 4 22 39 35

Growth.
Q2 I work in a good and healthy work 0 11 23 40 26

environment.
Q3 I get opportunities that result in 0 10 33 41 16
promotions.
Ireceiverespectandfairtreatmentfromthe
Q4 supervisor and peer members and it makes 0 4 15 39 42
me feel a part of the organization.
Organization provides leaves and leave
Q5 benefits which increase work-life-balance 0 0 31 61 8
in the organization.
Q6 My superior has shown sincere interest 0 0 8 52 40
in my in my career goals.
SUMMARY
Groups Count Sum Average Variance
Rating 1 6 0 0 0
Rating 2 6 29 4.833333333 22.56666667
Rating 3 6 132 22 89.6
Rating 4 6 272 45.33333333 83.46666667
Rating 5 6 167 27.83333333 187.3666667
ANOVA
Source of Variation SS Df MS F P-value F crit
Between Groups 8023 4 2005.75 26.18473 1.28E-08 2.75871
Within Groups 1915 25 76.6
Total 9938 29
Interpretation-
▪ The F value is well above the F Criticalvalue.
▪ The P value reflects this finding by being significantly smaller than 0.05.
▪ From the summary given above we can clearly say that the employees have rated 4 tothe
work- life balance environment of theorganization.
▪ Motivational initiatives does influence employees WLB at XYZ Hotels - Jaipur. The
level of significance set by us is 5%, i.e., α = 0.05. The table reveals that p-value is less
than the α value i.e the null hypothesis is rejected and the alternative hypothesis is
accepted.
Thus, we can conclude that, employee motivation initiatives does significantly influence
the workforce of XYZ Hotels - Jaipur.
ANOVA Test- 2
H0B: Work Independency initiatives does not significantly influence the workforce of XYZ
Hotels -Jaipur.
H2B: Work Independency initiatives does significantly influence the workforce of XYZ
Hotels -Jaipur.
Rating
SNo. Work Independency
1 2 3 4 5
Open communication policy in the
Q1 organization improves thetransparency 0 46 27 21 6
between the employer andthe
employee.
Q2 The job allows me to make a lot of 10 27 38 20 5
decisions on my own.
Organization allows employees
Q3 participation in management decision 20 32 31 10 7
which promotes healthy work
environment.
We have team work and opportunities
Q4 to develop leadership skills which 4 8 5 53 30
improves the project environment.
Q5 I have chance in my work to get to 0 7 18 52 23
know other people.
SUMMARY
Rating 1 5 34 6.8 71.2
Rating 2 5 120 24 275.5
Rating 3 5 119 23.8 162.7
Rating 4 5 156 31.2 396.7
Rating 5 5 71 14.2 132.7
ANOVA
Source of
SS df MS F P-value F crit
Variation
Between Groups 1818.8 4 454.7 2.188583 0.107185 2.866081
Within Groups 4155.2 20 207.76
Total 5974 24
Interpretation-
▪ The F value is lesser than F Criticalvalue.
▪ Work Independency initiatives does not influence the employee’s WLB in the
organization. The level of significance set by us is 5%, i.e., α = 0.05. The table reveals
that p-value is more than the α value i.e. the null hypothesis is accepted andestablished.
Thus, we can conclude that, “Work Independency initiatives does not significantly
influence the workforce of XYZ Hotels – Jaipur”.
ANOVA Test- 3
H0C: Growth & Recognition initiatives does not significantly influence the workforce
of XYZ Hotels - Jaipur.
H1C: Growth & Recognition initiatives does significantly influence the workforce of
Rating
SNo. Growth & Recognition
1 2 3 4 5
Organization follows standard
performance appraisal system develop
the faith amongst the employees 10 3 10 37 40
Q1 towards their growth in the
organization.
Organization recognises Good
Performance stimulates other
employees to perform well and grow in 0 7 18 52 23
Q2
their career.
Organization provides adequate
training and development help the
employees to climb the ladder of
0 7 8 52 33
Q3
growth and get recognized.
After running the test of Single Factor ANOVA test on excel sheet, below mentioned are the
result of my data analysis.
SUMMARY
Rating 1 3 10 3.333333333 33.33333333
Rating 2 3 17 5.666666667 5.333333333
Rating 3 3 36 12 28
Rating 4 3 141 47 75
Rating 5 3 96 32 73
ANOVA
Source of
SS Df MS F P-value F crit
Variation
Between Groups 4260.666667 4 1065.167 24.80978 3.56E-05 3.47805
Within Groups 429.3333333 10 42.93333
Total 4690 14
Interpretation-
▪ The P value reflects this finding by being significantly smaller than0.05.
▪ Growth and Recognition initiatives does influence WLB of employees. The level of
significance set by us is 5%, i.e., α = 0.05. The table reveals that p-value is less than the α
value i.e. the null hypothesis is rejected and the alternative hypothesis isaccepted.
Thus, we can conclude that, “Growth & Recognition initiatives does significantly
influence the workforce of XYZ Hotels – Jaipur”.
ANOVA Test- 4
H0D:ThereisnosignificantinfluenceofWLBpoliciesofXYZHotels -Jaipur on
theemployees.
H1D: There is a significant influence of WLB policies of XYZ Hotels - Jaipur on
theemployees.
Rating
SNo. Work-Life balance Policies
1 2 3 4 5
Degree of independence associated with
Q1 your work roles 26 30 17 19 8
Are people here encouraged to balance
Q2 their work life and their personal life 0 18 5 75 2
Q3 Variety of responsibilities 12 20 2 62 4
Degree to which your job cause an
Q4 unreasonable amount of stress to you? 5 27 12 27 29
After runningthetestofSingleFactorANOVAtestonexcelsheet,belowmentioned arethe result of

my dataanalysis.
SUMMARY
Rating 1 4 43 10.75 127.5833
Rating 2 4 95 23.75 32.25
Rating 3 4 36 9 46
Rating 4 4 183 45.75 728.9167
Rating 5 4 43 10.75 154.25
ANOVA
Source of
SS df MS F P-value F crit
Variation
Between Groups 3877 4 969.25 4.450184 0.014341 3.055568
Within Groups 3267 15 217.8
Total 7144 19
Interpretation-
▪ WLB initiatives are positively related employees. The level of significance set byus is
5%, i.e., α = 0.05. The table reveals that p-value is less than the α value i.e. the null
hypothesis is rejected and the alternative hypothesis isaccepted.
Thus, we can conclude that, “There is a significant influence of WLB policies of XYZ
Hotels - Jaipur on the employees”.
CHAPTER 5
RESULTS &DISCUSSIONS
RESULTS & DISCUSSIONS
Withthehelpofquestionnaire,Icouldcollectalotofprimarydatathathaveoutlinedbehaviour of the
employees of thecompany.
From the data gathered, we come to a conclusion that having a balance between work life and
personal life is important. The Interpretations show us that the employees working in this
company are encouraged enough to maintain a balance between work-life and personal-life.
Maintaining both leads to employees working happily and working without any excess load
which may lead to a lot many problems or losing out to something important.
ANOVA TEST RESULTS
Null Hypothesis -
SNo. WLB Initiatives p value
Accepted/Rejected
H0A: Employee motivationinitiatives
1 does not significantly influence the 1.28E-08 Rejected
workforce of XYZ Hotels -Jaipur.
H0B: Work Independencyinitiatives
2 does not significantly influence the 0.107185 Accepted
workforce of XYZ Hotels -Jaipur.
H0C: Growth & Recognition
initiatives does not significantly
3 3.56E-05 Rejected
influence the workforce of XYZ
Hotels - Jaipur.
H0D: There is no significant influence
4 of WLB policies of XYZ Hotels - 0.014341 Rejected
Jaipur on the employees.
α = 0.05
A. WLB initiatives - EmployeeMotivation
▪ Majority of the employees feel optimistic regarding their career growth. This implies
that they do possess clear knowledge about the strategic objectives of the
organization. Due to which as an individual, they are focused; a preemptive toachieve
corporategoals.
▪ A promotion is not just beneficial for employees but is also highly crucial for the
organization. It boosts the morale of employees, increases their productivity and
hence improves upon the overall profits earned by theorganization.
▪ The abundance of opportunities that result in promotions is considerably realized
among the employees of the organization. There is acknowledgement of employee’s
ambitions and development.
▪ Respect and fair treatment are necessary work ethics of XYZ HotelJaipur.
B. WLB initiatives - WorkIndependency

▪ 46% of the culturally diverse workforce of XYZ believes they need transparency to
maintain a trustful and healthy environment. Given the talent war that continues to
rage on, highly skilled top performers can afford to be selective about the type of
company they work for and it has been increasingly shown that employees want to be
part of honest, authentic and transparentorganizations.
▪ Managers should be accessible. This increases transparency and bettercommunication
of ideas, redressals,etc.
▪ Empowerment is a human need that makes people strive for higher goals. Employees
should feel that their work is important and valued. However, 38% maintained a
neutral stance; 10% strongly disagreed & 27% disagreed, when asked if they are
allowed to make decisions. They do not have the power to decide on their area of
responsibility, their subjective assessment of their achievements maydeteriorate.
▪ 31% of the diverse workforce maintain neutrality, a close 32% disagree with 20% of
others are strongly antagonized when asked if they are included in decision making
process. There is a lack of the sense of participation among workforce within the
organization. To counter this employee must be encouraged the to express theirideas
and suggestions to make improvements in the overall working environment.
C. WLB initiatives – Growth &Recognition

▪ XYZ,Jaipur,recognizesthesignificanceofappraisals;providingtheopportunityto
recognize and reward employees. It ensures that their culturally diverse workers feel
valued for the work that they do. Appraisals can be carried out by monitoring
performance and progress against objectives employers can assess whether to reward
staff with salary increases, promotions orbonuses.
▪ 37% nod in agreement along with 40% strongly believe performance appraisal system.
A proper appraisal system ensures recognition of the efforts of all employees. It also
supports the creation of a more people-focused culture and an environment in which
employees will want to stay, progress andthrive.
▪ Organization recognizes good performance to gauge encouragement for the hard
working employees. It further stimulates others to grow in their career. Marriot,
Jaipur,providesclearprogressionopportunitiesthatareattractivetonewrecruits.And are
more likely to be able to retain diverse and talented pool of employees by mapping
out a career path forthem.
▪ Strong 52% agreed that recognition stimulated them to realize the prospects oftheir
career growth with theorganization.
▪ According to the survey 52% are in affirmative with the 33% of strongly agree voters.
Employees are a company’s biggest asset, and investing in talent is vital to sustainable
businessgrowthandsuccess.Training&Developmentisthus,pivotaltostrengthenthe
capacitiesoftheworkforceatXYZ,Jaipur.Ithasbeenrealizedthattheworkgroups that
engaged in employee development saw a sales increase and profits double compared to
workgroups that didn’t engage atall.
D. WLB initiatives –Work-Life-Balance
Businesses that gain a reputation for encouraging work-life balance have become very
attractive. Finding and sustaining a healthy work-life balance develops a greater control
and focus, enabling concentration on the tasks at hand – this is known as mindfulness. The
employees at XYZ, Jaipur, disagree by a strong 26% and 30% regarding their initiative
taking independence. While 75% agree that they are encouraged to strive for a work
lifebalance. Evidently there is a gap yet to be covered as we see 62% agree upon shouldering
avarietyofresponsibilities.Astrong29%andother27%agreethattheyfaceareasonable amount
of stress. By creating a work environment that prioritizes work-life balance, employers can
save money and maintain a healthier, more productive workforce. Oxford Economic
suggests, “Replacing an employee costs on average around £30,000 and it takes up to 28
weeks to get them up to speed.” This stresses on the importance of striking the balance just
right to keep the existing employees happy and driven. Especially when challenged by a
diverse cultural workforce. Focusing on work-life balance will helps to draw a valuable
talent-pool for new recruits and boost retention rates. It is economical on money and time
whilst ensuring a high level of in-house talent. This holds true for a workforce enriched
with cultural diversity like that at XYZ,Jaipur.
Improve productivity and focus by encouraging opportunities to recuperate and recharge.

The American Sociological Association compiled a report, which suggests that a larger
numberofvacationsleadtoadecline inthepsychologicaldistressofpeople.Forthehealth and
mental wellbeing of the employees, organizations can install a games room where people
can socialize and take their minds off work. Introducing walking meetings outside
theoffice,gooutasateamtograbacoffee,etc.canbedistressingaswellasteambuilding
activities.Allofthesetechniqueswillpositivelyimpactonyourteams’workperformance,
productivityandworkplacehappiness.Askingemployeesforguidanceoninnovativeways to
improve diverse employees’ work-life balance. Ruminate on what changes they think
would improve their situation. Collaborating with your diverse teams, can give an insight
into the way people of different backgrounds think. This would also enable to create an
engaging environment for culturally diverse workers to put their heads together to strategize
more effectively infuture.
E. On a scale of 1 to 5, to what extent do you agree with the following statement “My
work life and personal life is in abalance.”
Diversity is subject to challenges; striving for work life balance with tangible
postulates, can go only so far. However, every effort made in the right direction is
hopeful. Stressed and over-worked, one can jeopardize not just their social lives but
also endanger their physical and mental health. XYZ, Jaipur, is cognizant of the
importance of sustaining a work life balance, however, 20% strongly disagreed while
43% disagreed. There is a long way before they can achieve the correct balance. XYZ
as an organization has delved into the subject and encouraged the employees. However,
to make any tangible progress, change must be led bythe diverse workforce.
By encouraging people to look after themselves and find balance, XYZ, Jaipur, can
significantly limit health problems and absences. This will ensure more efficiency
during business hours and people want to be part of the business and culture.
For a diverse work force to work, it is pivotal to increase employee engagement and
participation. This must be realized by individuals. An engaged workforce will go ‘the
extramile’andwouldbeloyaladvocatesfortheorganization’sbrandandproduct.This is
evidenced by Temkin Group, who suggest that “engaged staff are 2.5 times more
likelytostayatworklateifsomethingneedstobedoneafterthenormalworkdayends.”
Besides promoting flexibility, employers at XYZ, Jaipur, should also strive to improve
the overall workplace experience for their employees. Prioritizing a healthy culture and
cultivating a happy workplace environment promotes work-life balance. When
employees are happy in their roles, work will feel more like a second home, and less
like working for a paycheck. Employers should prioritize competitive
compensation,comfortableofficeconditions,opportunitiesforprofessionalgrowthand
opportunities for socialconnections.
CHAPTER 6
RECOMENDATIONS &SUGGESTIONS
RECCOMENDATIONS & SUGGESTIONS
After talking to the employees, I found that XYZ has favourable HR Policies but there is always
a room for improvement. Following are the suggestions that I have written down:
▪ Educate Employees with proper counsellingsessions
Oneofthebest waystopromotehealthywork-lifebalanceisto actuallyteachyouremployees about

it. Offer seminars, webinars on what work-life balance is, why it’s important, and different
things they can do to achieve it. Educating your employees will give them the tools they need
to help themselves– and that’s a crucialstep.
▪ As an employer, part of your responsibility is to look after your employees’ well-being, in
addition to just their job performance. A key part of this is learning to spot burnout.
Chances are, your employees aren’t going to admit to you directly that they’re feeling
overworked or stressed (they don’t want you thinking they can’t handle their job, after
all). This means that most of the time, it will probably be up to you to recognize when
your employees need more balance. Signs can include excessive absenteeism, increased
error rates, and clear physical exhaustion. If you spot an employee who might be burning
out, suggest they leave early one day or try to avoid giving them extra projects for abit.
▪ The feedback policy should be improvised, as the employees need to feel that their needs
are taken into proper consideration which would lead to retention of employees increasing
in the company. They can do this by introducing a day or a week for the feedback to take
place on a timelybasis.
▪ Embrace “Flextime”
Allowing your employees to have flexible work hours or days, often referred to as “flextime,”
is a great way to encourage a healthy work-life balance at your office. There are several
differentoptionsforflextime:youcangiveaweeklyhourrequirement,butallowthemtospace
thetimeouthowevertheychooseaslongastheyreachtherequiredtotal,youcanofferanhour range
▪ Encourage Efficient Work – Not MoreWork
Working more and being productive are not necessarily one and the same. This will not only
solicit better work quality from your employees but will keep morale high as well.
CHAPTER 7
CONCLUSION
CONCLUSION
Businesses that gain a reputation for encouraging work-life balance have become very
attractive. Finding and sustaining a healthy work-life balance develops a greater control and
focus, enabling concentration on the tasks at hand – this is known as mindfulness. This holds
true for a workforce enriched with cultural diversity like that at XYZ, Jaipur.
Asking employees for guidance on innovative ways to improve diverse employees’ work-life
balance. Ruminate on what changes they think would improve their situation. Collaborating
withyourdiverseteams,cangiveaninsightintothewaypeopleofdifferentbackgroundsthink.
Thiswouldalsoenabletocreateanengagingenvironmentforculturallydiverseworkerstoput their
heads together to strategize more effectively in future. Diversity is subject to challenges;
strivingforworklifebalancewithtangiblepostulates,cangoonlysofar.However,everyeffort made
in the right direction is hopeful. Stressed and over-worked, one can jeopardize not justtheir
social lives but also endanger their physical and mental health. XYZ, Jaipur, is cognizant of the
importance of sustaining a work life balance, There is a long way before they can achieve the
correct balance. XYZ as an organization has delved into the subject and encouraged the
employees. However, to make any tangible progress, change must be led by the
diverseworkforce.
By encouraging people to look after themselves and find balance, XYZ, Jaipur, can
significantly limit health problems and absences. This will ensure more efficiency during
business hours and people want to be part of the business and culture.
From the study it was identified that the most of the employees are satisfied with their job.
Though they need to work on improving the work independency, Majority of them are
quitehappy with the Work-life Balance environment of the organization Although it’s a close
callwith the rankings, with only a subtle difference, they were rated 4 for for all the initiatives
thyhave taken.
By concluding this study I have acquired an in-depth knowledge regarding the various aspects
considered and covered in my questionnaire.
Bibliography & References
http://eprints.utar.edu.my/615/1/BA-2011-
0908018.pdfhttp://keydifferences.com/difference-between-qualitative-and-quantitative-
research.htmlhttp://onganya.blogspot.in/2010/03/questionnaire-as-data-
collection.htmlhttp://psc.dss.ucdavis.edu/sommerb/sommerdemo/sampling/summary.ht
mhttp://www.greatplacetowork.in/storage/documents/Brochures/trustindex.pdfhttp://w
wwbiz.meijo-
u.ac.jp/SEBM/ronso/no9_1/08_PUSHPAKUMARI.pdfhttps://explorable.com/different-
research-
methodshttps://tampub.uta.fi/bitstream/handle/10024/99604/gradu07324.pdf?sequence=
1https://www.mnsu.edu/gptw/qa.html
https://www.verywell.com/what-is-a-hypothesis-2795239
https://www.forbes.com/sites/deborahlee/2014/10/20/6-tips-for-better-work-life-
balance/#bddb1c129ff5
ANNEXURE
Questionnaire
Hello everyone. My name is Aishwarya Malhotra. I work as an HR inter in this company. It

would be of great help if you could spare a few minutes to fill up this survey. It is purely for
academic purpose.
Please fill up the following:
Sr. No. General Information

1 Age
20 - 30 30 - 40 40 above
2 Gender
Male Female Other
3 Religion
Hindu Muslim Christian Other
4 Place of Belonging
5 Education
Under Graduate Graduate Post Graduate
6 Marital Status
Yes No
Following are the criteria for my questionnaire (5 being the highest)
Sr. No. Employee Motivation Ranking out of 5

Q1 My organization cares about my career Growth.
Q2 I work in a good and healthy work environment.
Q3 I get opportunities that result in promotions.
I receive respect and fair treatment from the
Q4 supervisor and peer members and it makes me feel a
part of the organization.
Organization provides leaves and leave benefits
Q5
which increase work-life-balance in the organization.
My superior has shown sincere interest in my in
Q6
my career goals.
Sr. No. Work Independency Ranking out of 5

Open communication policy in the organization
Q1 improves the transparency between the employer
and the employee.
The job allows me to make a lot of decisions on
Q2
my own.
Organization allows employees participation in
Q3 management decision which promotes healthy
work environment.
We have team work and opportunities to develop
Q4 leadership skills which improves the project
environment.
I have chance in my work to get to know other
Q5
people.
SNo. Growth & Recognition Ranking out of 5

Q1 Organization follows standard performance
appraisal system develop the faith amongst the
employees towards their growth in the
organization.
Q2 Organization recognises Good Performance
stimulates other employees to perform well and
Aishwarya Malhotra 100 | P a g

e
grow in their career.
4 Does the organization offer you potential growth
opportunities with your future perspective?
Sr. No. Work-Life balance Ranking out of 5

1 Degree of independence associated with your
work roles
2 Are people here encouraged to balance their
work life and their personal life
3 Variety of responsibilities
4 Degree to which your job cause an unreasonable
amount of stress to you?
On a scale of 1 to 5, to what extent do you agree with the following statement ‘’ My

work life and personal life is in a balance.’’
------
THANK YOU
Aishwarya Malhotra 101 | P a g

e
AishwaryaMalhotra 100|
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Project Report

(Project Semester IV 27 January - 1 April, 2020)

“To Analyse the Initiatives for Work-Life-Balancein

Under the Guidance of

UniversityGuide: Industry Guide:

Aishwarya Malhotra 1|Page

Name: Aishwarya Malhotra

Enrolment No.: 18MBAN022

Aishwarya Malhotra 2|Page

Name: Mr. Arun Gautam

Aishwarya Malhotra 4|Page

Aishwarya Malhotra 5|Page

Aishwarya Malhotra 6|Page

1.2 Company Profile 27

Aishwarya Malhotra 7|Page

Aishwarya Malhotra 8|Page

1.1.1 Work-life balancedefinition

Aishwarya Malhotra 9|Page

1.1.2 Theories of Work LifeBalance

1.1.4 Factors Influencing Work LifeBalance

1.1.5 Outcomes of Work LifeBalance

1.1.6 Work Life BalanceProvisions

Flexi-time is a policy in which an organization provides flexible working hour arrangement to

Compressed working hours is an arrangement in which an employee works for an agreed

1.1.7 Work Life Balance in IndianOrganizations

According to the Census of India 2010-2011, women constitute approximately 48 percent of

1.1.8 Regulatory Framework for Work-life Balance inIndia

▪ Maternity Benefit Act,1961:

Thisisthemostimportant familyfriendlybenefit providedtoworkingwomenbeforeandafter child

1.1.9 Understanding Cultural DiversityManagement

Can managing cultural diversity in your workforce contribute to a sustainable competitive

A sustainable competitive advantage is something that your business does that:

◆ Is better than that of yourcompetitors

◆ Is difficult to acquire orimitate.

▪ Gender ▪ Language ▪ Communicationstyle

1.1.12 Managing CulturalDiversity

Misunderstandings, inaccuracies, inefficiencies and slowness are typical communication

Culture and Core Values

Diversityisafrequentlyusedconcepttoday,partlybecauseit isawideconceptthatcouldmean many

Discussion on Cultural Diversity

Cultural Diversity in Organizations

Culturaldiversityis veryimportanttoorganizationsthathaveadoptedglobalstrategies(Adler, 1997,

▪ To study the influence of the following initiatives, on the workforce of XYZHotels

Hypothesis regarding my topic

Sampling is a process used in statistical analysis in which a predetermined number of

Sampling method: Convenience sampling

3.3 Secondary Data

One Way ANOVA Test

1. Objectives of the quantitativesurvey

3. The collection of thequestionnaires

Qualitative research is a method Quantitative research is a research

Nature Holistic Particularistic

Approach Subjective Objective

Research type Exploratory Conclusive

Reasoning Inductive Deductive

Sampling Purposive Random

Data Verbal Measurable