A

PROJECT REPORT ON

“THE WORK LIFE BALANCE OF THE EMPLOYES

WORKING IN SP SINGLA CONSTRUCTION Pvt. Itd
Guwahati, Assam”.

A project report submitted in partial fulfilment of the requirements for the award of
the Degree of Master of Business Administration (MBA), in NERIM Group of
Institutions under Dibrugarh University & Approved by AICTE.
Submitted By
Shankab Koustov Lahon
MBA 3rd SEMESTER
REGISTRATION NO:
17991355 UNDER THE
GUIDANCE OF

Organizational Guide Institutional Guide Dr. Debosree Sarma Ass

Mr. Ananga Borooah, Admin Dept. of Business Administration NERIM Gr
Guwahati Bridge Project
S.P.Singla Constructions Pvt Ltd.
Guwahati

NERIM

NERIM Group of Institutions

Padma Nath Sarmah Bhawan
Jayanagar, Khanapara, Guwahati-781022
2021
 PREFACE

For achieving success in this competitive world, both practical as well as theoretical
knowledge is important. Text books, classroom teachings and various journals give us
completely theoretical background of the different functional areas without the practical
experience.

This project assignment gives us the opportunity to gain an insight into the practical
applicability to learn faster and develop better ability of problem analysis and decision
making and which contributes significantly for better utilization of resources to the
management.

This study was done for fulfilment of the course curriculum of MBA Degree in NERIM
Group of Institution affiliated to Dibrugarh University.

Facts and figures are presented in the report have been derived on the basis of survey method
through Questionnaire.

Suggestion and recommendation have been made on the basis of findings in the report.

The report has been prepared in the simple and understandable language enabling every user
to derive maximum advantage.
 ACKNOWLEDGEMENT

As a student of North Eastern Regional Institute of Management (NERIM), I am privileged to

have the good fortune to prepare a project like this & from the experience that I have gained.
I think that I succeeded in this attempt which would not have been possible without a number
of people.

I wish to express my sincere thanks to Dr. Zoii Nath Sarmah, Chairman of NERIM and
Prof. Dr. Sangeeta Tripathi, Director of NERIM, for giving the opportunity to carry out the
project work.

I am ingratiated to Dr. Debosree Sarma, Assistant professor, NERIM Group of Institutions

for her keen support and guidance provided for the successful completion of the project. I
would also like to thanks Mr. Ananga Borooah, Admin Guwahati Bridge Project S.P.Singla
Constructions Pvt Ltd.Guwahati. for permitting to carry out of the project in to their
organization and extending their cooperation to conduct the study and also for furnishing the
required information.

I would like to pay my gratitude to all other staff members of North Eastern Regional
Institute of Management (NERIM), who helped me in the completion of this project.

Date: Shankab Koustov Lahon.

Place: Guwahati. Reg. No: 17991355
 DECLARATION

I, Shankab Koustov Lahon hereby declare that this project entitled “THE WORK
LIFE BALANCE OF THE EMPLOYES WORKING IN SP
SINGLA CONSTRUCTION Pvt. Itd Guwahati, Assam” has been
prepared by me during the year 2021 and is submitted in partial fulfilment of the
requirements for the award of degree in Master in Business Administration (MBA) of
Dibrugarh University.

This project report has not been submitted earlier for the award of any other Degree/Diploma
from Dibrugarh University or any other University.

Signature
Date: Name: Shankab Koustov Lahon.
Place: Guwahati Register No: 17991355
 TO WHOM IT MAY CONCERN

This is to certify that Mr. Shankab Koustov Lahon, a 3rd Semester student of
Two years’ full time Master of Business Administration (MBA) programme,
session 2020-2022 of NERIM Group of Institutions (Affiliated to Dibrugarh
University and approved by AICTE) has prepared his project report entitled
“THE WORK LIFE BALANCE OF THE EMPLOYES WORKING IN
SP SINGLA
CONSTRUCTION Pvt. Itd Guwahati, Assam” under my guidance.

He has fulfilled all the requirements for the completion of the project report.

I wish him all success in life.

Dr. Debosree Sarma

Assistant Professor
Department of Business Administration
NERIM Group of Institutions

Padma Nath Sarmah Bhawan, Jayanagar, Khanapara, Guwahati – 781022

Phone : 9864750000 / 9954051419 / 9954190758 ; Fax 0361 – 2234900

Website : nerimindia.org :: E - Mail ID : nerimindia@gmail.com

 EXECUTIVE SUMMARY

Title of the Project: THE WORK LIFE BALANCE OF THE EMPLOYES WORKING
IN SP SINGLA CONSTRUCTION Pvt. Itd Guwahati, Assam

Organization: SP SINGLA CONSTRUCTION Pvt. Itd

Organization Guide: Mr. Ananga Borooah

Name of Institute: NERIM Group of Institution.

Institutional Guide: Dr. Debosree Sarma

Prepared by: Shankab Koustov Lahon MBA 3rd Semester.

Duration: 1st November to 31st December

Place of Survey: Guwahati Site.

Type of Research: Descriptive in Nature.

Data Approach: Primary Data.

Sample Technique: Convenience Sampling.

Tools of Data Collection: The Tools adopted for data collection is questionnaire

Sample Size: 100(Hundred)

Objectives of the Study:

 To study the process of recruitment of Star Cement Ltd.

 To know the satisfaction level of the employee working in Star Cement Ltd.
 To identify the perception of employees regarding the recruitment process
of Star Cement Ltd.
Major Findings:

1. From table no. 1, It is found that 17% of the respondent work for 5 – 6 hours, 23% for 6-7
hours, 28% for 7-8 hours and 32% respondent work for 8-9 hours.

2. From table no. 2, It is found that 62% respondent are able to balance their work and
personal life to some extent, 10% respondent could balance it to a great extent and 28%
respondent are not at all able to balance their work and personal life.

3. From table no. 3, It is found that only 7% respondent feel depressed and tired because of
work, 26% respondent are neither tired nor depressed and 67% respondent feel depressed and
tired sometimes.

4. From table no. 4, It is found that 60% respondent are able to spend quality time with their
friends/families to some extent, 12% respondent are able to spend quality time with their
friends/families to a great extent and 28% respondent are not at all able to spend quality time
with their friends/families.

5. From table no. 5, It is found 73% respondent are satisfied with the working environment,
18% respondent are neither satisfied nor dissatisfied and only 9% respondent are dissatisfied
with the working environment in the organization.

6. From table no. 6, It is found that 40% respondent think that Flexible working hours will
help them to balance Work and Personal Life,44% respondent think Job sharing would help
them, 12% respondent think that holidays can balance Work and Personal Life, 4%
respondent believe that work from can also help them to Balance Work and Personal Life.

7. From table no. 7, It is found that that 24% of the respondent believe that work is easy and
gets done before time, 65% believe that Work is normal and gets done in time, 9% believe
that Work is hard and sometimes needs to be postponed for the next day, 2% believe that
Work is too much and general working hours is not enough to complete the work.

8. From table no.8, it can be determined that 65% of the employees are working with this
organization between 1-5 years, 9% and 24% of the employees are working with this
organization between 5-10 years and less than one year respectively and only 2% of the
employees are working with this organization more than 10 years.
9. From table no. 9, it can be determined that 18% of the employees bring pending works
rarely, 76% of the employees never bring pending works and only 6% of the employees bring
pending work sometimes.

10. From table no.10, it can be determined that 11% of the employees always work overtime
and even on holidays, 42% of the employees sometimes work overtime and even on holidays,
only 47% of the employees never work overtime and even holidays.

11. From table no. 11, it can be analysed that 53% of the employees agree, 34% of the
employees neither agree nor disagree and only 13% of the employees strongly agree that
organization takes initiative to manage work life of employees.

12. From table no. 12, it can be analysed that 44% of the employees agree, 17% of the
employees strongly agree and only 39% of the employees neither agree nor disagree that
organization encourages taking paid leave.

13. From table no. 13, it can be analysed that 57% of the employees agree, 12% of the
employees strongly agree and only 31% of the employees neither agree nor disagree that
employees have a good career prospect in the company.

14. From table no. 14, It is found that 21% respondent worry about their work to some
extent, 6% respondent worry about their work to a great extent and 73% respondent are not at
all worried about their work when they are away from their work.

Limitations of the Study:

The employees were busy with their daily schedule and it was difficult for them to
give time.

The information given by the respondent might be biased or some of them might not
be interested to give correct information.
 TABLE OF CONTENTS

CHAPTERS TOPICS PAGE No.

Introduction 1-20
1 About industry 3-8
INTRODUCTION Company profile 9-14
About subject 15-20
Research Methodology 21-26
Title of the study 22
Statement of the problem 22
Objectives of the study 22
Scope of the study 22
2 Source of data 23
RESEARCH Type of research 23
METHODOLOGY Review of literature 23-25
Sample design 25
Sampling technique 25
Tools of data collection 25
Plan of analysis 26
Reference period 26
Limitation of study 26
3 Data Analysis & 27-41
Interpretation

4 Findings 42-44

5 Suggestions & conclusion 45-47

BIBLIOGRAPHY Books & websites 48

APPENDICES & Questionnaire 49-52

ANNEXURE
 LIST OF TABLES

TABLE No. PARTICULARS PAGE No.

1 Employee Working Hours 28

2 Balance between the work and personal life of the 29
employees
3 Depression and tiredness of the employees 30
4 Managing time for spending quality time with friends 31
and family
5 Satisfaction of the employees with the working 32
environment
6 Methods that will help to Balance Work and Personal 33
Life
7 Description of the workload of the employees 34
8 No. of years employees working in the organization 35

9 Employees bring pending works at home 36

10 Employees work overtime and even on holidays 37

11 Organization is taking initiative to manage work life 38
12 Organization encourages employees to take 39
paid leave

13 Employees have a good career prospect in the 40

company
14 Employees thinking about their work when not at 41
work
 CHAPTER -1
INTRODUCTION

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Work–life balance is a concept including proper prioritizing between "work" (career and
ambition) and "lifestyle" (health, pleasure, leisure, family and spiritual
development/meditation). This is related to the idea of lifestyle choice. The work–leisure
dichotomy was invented in the mid-1800s. Paul Krasner remarked that anthropologists use a
definition of happiness that is to have as little separation as possible "between your work and
your play".

The expression "work–life balance" was first used in the United Kingdom in the late 1970s
to describe the balance between an individual's work and personal life. In the United States,
this phrase was first used in 1986. By working in an organization, employees identify, to
some extent, with the organization, as part of a collective group. Organizational values,
norms and interests become incorporated in the self-concept as employees increase their
identification with the organization. However, employees also identify with their outside
roles, or their "true self”. Examples of these might be parental/caretaker roles, identifications
with certain groups, religious affiliations, align with certain values and morals, mass media
etc.

Most employees identify with not only the organization, but also other facets of their life
(family, children, religion, etc.). Sometimes these identities align and sometimes they do not.
When identities are in conflict, the sense of a healthy work–life balance may be affected.
Organization members must perform identity work so that they align themselves with the
area in which they are performing to avoid conflict and any stress as a result.

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 PART-A
Construction Industry Profile

Construction is a general term meaning the art and science to form objects, systems, or
organizations, and comes from Latin constructio (from com- "together" and struere "to pile
up") and Old French construction. To construct is the verb: the act of building, and the noun
is construction: how something is built, the nature of its structure.
In its most widely used context, construction covers the processes involved in delivering
buildings, infrastructure (e.g. roads, bridges, tunnels and dams), industrial facilities and
associated activities through to the end of their life. It typically starts with planning,
financing, and design, and continues until the asset is built and ready for use; construction
also covers repairs and maintenance work, any works to expand, extend and improve the
asset, and its eventual demolition, dismantling or decommissioning.

The construction industry contributes significantly to many countries’ gross domestic

products (GDP). Global expenditure on construction activities was about $4 trillion in 2012.
Today, expenditure on the construction industry exceeds $11 trillion a year, equivalent to
about 13 percent of global GDP. This spending was forecast to rise to around $14.8 trillion in
2030.
Although the construction industry promotes economic development and brings many non-
monetary benefits to many countries, it is one of the most hazardous industries. For example,
about 20% (1,061) of US industry fatalities in 2019 happened in construction.

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Construction Industry Categories:

1. Building Construction Industry: All general contractors and operative builders primarily
engaged in the construction of residential, farm, industrial, commercial, or other buildings.

2. Heavy Construction Industry: All general contractors primarily engaged in heavy

construction other than building, such as highways and streets, bridges, sewers, railroads,
irrigation projects, and flood control projects and marine construction. This includes special
trade contractors primarily engaged in activities not normally performed on buildings, such as
highway grading or underwater rock removal. This does not include special trade contractors
primarily engaged activities performed on buildings (see Construction -- Special Trade
Contractors).

3. Special Trade Construction Industry: All special trade contractors who undertake
activities of a type that are specialized either to building construction, including work on
mobile homes, or to both building and nonbuilding projects. This includes projects such as
painting, electrical work, plumbing, etc. This does not include activities specialized for heavy
construction.

Construction Processes

The construction process is typically divided into 4 essential phases: Planning,

Preconstruction, Construction and Close-out. In some project management outlines, these
same steps are divided into 5 phases and are called Project Initiation (which we term
Planning), Project Planning (Preconstruction), Project Execution (Construction), Project
Monitoring and Control (performed concurrently within Construction) and Project Closure
(Close-Out). Professional prоjесt management methodology provides logistical guidelines for
performance of defined tasks and objectives during each phase. Proper and complete
execution of these progressive tasks establishes the strategic framework for the project and is
essential to ensure success.

1. Planning Phase: Planning, the first phase of any major project is the process of articulating
and defining the goals for the project and evaluating the feasibility of the plan. In layman’s
terms, the planning phase is when the owner, architect and construction manager have early
discussions on what is to be built, if it is approvable by the jurisdictional authorities and
parameters such as scope and quality assumptions. For architects, this phase is generally
called Conceptual Design, sometimes included within Schematic Design in the AIA
definition of architectural services.
4|Page
2. Preconstruction Phase: During Preconstruction, the project architect commences with
construction documents, which translates the early planning exercise into contract documents
that will be submitted for building permit and conveyed to the contractor to define what
exactly is being constructed. In architecture parlance, the development of construction
documents is generally broken into three phases: schematic design (SD, which is sometimes
included in the Planning Phase noted above), design development (DD) and construction
documents (CD). Generally, the completion of SD phase means the drawings are about 20%
complete, DD is 70% and CD is 100%. In many jurisdictions that have a complex set of
approvals, an extended DD set is often prepared as a plan check set for application for a
building permit.

3. Construction Phase: This is the execution phase where all the planning will pay off. As
the hub of communications for the project, your construction manager and contractor will
transition the project into actual construction. The professional team’s role during this phase
is called Construction Administration (CA). Your architect, all engineers and consultants
should be engaged for full CA services to perform quality control inspections, respond to
Requests for Information (RFIs), review and approve technical submittals and generally
ensure that the project is delivered by the contractor as designed. If your team has diligently
and properly executed the planning and preconstruction phases, construction will progress
smoothly.

4. Close-Out Phase: The final phase of the project is project closure or close-out. This is a
critical phase, which if not given proper attention can turn a good project into a problem for
an owner. Project Close-out procedures include more than completion of the punch list—
turning over the project to the client so they can transition to occupancy or operations. Clients
must be provided all project information, a construction closeout document list and all
closeout documents such as manuals, warranties, as-builts and final accounting. Insurance
must be changed from the course of construction to permanent property insurance. For many
larger projects, a formalized process called commissioning is utilized where systems are
tested for performance to ensure they deliver the specified requirements. It is difficult to
stress enough the importance of training the Owner in how to use their facility.

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 Construction Industry Of India

The Construction industry of India is an important indicator of the development as it creates

investment opportunities across various related sectors. With a share of around 8.2%, the
construction industry has contributed an estimated ₹670,778 crores (US$ 131 billion) to the
national GDP at factor cost in 2011–12.The industry is fragmented, with a handful of major
companies involved in the construction activities across all segments; medium-sized
companies specializing in niche activities; and small and medium contractors who work on
the subcontractor basis and carry out the work in the field. In 2011, there were slightly over
500 construction equipment manufacturing companies in all of India. The sector is labor-
intensive and, including indirect jobs, provides employment to more than 49.5 million people.
The construction sector is visualized to play a powerful role in economic growth, in addition
to producing structures that adds to productivity and quality of life. economic development is
a term that economics politician and other have used frequently in the 20th century,
modernization westernization and specially industrialisation are other terms people have used
while discussing economic development. economic development has a direct relationship
with the environment. government undertaking to meet go abroad economic objectives such
as price stability, high employment and sustainable growth, such efforts include financial and
economic policies, regulations of financial industry trade and tax policies.

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Top 10 Construction Companies In India

1. Reliance Infrastructure Ltd.

2. Larsen & Toubro Ltd.
3. Macrotech Developers Pvt Ltd (Lodha Group)
4. Punj Lloyd Ltd.
5. Sadbhav Engineering Ltd.
6. Shapoorji Pallonji & Co. Ltd.
7. Dilip Buildcon Ltd.
8. Hindustan Construction Co. Ltd.
9. NCC Ltd.
10. Simplex Infrastructures Ltd.

Future Challenges

The Indian economy has witnessed considerable progress in the past few decades. Most of
the infrastructure development sectors moved forward, but not to the required extent of
increasing growth rate up to the tune of 8 to 10 per cent. The Union Government has
underlined the requirements of the construction industry. With the present emphasis on
creating physical infrastructure, massive investment is planned in this sector. The Planning
Commission has estimated that investment requirement in infrastructure to the tune of about
₹ 14,500 billion or US$320 billion during the 11th Five Year Plan period. This is a
requirement of an immense magnitude. Budgetary sources cannot raise this much resources.
Public Private Partnerships (PPP) approach is best suited for finding the resources. Better
construction management is required for optimizing resources and maximizing productivity
and efficiency.

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History
The period from 1970 to mid 60's witnessed the government playing an active role in the
development of these services and most of construction activities during this period were
carried out by state owned enterprises and supported by government departments. In the first
five-year plan, construction of civil works was allotted nearly 50 per cent of the total capital
outlay. The first professional consultancy company, National Industrial Development
Corporation (NIDC), was set up in the public sector in 1954. Subsequently, many
architectural, design engineering and construction companies were set up in the public sector
(Indian Railways Construction Limited (IRCON), National Buildings Construction
Corporation (NBCC), Rail India Transportation and Engineering Services (RITES),
Engineers India Limited (EIL), etc.) and private sector (M N Dastur and Co., Hindustan
Construction Company (HCC), Ansals, etc.).In India Construction has accounted for around
40 per cent of the development investment during the past 50 years. Around 16 per cent of
the nation's working population depends on construction for its livelihood. The Indian
construction industry employs over 30 million people and creates assets worth over ₹ 200
billion. It contributes more than 5 per cent to the nation's GDP and 78 per cent to the gross
capital formation. Total capital expenditure of state and central govt. will be touching ₹ 8,021
billion in 2011-12 from ₹ 1,436 billion (1999-2000).

The share of the Indian construction sector in total gross capital formation (GCF) came down
from 60 per cent in 1970–71 to 34 per cent in 1990–91. Thereafter, it increased to 48 per cent
in 1993-94 and stood at 44 per cent in 1999–2000. In the 21st century, there has been an
increase in the share of the construction sector in GDP and capital formation. GDP from
Construction at factor cost (at current prices) increased to ₹ 1.745 billion (12.02% of the total
GDP ) in 2004-05 from ₹ 1,162.38 billion (10.39% of the total GDP) in 2000–01.The main
reason for this is the increasing emphasis on involving the private sector infrastructure
development through public-private partnerships and mechanisms like build-operate-transfer
(BOT), private sector investment has not reached the expected levels.The Indian construction
industry comprises 200 firms in the corporate sector. In addition to these firms, there are
about 120,000 class A contractors registered with various government construction bodies.
There are thousands of small contractors, which compete for small jobs or work as sub-
contractors of prime or other contractors. Total sales of construction industry have reached ₹
428854 million in 2004 05 from ₹ 214519 million in 2000–01, almost 20% of which is a
large contract for Benson & Hedges.

8|Page
 PART-B
About The Company

Construction engineering involves planning and execution of the designs from transportation,
site development, hydraulic, environmental structural and geotechnical engineers. As an
expert in the field, S. P. Singla Constructions Pvt. Ltd. builds areas for smoother connectivity
and communication far and wide. Every aspect of how we perform takes into consideration
fulfillment of our mission and our promise to make lasting contributions to our community. A
lot has changed since the last decade. Technology has undergone a drastic change. Innovation
has taken over as the key to advancement but what has remained constant at our organization
is the moral compass of commitment and dedication that has earned us the role as a trusted
building advisor to so many of our clients. Introducing innovative technology to meet the
demands of today is a trait we have come to be associated with. Our aesthetically designed
projects stand testimony to our commitment in deliverance of quality work. Conforming to
international standards in design and technology, S. P. Singla Constructions Pvt. Ltd. is
leading as pioneers in its sector. Reputed for building technically demanding and logistically
complex projects our team is surging ahead to set quality benchmarks. With a team of experts
and professionals to help us in our pursuit, we are geared to achieve more milestones like
ever before. The determination, commitment, motivation our team displays help us meet
stringent demands of our clients, complete the projects on committed period, and cost
effectively. With us quality is a trademark and we are determined to deliver state-of-the-art
designs based on the best practices followed the world over.

Areas Of Specialisation

S. P. Singla Constructions Pvt. Ltd. is a company pioneering spirit. That pioneering spirit
drives us to constantly find new and smarter ways to build. Our construction services have
been fine- tuned over a century of building and during that time have embraced advances in
technology that help us build better and safer infrastructure and for a lower cost. Our
experienced team applies today’s technology to proven building principles.

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Company Profile: -

S. P. Singla Constructions Pvt. Ltd. collaboratively facilitate, engineer, and disseminate

construction services fostering the world’s ethical, social, economic, and intellectual growth,
using progressive and diverse techniques on the cutting edge of the construction industry.

Every aspect of how we work has been built to fulfil our mission to make lasting
contributions to our people, our communities, and the construction industry. From company’s
commitment for its valuable employee’s teamwork to a continued commitment to hard work
and performing with excellence, our values are obvious in every office and on every project
site.

S. P. Singla Constructions Pvt. Ltd. collaboratively facilitate the construction services

fostering the world’s geographical growth, using progressive and diverse techniques on the
cutting edge of the construction industry and provides healthy professional environment
which is unanimously accepted by every associated employee of S. P. Singla Constructions
Pvt. Ltd. we filter excellent from best.

Specialists In Construction Of:

 R.C.C. bridges
 Pre-stressed concrete bridges
 Cantilever bridges for construction of long span bridges
 Well foundations
 Pile foundations
 Flyovers
 Road / Rail over bridges
 Steel bridges including fabrication & launching
 Launch of pre-cast & pre-stressed concrete girder
 Roadwork with asphaltic concrete and mastic asphalt surfaces
 Segmental constructions

At S. P. Singla Constructions Pvt. Ltd., we are always striving to bring on board the latest of
technologies and equipment to meet the demands of today’s clients. While listed above are
few of the technologies we are presently working with, in near future we will be adding more
to our list. The technologies are updated time-to-time to deliver today what others hope to do
tomorrow.

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Success Story

Established in 1996, because of one man’s vision to lead the construction sector in the
country and across, S. P. Singla Constructions Pvt. Ltd. today has grown into a multi-
disciplinary conglomerate. From a vision to a reality and from setting standards to delivering
excellence in quality, S. P. Singla Constructions Pvt. Ltd. has established themselves as
leaders in their field. Confirming to international standards in designing, engineering and
construction of technically sound infrastructure including flyovers and bridges we are proud
of our contribution in development of an ultra-modern and progressive India.

Founded by Shri S. P. Singla, the brand S. P. Singla Constructions Pvt. Ltd. is built on the
foundation of experience and strong heritage, yet it constantly strives to improve its
performance. Making use of avant-garde technologies, latest tools and equipment and
applying best practice measures, we have a proven record of accomplishment of effectively
delivering diverse projects and services to a broad base of clients, which includes names of
repute like Indian Railways, Development Authority and host of other government bodies.

The company has clear values, putting safety and the client first. True, we offer our
customers unparalleled breadth and depth of expertise. Our strength lies in employing the
best of talent to meet the requirements of the client. To do this successfully, the company
calls upon a range of professionals in civil engineering, mechanical and electrical
engineering, information technology and general management.

Under the able guidance of its visionary founder, the company continues to offer fully
integrated services – from inception, ground investigation and remediation, through to project
completion and beyond to the delivery of operational solutions. Putting to good use the power
of his ideas, skills and entrepreneurial flair to deliver top-quality work in all sectors, the
organization aspires to go beyond what it has already achieved.

We are not just a construction company. We are a dedicated team committed to building
long- term relationships based on integrity, performance, value and client satisfaction;
striving to bring growth to our community and assist our clients in making their dreams
become a reality.

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Clientele

Our commitment of excellence to our clients motivates us to perform and deliver on

expectations. We are constantly endeavouring to go beyond the expected and raise the bar in
quality, each time. It goes without saying that the unflinching faith and trust our clients have
displayed in us, encouraged us to go against the norms and set standards where people look
up to us and respect us for our radical ideas and skills. It is our clients who inspire us to
deliver technically advanced projects and we are geared to meet all their demands.

Our clientele includes some of the most prestigious names across the country Viz.

 Ministry of Road Transport & Highways

 National Highways Authority of India
 Jammu & Kashmir Projects Construction Corporation Ltd
 Bihar Rajya Pul Nirman Nigam, Bihar
 GSIDC, Goa
 Border Roads Organization, New Delhi
 Delhi Metro Rail Corporation
 Lucknow Metro Rail Corporation
 Kochi Metro Rail Ltd.
 IRCON International Ltd
 Steel Authority Of India Ltd
 Rail Vikas Nigam Ltd
 Punjab Infrastructure Development Board
 C.P.W.D., New Delhi
 Indian Railways
 PWDs of Punjab, Haryana, Himachal Pradesh, Madhya Pradesh, Uttar
Pradesh, Chhattisgarh, Odisha, West Bengal, Assam
Vision And Mission

Our need and endeavour at S. P. Singla Constructions Pvt. Ltd. revolve around just one entity
– our customers. It is their needs, ideas and demands that drive us. Moreover, once they
become part of the S. P. Singla Constructions Pvt. Ltd. family, they continue to be at the core
of our universe.

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Vision

To build a progressive and creative organisation that constantly strives to improve its
business & construction practices and win clients’ trust by exceeding their expectations.

Mission

To be pioneers in the field of Bridge construction by application of innovative solutions and

knowledge to work.

HR Policy

Providing a safe work environment for everyone is our primary concern at S. P. Singla
Constructions Pvt. Ltd. Both, clients and workers benefit from our proven safety program.
We firmly believe that a safe work place is the key to operational excellence and eliminates
injuries and property damage with the additional benefit of reducing operating costs. Our
philosophy is to never let up in our safety efforts and work toward achieving our best every
day.

HR Practices

The guiding principle at our organization as an employer is:

 Equal growth opportunities to all

 Recognition of every employee’s needs, rights and development aspirations
 Providing a conducive and stress free work environment
 Provision of career building opportunities

S. P. Singla Constructions Pvt. Ltd. boasts of a business culture of its own. A reason it has
earned high regards from its employees as the preferred employer in this industry. The work
culture at the organization allows for a considerable mobility the company hierarchy with a
strong emphasis on satisfying the demand for the right talent from within.

Numerous opportunities are available for the staff members to develop and acquire new
skills, knowledge and ability through various means like on-the-job-training, third party
training etc. The Human Resources department at our organization ensures that the
performing employees are compensated and rewarded and properly utilized on the job
assignments entrusted to them.

At S. P. Singla Constructions Pvt. Ltd., we believe that quality employees produce quality

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work and that is the standard by which we train and prepare our workforce.

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Date of Establishment: - Established in 1996

Corporate Address: - S. P. Singla Constructions Pvt. Ltd.

47, Sector – 9, Panchkula – 134113. Haryana. India.

Management Details: -

Chairperson and MD - Sat Pal Singla

Director- Deepak Singla

Director- Rohit Singla

Business Operation: - Construction Company.

Tagline of S.P Singla:- Building Infrastructure For Future.

Some of The Completed Projects

1.84 Km Long High Level Bridge across river Gandak between Dhanha Ghat –
Ratwal Ghat in West Champaran, Bihar.
A Bridge over river Teesta in Bansoi on road Chungthang – Lachen in Sikkim.
An Steel Truss Bridge on NH-21, Kurali – Kiratpur Highway Punjab.
2 lane motor bridge over river Alaknanda in Pauri, Uttarakhand.
An Elevated Rotary with 2472m long Ramp in Bhatinda, Rohtak Bhiwani Road,
Punjab.
Cable Stayed Bridge over river Ravi at Basoli in J&K.
2.71 Km long Elevated Viaduct at Sarai Kale Khan for DMRC, New Delhi.
A High Level Bridge with 80m rectangular arch span with SS Suspenders at
Gandauli in Goa.
A PSC Spillway Bridge for Ranjit Sagar Dam in Punjab.
9.90 Km Long 4 Lane Bypass from Km 158.350 to 166.925 of NH-15 (new NH
No. 54) at Harike in Punjab on EPC mode.
Major Bridge Across River Sisseri at Pasighat, Arunachal Pradesh.

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 Part-C
About The Subject

Work-life balance is the term used to describe the balance that an individual need between
times allocated for work and other aspects of life. Areas of life other than work-life include
personal interests, family and social or leisure activities.The term 'Work- Work Life Balance'
is recent in origin, as it was first used in UK and US in the late 1970s and 1980s, respectively.
More recently the term has drawn on some confusion; this is in part due to recent
technological changes and advances that have made work and work objectives possible to be
completed on a 24-hour cycle. The use of smart phones, email, videochat, and other
technological innovations has made it possible to work without having a typical "9 to 5 work
day".The word Work-Life Balance is sometimes considered as interwoven with Work-family
conflict. However, it can be argued that the latter is more limited in scope than the former
because the focus in work-family conflict is more on the relations between work & family
Work-Life Balance is the relationship between time and space of work & non-work in
societies where income is predominantly generated and distributed through labour markets.
Work-Life Balance is being aware of different demands on time and energy saving the ability
to make choices in the allocation of time and energy knowing what values to apply. Much
confusion and ambiguity surrounds in understanding and defining the term Work-Life
Balance. As a term in its own right Work-Life Balance is rarely defined for reasons that will
become clearer as the discussion progresses. Many authors attempt to define Work-Life
Balance policy or Work-Life Balance arrangements. Nevertheless, it is possible to discern a
number of distinct strands in the literature in relation to definitional and conceptual issues.
The first of these themes concerns the contention area of family friendly versus Work-Life
family in order to reflect a broader and more inclusive way of conceptualizing the issue and
to enable men and those without children, for example to identify with them. However, the
perception that Work-Life Balance policies are a family matter and aimed solely at women
with children is still held by many employees.
16 | P a g
Work Life Balance In Today’s World

Many multinational companies remain open for 24hrs. Employees need to work in shifts. Day
shift and night shift. Night shift employees feel hard to cope up with family life and health.
This in turn leads to divorces and bad health. Many Mothers feel difficult to continue work
after delivery because her home becomes her first priority.

Many Companies have come up with the option of Flexi time and work from home
opportunity to tap theses employees. Companies have introduced flexi timings for working so
that an individual employee can complete his scheduled work by coming to office any time.
This lessens the burden of reaching office on time when personal life needs more attention.
Companies don't want to get away with hard working and result oriented employees so many
companies have introduced work from home opportunities where an employee can work from
home. There is no stress of visiting office on time. Here an employee can adjust time to
devote for work and family.

Causes Of Work Life Imbalance

There are three moderators that are correlated with work-life imbalance:

Gender: Gender differences could lead to a work-life imbalance due to the distinct
perception of role identity. It has been demonstrated that men prioritize their work duties over
their family duties to provide financial support for their families, whereas women prioritize
their family life. Spending long hours at work due to "inflexibility, shifting in work
requirements, overtime or evening work duties" could lead to an imbalance between work
and family duties.

Time spent at work: It has been demonstrated "that time spent at work positively correlate
with both work interference with family and family interference with work, however, it was
unrelated to cross-domain satisfaction This could be due to the fact that satisfaction is a
subjective measure. This being said, long hours could be interpreted positively or negatively
depending on the individuals. Working long hours affect the family duties, but on the other
side, there are financial benefits that accompany this action which negate the effect on family
duties.
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Family characteristics: Family characteristics include single employers, married or
cohabiting employers, parent employers, and dual-earning parents. Parents who are employed
experience reduced family satisfaction due to their family duties or requirements. This is due
to the fact that they are unable to successfully complete these family duties. In addition,
parent workers value family-oriented activities, thus, working long hours reduces their ability
to fulfill this identity and, in return, reduces family satisfaction. As for the married and/ or
dual-earning couples, it seems that “not only requires more time and effort at home but also is
a resource for individuals to draw from, both instrumentally through higher income and
emotionally through increased empathy and support."

In addition to these moderators that could lead to an imbalance, many people expose
themselves to unsolicited job stress, because they enjoy high social recognition. This aspect
can also be the cause of an imbalance in the areas of life. However, other occupational
activities could also lead to such an imbalance, for example, unpaid labor such as
contribution to house and garden work, maintenance and support of family members or
volunteer activities. All of these contribute to the perception of a chronic lack of time.
Lacking time leads to pressure, which is experienced differently based on the individual's
age, the age and number of children in the household, marital status, the profession and level
of employment and the income level. Strong pressure of time leads to increased
psychological strain, which in turn affects health. Psychological strain is also affected by the
complexity of work, the growing responsibilities, concerns for long term existential
protection and more. The mentioned stresses and strains could lead in the long term
toirreversible, physical signs of wear as well as to negative effects on the human
cardiovascular and immune systems.

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Importance Of Work Life Balance

To understand the need of work life balance, one first needs to understand about work life
imbalance, as with the understanding of the origin, causes and effects of this imbalance, the
balancing act becomes easier. The corporate world of today is exceedingly demanding. The
work culture varies from organization to organisation.
Today the deadlines are getting tighter and an individual's job is not only to match that
deadline but also to give quality output. Due to this work pressure, it becomes exceedingly
difficult to maintain a family life. It becomes very difficult to have the engagement of mind
with the engagement of body. In every individual's life there are four stakeholders- own
personality, job, family and society.

It is very important to give equal importance to all the stakeholders. A person who is a
workaholic and does not enjoy his family life cannot be termed a Successful person. When a
life encounters such imbalance then the peace and harmony of life vanishes and there is an
adverse effect of it on the work life too. To avoid such situation one should always try to
avoid this imbalance in life. The transition from work life imbalance to work life balance has
obvious benefits to organization and its employees.

At the organizational level, balanced nature of work enables increase in Productivity and
efficiency of employees. Employees become more creative and they derive more satisfaction
from work. Better teamwork and communication offer a conducive working environment.
This leads to enjoyment at work and increased passion for it. Stress levels are well in
commitment levels from the employee increase thereby helping a commitment level from the
employee increase thereby helping an organization to inherently develop a strong value
system.
Work life balance on an individual level can bring phenomenal changes in his life and can
also heavily impact a society. A balanced work life is of advantage to an employee's health.
Stress levels decline drastically to healthy levels. Individuals derive more value from their
work and from life that leads to greater satisfaction and is also seen as a mode of self-
actualization.
The employee can better understand the nature of his work life balance as work life balance
can vary among individuals. It is at this point of time that an employee starts resting immense
trust in the organization and his commitment levels to the organization increase. On the social
front, the individual gains when relationships improve. The individual can now willingly
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devote more time and energy to his social commitments, which is also vital for a happy life.

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Thus, work-life balance can bring a huge transformation at the organizational and individual
levels. It helps an organization to inherently build a strong value system, which is attributed
to the work life balance enjoyed at the employee level. Consequently, the organization does
not have to impose a formulated framework of organizational values because they now
become intrinsictoit.

Work life balance at the individual level enjoys its success in addressing to societal issues. It
helps in healing a society off its problems such as increasing infertility among working
people, increasing number of divorces and its adverse effect on children.
An employee's satisfaction in their personal life and their ability to meet personal
commitments greatly affects their success as a worker, which greatly benefits any company.
Helping employees to achieve a good work life balance increases work satisfaction, increases
their loyalty to their employer and helps employers to achieve career longevity. A company
which recognizes these benefits and implements policies to promote a work life balance is
one which will not only see an increase in the productivity of their workforce but which also
sees increased retention of staff and reduction in costs associated with high turnover.

How To Improve Work-Life Balance

Spend some time reflecting on current priorities in your professional and personal life.
Consider what you should be doing and what you want to be doing. With this in mind, try
these tips to achieve greater work-life balance:

Set boundaries: There will almost always be work you can do to fill time, so it’s important
to define clear boundaries that will help you keep your work and personal life separate.
Whether it’s not checking emails out of office hours or scheduling dedicated break time
throughout your day, do your best to respect the boundaries you set for yourself.
Manage your time: This goes for both in and out of the office. Prioritize the tasks and events
that are most important or time sensitive, always focusing on the essentials first. Is there
anything you can do to streamline your work responsibilities? Can you save some time by
eliminating unproductive meetings or delegating minor tasks? Are you spending too much
time watching TV when you could get some social time or reading in? Can you do more to
limit distractions or interruptions.

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Take breaks: It can be tempting to work through your lunch or break time when you’re
busy. Not only is it this counterproductive, but the quality of your output will start to suffer
too. Do your best to take some time for yourself every day; whether that be reading, catching
up with friends or going for a walk. You’ll come back re-energized and more focused.
Take time off: When was your extended break? Vacations are fun, but you don’t need to hop
on a plane to get some much-needed rest and relaxation. Use your annual leave to recharge so
you don’t burn out.

Invest in personal development: Work isn’t the only place to learn and develop. Devote
some time to learning a new language, volunteering, taking up a hobby or mastering a new
skill. Having interests outside of work will make you a more rounded and interesting
individual.
Know when to say no: Do your best to avoid accepting tasks or invitations because you feel
obligated or guilty. You’ll find that you have more time for activities that are meaningful for
you. Advocate for change: There’s nothing wrong with respectfully sharing your suggestions
for increasing the support for work-life balance in your workplace. This could be around
flexible working, wellness programs, encouraging healthy activities in the office or setting
more reasonable expectations around communication outside of office hours.

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 CHAPTER-2

RESEARCH METHODOLOGY

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Topic: “THE WORK LIFE BALANCE OF THE EMPLOYES WORKING
IN SP SINGLA CONSTRUCTION Pvt. Itd Guwahati, Assam.”

Statement Of the Problem:

Management and employees in every organization try to achieve the goals of the organization.
Employees need knowledge, skills, job satisfaction, supervisor and peer support to execute
the responsibilities effectively. In present times the business environment demands efficiency
and hence organizations go extra mile to achieve the benchmark performance. Since
employees need to concentrate on their work and family responsibilities, many a times either
one of them will overtake another one leading to imbalance in family life and work. Hence
the present study analyzed the employees work life balance practices their relevance in SP
Singla Construction Pvt. Ltd, Guwahati.

Objectives of the Study

To study the factors related to the employee's position in the organization which
affects their personal life.
To study the impact of work on their health and lifestyle.
To study the various methods those are implemented by the organization to help their
employees in maintaining work-life balance.
To study whether they are able to give their attention to the business and family
occasions.

Scope of the Study

The report is solely meant for academic purpose only and is apart of course curriculum and
can be used for studying the work life balance of the employees which plays a vital role for
the growth of the organization in the modern market scenario. This study is conducted to
determine A Project Report On "Work Life Balance Of The Employees Working In “SP
Singla Construction Pvt. Ltd, Guwahati.”the quality of work life balance of the employees in
Health City Hospital , Guwahati which helped the organization to have insight of various
problems associated in this regard.. This project report will help the organization to improve
the quality of the services and also, we can know about the future opportunities of the
organization. The needs of the employees have to be recognized and necessary steps have to
be taken to maintain a healthy work force and keep the employees satisfied.

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Sources of Data:

 Primary Data: The primary data was collected through survey conducted with the
help of questionnaire in SP Singla Construction Pvt. Ltd, through personal visit to
individuals.

 Secondary Data: Secondary data is the data which is not collected first hand. It is
collected from other published sources. In this report, the data has been collected with
the help of different Books, Records, Internet, Company’s manual and policies.

Type of Research:

Descriptive in nature.

Review of Literature

P. Delecta, in their journal titled “WORK LIFE BALANCE”. Work life balance has
recently taken the attention of both researchers and executives. This subject interests almost
everyone with a professional career. This widespread interest is partly due to its reflection on
all aspects of life. For those who think that the main objective in life is to work, their career
becomes the core of life. However, people have limited time and therefore have to perform
many other activities other than their jobs. Without a balance between the two, many mishaps
can be experienced in both. In this study work –life balance is analyzed from organizational
context. This study has the potential to enable the working people to consider their stand
point interms of work –life balance and the executives to gain new perspective in order to
cope with such a problem.

Delecta, P. (2011). Work life balance. International Journal of Current Research, 3(4), 186-
189.

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Nancy R. Lockwood, in their journal titled “Work/Life Balance Challenges and
Solutions” In organizations and on the home front, the challenge of work/life balance is
rising to the top of many employers’ and employees’ consciousness. In today’s fast-paced
society, human resource professionals seek options to positively impact the bottom line of
their companies, improve employee morale, retain employees with valuable company
knowledge, and keep pace with workplace trends. This article provides human resource
professionals with an historical perspective, data and possible solutions—for organizations
and employees alike— to work/life balance. Three factors—global competition, personal
lives/family values, and an aging workforce—present challenges that exacerbate work/life
balance. This article offers the perspective that human resource professionals can assist their
companies to capitalize on these factors by using work/life initiatives to gain a competitive
advantage in the marketplace.

Lockwood, N. R. (2003). Work/life balance. Challenges and Solutions, SHRM Research,

USA, 2-10.
Rosemary Crompton & Clare Lyonette, in their journal titled “Work-Life ‘Balance’ in
Europe” Although work-life ‘balance’ is an EU policy priority, within Europe there are
considerable variations in the nature and extent of supports that national governments have
offered to dual-earner families. In general, the Nordic welfare states offer the highest level of
supports, although other countries, such as France, have historically offered extensive
childcare supports to working mothers. We examine national variations in reported levels of
work-life conflict, drawing upon questions fielded in the 2002 Family module International
Social Survey Programme (ISSP) surveys for Britain, France, Finland, Norway and Portugal.
We find evidence of a ‘societal effect’ in the cases of Finland and Norway, in that
significantly lower levels of work-life conflict are reported in these countries even after a
range of factors have been controlled for. However, support for childcare in France does not
appear to have had a similar impact. Further explorations of the data reveal that the domestic
division of labour is relatively traditional in France, and that this is associated with higher
levels of work-life conflict.

Crompton, R., & Lyonette, C. (2006). Work-life ‘balance’in Europe. Acta sociologica, 49(4),
379-393.

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E. JEFFREY HILL, et al, in their journal titled “INFLUENCES OF THE VIRTUAL
OFFICE ON ASPECTS OF WORK AND WORK/LIFE BALANCE” Millions of
employees now use portable electronic tools to do their jobs from a “virtual office” with
extensive flexibility in the timing and location of work. However, little scholarly research
exists about the effects of this burgeoning work form. This study of IBM employees explored
influences of the virtual office on aspects of work and work/life balance as reported by virtual
office teleworkers (n = 157) and an equivalent group of traditional office workers (n= 89).
Qualitative analyses revealed the perception of greater productivity, higher morale, increased
flexibility and longer work hours due to telework, as well as an equivocal influence on
work/life balance and a negative influence on teamwork. Using a quasi-experimental design,
quantitative multivariate analyses supported the qualitative findings related to productivity,
flexibility and work/life balance. However, multivariate analyses failed to support the
qualitative findings for morale, teamwork and work hours. This study highlights the need for
a multi-method approach, including both qualitative and quantitative elements, when
studying telework.

Hill, E. J., Miller, B. C., Weiner, S. P., & Colihan, J. (1998). Influences of the virtual office
on aspects of work and work/life balance. Personnel psychology, 51(3), 667-683.

Sample Design:

Sample Unit: Here the sample unit is the employee working in SP Singla Construction Pvt.
Ltd.

Sample Size: The sample size for this study is 100(Hundred) which were selected on the
basis of convenience sampling.

Sampling Technique:

Convenience Sampling.

Tools of Data Collection:

The Tools adopted for data collection is questionnaire.

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Plan of Analysis:

1. Percentage Analysis: Percentage method refers to a specified kind which is used in

making comparison between two or more series of data. Percentage are based on descriptive
relationship. It compares the relative items. Since the percentage reduces everything to a
common base and thereby allowing meaningful comparison.

2. Tables and Charts: Various kinds of table and charts are used to represent the survey
findings and result.

Reference Period:

2 Month (From 1st Nov to 31 Dec)

Limitations of the Study:

The employees were busy with their daily schedule and it was difficult for
them to give time.

The information given by the respondent might be biased or some of them

might not be interested to give correct information.

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 CHAPTER-3

DATA ANALYSIS AND INTERPRETATION

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1. Showing number of hours an employee productively works in a day.
It is important to know how many hours an employee productively works in the organisation
because it shows their level of satisfaction and their commitment towards the job.

Attributes No. of Respondent Percentage

5-6 hours 17 17%
6-7 hours 23 23%
7-8 hours 28 28%
8 hours and more 32 32%
Total 100 100%

TABLE NO.1
(Employee Working Hours)

SOURCE: Primary Data.

ANALYSIS: From the above table, it can be seen that out of 100 respondents, 17% of the
respondent work for 5 – 6 hours, 23% for 6-7 hours, 28% for 7-8 hours and 32% respondent
work for 8-9 hours.

INTERPRETATION: From the above survey it can be interpreted that out of 100 respondents

majority of the respondent work productively for 7-8 hours or 8 hours& more every day.

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2. Showing whether the employees are able to maintain a balance between
their work and personal life.

It is necessary to know whether the employees are able to balance their work and personal
life because maintaining a healthy work life balance is not only important for health and
relationships, it also improves employee’s productivity and their performance.

Attributes No. of Respondent Percentage

To some extent 62 62%
To a great extent 10 10%
Not at all 28 28%
TOTAL 100 100%

TABLE NO.2
(Balance between the work and personal life of the employees.)

SOURCE: Primary Data.

ANALYSIS: From the above table it can be seen that out of 100 respondent, 62% respondent
are able to balance their work and personal life to some extent, 10% respondent could balance
it to a great extent and 28% respondent are not at all able to balance their work and personal
life.

INTERPRETATION: From the above survey it can be interpreted that out of the total
respondent most of the respondent are able to balance their work and personal life.

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3. Showing if the employees feel depressed and tired because of their work.

It is necessary to know if the employees feel tired or depressed because of their work because
an improved mental health of the employees can improve thinking, decision making,
workflow and relationships at work.

Attributes No. Of Respondent Percentage

Yes 7 7%
No 26 26%
Sometimes 67 67%
TOTAL 100 100%

TABLE NO. 3
(Depression and tiredness of the employees)

SOURCE: Primary Data.

ANALYSIS: From the above table, it can be analysed that out of 100 respondents only 7%
respondent feel depressed and tired because of work, 26% respondent are neither tired nor
depressed and 67% respondent feel depressed and tired sometimes.

INTERPRETATION: From the above survey it can be interpreted that most of the
respondent do not feel tired or depressed because of their work.

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4. Showing if the employees are able to manage time for spending quality
time with their friends and family after work.

It is necessary to know whether the employees are able to spend quality time with their
friends and family after their work because a proper balance between the work and family is
very important to maintain a healthy work life balance.

Attributes No. of Respondent Percentage

To some extent 51 51%
To a great extent 27 27%
Not at all 22 22%
TOTAL 100 100%

TABLE NO.4
(Managing time for spending quality time with friends and family)

SOURCE: Primary Data.

ANALYSIS: From the above table, it can be analysed that out of 100 respondent 51%
respondent are able to spend quality time with their friends/families to some extent, 27%
respondent are able to spend quality time with their friends/families to a great extent and 22%
respondent are not at all able to spend quality time with their friends/families.

INTERPRETATION: From the above survey, it can be interpreted that majority of the
employees are able to spend quality time with their friends/families to some extent.

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5. Showing whether the employees are Satisfied with the working
environment in the organization.

It is necessary to know whether the employees are satisfied with the working environment
inside the organization because a healthy working environment comforts people, makes the
employees happier and increases their productivity. It also prevents burn out of the
employees at the work place.

Attributes No. of Respondent Percentage

Satisfied 73 73%
Neither satisfied nor 18 18%
dissatisfied
Dissatisfied 9 9%
TOTAL 100 100%

TABLE NO. 5
(Satisfaction of the employees with the working environment)

SOURCE: Primary Data.

ANALYSIS: From the above table it can be analysed that out of 100 respondent 73%
respondent are satisfied with the working environment, 18% respondent are neither satisfied
nor dissatisfied and only 9% respondent are dissatisfied with the working environment in the
organization.

INTERPRETATION: From the above survey, it can be interpreted that majority of the
employees are satisfied with the working environment of the organization.

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6. Showing the methods that can be used by the employees to Balance
Work and Personal Life.

It is necessary to know the various methods that can be used by the employees to balance
work and Personal Life because it would help the organization to introduce those policies for
balancing the work life and personal life of the employees.

Attributes No. of respondent Percentage

Flexible working hours 40 40%
Job sharing 44 44%
More holidays 12 12%
Work from home 4 4%
TOTAL 100 100%

TABLE NO.6
(Methods that will help to Balance Work and Personal Life)

SOURCE: Primary Data.

ANALYSIS: From the above table it can be analysed that out of 100 respondent 40%
respondent think that Flexible working hours will help them to balance Work and Personal
Life,44% respondent think Job sharing would help them, 12% respondent think that holidays
can balance Work and Personal Life, 4% respondent believe that work from can also help
them to Balance Work and Personal Life.

INTERPRETATION: From the above survey, it can be interpreted that majority of the
employees agree that flexible working hours and job-sharing method can help them to
balance their work and personal life.

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7. Showing how the employees describe their work load.

Employees with heavy work load cannot maintain a balance in their personal and work life
hence it is important to understand the workload of the employees.

Attributes No of respondent Percentage

Work is easy and gets done 56 56%
before time
Work is normal and gets done 34 34%
in time
Work is hard and sometimes 7 7%
needs to be postponed for the
next day
Work is too much and 3 3%
general working hours is not
enough to complete the work
TOTAL 100 100%
TABLE NO.7
(Description of the workload of the employees)

SOURCE: Primary Data.

ANALYSIS: From the above table it can be analysed that out of 100 respondent 56% of the
respondent believe that work is easy and gets done before time, 34% believe that Work is
normal and gets done in time, 7% believe that Work is hard and sometimes needs to be
postponed for the next day, 3% believe that Work is too much and general working hours is
not enough to complete the work.

INTERPRETATION: From the above survey it can be interpreted that majority of the
employees believe that Work is normal and gets done in time.

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8. Showing the number of years an employee is working with the
organization.

It is necessary to know that, how many years an employee is working with organization
because it shows the employee’s loyalty towards their organization.

Attributes No of respondent Percentage

Less than One year 24 24%
1-5 years 65 65%
5-10 years 9 9%
More than 10 years 2 2%
TOTAL 100 100%

TABLE NO.8
(No. of years employees working in the organization)

SOURCE: Primary Data.

ANALYSIS: From the above table, it can be analysed that out of 100 respondents, 65% of
the employees are working with this organization between 1-5 years, 9% and 24% of the
employees are working with this organization between 5-10 years and less than one year
respectively and only 2% of the employees are working with this organization more than 10
years.

INTERPRETATION: From the above survey it can be interpreted that majority of the
employees are working 1-5 years in the organization.

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9. Showing whether employees bring pending works at home.

It is necessary to know that, whether employees bring pending works at home because if
they are doing so, then they will not be able maintain balance between work life and
personal life.

Attributes No of respondent Percentage

Always 0 0%
Frequently 0 0%
Sometimes 6 6%
Rarely 18 18%
Never 76 76%
TOTAL 100 100%

TABLE NO.9
(Employees bring pending works at home)

SOURCE: Primary Data.

ANALYSIS: From the above table it can be analysed that out of 100 respondents, 18% of the
employees bring pending works rarely, 76% of the employees never bring pending works and
only 6% of the employees bring pending work sometimes.

INTERPRETATION: From the above survey it can be interpreted that majority of the
employees never brings pending works at home.

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10. Showing whether employees work overtime and even on holidays.

It is necessary to know that whether they work overtime and even on holidays because it can
be very frustrating for employees to constantly juggle between work life and personal life. As
a result, burnouts at the workplace are very much possible thus affecting the performance as a
whole.

Attributes No of respondent Percentage

Always 11 11%
Sometimes 42 42%
Never 47 47%
TOTAL 100 100%

TABLE NO.10
(Employees work overtime and even on holidays)

SOURCE: Primary Data.

ANALYSIS: From the above table it can be analysed that out of 100 respondents, 11% of the
employees always work overtime and even on holidays, 42% of the employees sometimes
work overtime and even on holidays, only 47% of the employees never work overtime and
even on holidays.

INTERPRETATION: From the above survey it can be interpreted that majority of the
employees never work overtime and work even on holidays.

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11. Showing whether organization takes initiative to manage work life
of employees.

It is necessary know that the organization is taking initiatives to manage work life of
employees because it is the responsibility of every organization to take initiative for
managing work life of employees.

Attributes No of respondent Percentage

Agree 53 53%
Strongly agree 13 13%
Neither agree nor disagree 34 34%
Disagree 0 0%
Strongly disagree 0 0%
TOTAL 100 100%

TABLE NO.11
(Organization is taking initiative to manage work life)

SOURCE: Primary Data.

ANALYSIS: From the above table it can be analysed that out of 100 respondents, 53% of the
employees agree, 34% of the employees neither agree nor disagree and only 13% of the
employees strongly agree that organization takes initiative to manage work life of employees.

INTERPRETATION: From the above survey it can be interpreted that majority of the
employees agree that organization takes initiative to manage work life.

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12. Showing whether organization encourages employees to take paid leave.

It is necessary to know that, whether organization encourages employees to take paid leave
because generally employees avoid taking leave due to the fear that organization will pay
them less salary.

Attributes No of respondent Percentage

Agree 44 44%
Strongly agree 17 17%
Neither agree nor disagree 39 39%
Disagree 0 0%
Strongly disagree 0 0%
TOTAL 100 100%

TABLE NO.12
(Organization encourages employees to take paid leave)

SOURCE: Primary Data.

ANALYSIS: From the above table it can be analysed that out of 100 respondents, 44% of the
employees agree, 17% of the employees strongly agree and only 39% of the employees
neither agree nor disagree that organization encourages taking paid leave.

INTERPRETATION: From the above survey it can be interpreted that majority of the
employees agree that organization encourages taking paid leave.

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13.Showing whether employees have good career prospects in the company.

It is necessary to know that, whether employees have good career prospect in the company
because employee’s career growth helps to boost their morale.

Attributes No of respondent Percentage

Agree 57 57%
Strongly agree 12 12%
Neither agree nor disagree 31 31%
Disagree 0 0%
Strongly disagree 0 0%
TOTAL 100 100%

TABLE NO.13
(Employees have a good career prospect in the company)

SOURCE: Primary Data.

ANALYSIS: From the above table it can be analysed that out of 100 respondents, 57% of the
employees agree, 12% of the employees strongly agree and only 31% of the employees
neither agree nor disagree that employees have a good career prospect in the company.

INTERPRETATION: From the above survey it can be interpreted that majority of the
employees agree that they have a good career prospect in the company.

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14. Showing how much the employees worry about their work when they
are not actually at work.

Constant worrying about work can affect the mental and physical well being of their
employees. It can also damage their social life style. Hence it is very important to limit how
much an employee worry about work when they are not actually at work.

Attributes No. of Respondent Percentage

To some extent 21 21%
To a great extent 6 6%
Not at all 73 73%
TOTAL 100 100%

TABLE NO.14
(Employees thinking about their work when not at work)

SOURCE: Primary Data.

ANALYSIS: From the above table it can be seen that out of 100 respondents, 21%
respondent worry about their work to some extent, 6% respondent worry about their work to
a great extent and 73% respondent are not at all worried about their work when they are away
from their work.

INTERPRETATION: From the above survey, it can be interpreted that majority of the
employees are worried about their work when they are not actually at work.

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 CHAPTER-4

SUMMARY OF FINDINGS

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Major Findings:

1. From table no. 1, It is found that 17% of the respondent work for 5 – 6 hours, 23%
for 6-7 hours, 28% for 7-8 hours and 32% respondent work for 8-9 hours.

2. From table no. 2, It is found that 62% respondent are able to balance their work and
personal life to some extent, 10% respondent could balance it to a great extent and
28% respondent are not at all able to balance their work and personal life.

3. From table no. 3, It is found that only 7% respondent feel depressed and tired
because of work, 26% respondent are neither tired nor depressed and 67% respondent
feel depressed and tired sometimes.

4. From table no. 4, It is found that 60% respondent are able to spend quality time with
their friends/families to some extent, 12% respondent are able to spend quality time
with their friends/families to a great extent and 28% respondent are not at all able to
spend quality time with their friends/families.

5. From table no. 5, It is found 73% respondent are satisfied with the working
environment, 18% respondent are neither satisfied nor dissatisfied and only 9%
respondent are dissatisfied with the working environment in the organization.

6. From table no. 6, It is found that 40% respondent think that Flexible working hours
will help them to balance Work and Personal Life,44% respondent think Job sharing
would help them, 12% respondent think that holidays can balance Work and Personal
Life, 4% respondent believe that work from can also help them to Balance Work and
Personal Life.

7. From table no. 7, It is found that that 24% of the respondent believe that work is easy
and gets done before time, 65% believe that Work is normal and gets done in time,
9% believe that Work is hard and sometimes needs to be postponed for the next day,
2% believe that Work is too much and general working hours is not enough to
complete the work.

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8. From table no.8, it can be determined that 65% of the employees are working with
this organization between 1-5 years, 9% and 24% of the employees are working with
this organization between 5-10 years and less than one year respectively and only 2%
of the employees are working with this organization more than 10 years.

9. From table no. 9, it can be determined that 18% of the employees bring pending
works rarely, 76% of the employees never bring pending works and only 6% of the
employees bring pending work sometimes.

10. From table no.10, it can be determined that 11% of the employees always work
overtime and even on holidays, 42% of the employees sometimes work overtime and
even on holidays, only 47% of the employees never work overtime and even holidays.

11. From table no. 11, it can be analysed that 53% of the employees agree, 34% of the
employees neither agree nor disagree and only 13% of the employees strongly agree
that organization takes initiative to manage work life of employees.

12. From table no. 12, it can be analysed that 44% of the employees agree, 17% of the
employees strongly agree and only 39% of the employees neither agree nor disagree
that organization encourages taking paid leave.

13. From table no. 13, it can be analysed that 57% of the employees agree, 12% of the
employees strongly agree and only 31% of the employees neither agree nor disagree
that employees have a good career prospect in the company.

14. From table no. 14, It is found that 21% respondent worry about their work to some
extent, 6% respondent worry about their work to a great extent and 73% respondent
are not at all worried about their work when they are away from their work.

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 CHAPTER-5

SUGGESTIONS AND CONCLUSIONS

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 Suggestions

From the analysis of the reports through questionnaire survey it is seen that the organization
have realized the need for work life balance of employees and offers the policy and programs
that concentrates on the growth of the employees and that is family friendly.

Some of the suggestions put forwarded under the study are as follows:

 The management should adopt flexible timings so that employees don’t feel stressed
about the overtime working and they can spend a quality time with their family.

Set the core office hours (for each employee or the entire office
coverage.
Decide how work hours will be tracked.

 The management should take healthy initiatives to decrease the pressure of work from
the employees, such as dividing a task among different small groups. They can go for
job sharing and job simplification. The management should take healthy initiatives to
reduce the stress of the employees, such as group meditation etc.

 It is good that the organization is taking some positive measures like allowing paid
leaves, having good leave policies which help towards creating good work life
balance. These activities should be continued.

 The company should invest in equipment’s that will support the employees, that
includes comfortable chair, table, good motivational quotes etc. so that workspace
become comfortable to employees.

 The organization should take some positive measures like to go for vacations, having
good leave policies which help towards creating good work life balance.

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 Conclusions

The primary objective of the study conducted in S.P. Singla Guwahati was to find out
whether the employees working in the organisation are able to maintain a healthy work life
balance and it has been found that most of them are satisfied with the policies adopted by the
company to create a balance in their life. Yet most of the employees are stressed and have to
work for long hours to meet their job responsibilities which should be taken care by the
organization.

From the study conducted in the S.P. Singla Guwahati, it can be concluded that work life
balance is a crucial part for any employee, an employee with better balance between work life
and private life will not only be more successful but will also have a sustainable career. To
achieve an optimal work life balance both the employee and management need to work
together, the management can provide the employees with certain policies which can help the
employee to easily achieve the work life balance. Also, the employee must properly plan his
career goals and should discuss regularly with the management to determine whether the
employee is moving towards his or her desired goal. Work life balance has become a
fundamental and important concept for today' industries. An employee must not see the roles
and responsibilities as burden but rather he she should enjoy doing them. Thus, work life
balance is essential to find the happiness in his or her work.

The findings of the study will help the organizations in understanding the issues and concerns
of their employees and in resolving them which will help in retaining the employees in the
organization.

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 Bibliography

Books: -

 Khanka.S.S (2019), Human Resource Management, 2nd edition, S Chand &

Company Ltd.

 Tripathi, P.C (2010), Human Resource Development, 4th edition, S Chand

& Company Ltd.

 Aswathappa, K (2017), Human Resource Management Text & Cases,

8th edition, McGraw Hill Education. Bengaluru.

Websites: -

 https://en.wikipedia.org/wiki/Work%E2%80%93life_balance

 https://www.who.int/

 www. http://spsingla.com/

 https://worklifebalance.com/work-life-balance-defined/

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 ANNEXURE

Respected Sir / Madam

I am a student of the Department of Business Administration MBA 3rd semester, NERIM. As
a partial fulfilment of my course, I am undergoing a project work on “Work Life Balance of
the Employees working in SP Singla Constructions Pvt. Ltd Guwahati”
I would be grateful if you kindly spare a few minutes for answering the below
mentioned questions. Your help will assist me to complete my project.

Thanking You
Shankab Koustov Lahon
TO BE FILLED BY RESPONDANTS
Employee Designation _
Age
Gender

QUESTIONNAIRE:
Please put a tick mark (√) in the appropriate answer:

1. How many hours do you productively work during the working hours in a day?

a) 5-6 hours b) 6-7 hours

c) 7-8 hours d) 8 hours and more

2. Are you able to balance your work and personal life?

a) To some extent b) To a great extent

c) Not at all

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3. Do you feel tired or depressed because of work?

a) Yes b) No

c) Sometime

4. Are you able to spend quality time with your friends and family after work?

a) To some extent b) To a great extent

c) Not at all

5. Are you satisfied with the working environment in the organisation?

a) Satisfied b) Neither satisfied nor Dissatisfied

c) Dissatisfied

6. Select any one option that will help balance your work and personal life.

a) Flexible working hours b) Job sharing

c) More holidays d) Work from home

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7. Choose the best statement that describes your work load.

a) Work is easy and gets done before time

b) Work is normal and gets done in time

c) Work is hard and sometimes needs to be postponed for the next day

d) Work is too much and general working hours is not enough to complete the work

8. How many years have you been working in the organization?

a) Less than one year b) 1-5 years

c) 5-10 years d) More than 10 years

9. Do you bring home pending works with you?

a) Always b) Sometimes

c) Frequently d) Rarely

e) Never

10. Do you work for long hours or overtime and even on holidays?

a) Always b) Sometimes

e) Never

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11. You agree that the organisation takes initiatives to manage work life of employees?

a) Agree b) Strongly agree

c) Disagree d) Strongly disagree

e) Neither agree nor disagree

12. You agree that your organization encourages you to take paid leave?

a) Agree b) Strongly agree

c) Disagree d) Strongly disagree

e) Neither agree nor disagree

13. You agree that you have good career prospects in the company?

a) Agree b) Strongly agree

c) Disagree d) Strongly disagree

e) Neither agree nor disagree

14. Do you worry about work when you are not actually at work?

a) To some extent b) To a great extent

c) Not at all
THANK YOU

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