1.

INTRODUCTION TO STUDY

Human resource management (HRM or HR) is an operational approach to managing people

in a company or organization so that they help the company gain a competitive advantage. Its
objective is to maximize employee performance in order to support a company's strategic
goals. Human resource management is concerned with the management of people within
organizations and concentrates on policies and methods. HR departments are in charge of
designing employee benefits, recruiting employees, training and development, performance
evaluation, and reward management, as well as managing pay and employee-benefits
systems. HR is also concerned with organizational transformation and labor relations, or the
balancing of organizational practices with collective bargaining and government regulations.
Human resource management entails developing personal policies and procedures that
support organizational goal and strategic plans. Fostering a culture that reflect core values
and empowers employees to be as productive as possible in the ultimate mission of the
HRM.

Human resources' (HR) main objective is to make sure that an organization's success is
dependent on its employees. human resource (HR) specialists are in charge of managing an
organization's workforce and are in charge of establishing policies. They may have areas of
expertise in employee relations, benefits, and employee recruitment, selection, training, and
growth. Training and development professionals are in charge of employee training and
growth. Training, achievement evaluations, and incentive programs are used to achieve this.
When rules are broken, such as in instances of harassment or discrimination, employee
relations takes care of the concerns of the affected employees. Creating compensation plans,
parental leave policies, savings programs, and other employee perks are all aspects of
handling employee benefits. .HR generalists or business partners are on the other side of the
field. These HR specialists could serve in a variety of capacities or as labour relations
representatives for unionised workers.

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The human relations movement of the early 20th century gave rise to HR as academics
looked into how to use strategic personnel management to produce economic value. HR was
once dominated by transactional work like payroll and benefits administration, but as a result
of globalization, company consolidation, technological advancements, and additional
research, it now focuses on strategic initiatives like mergers and acquisitions, talent
management, succession planning, industrial and labour relations, and diversity and
inclusion. Most companies in today's worldwide workplace are concerned with reducing
employee turnover and keeping their workers' skills and knowledge.

2. STATEMENT OF PROBLEM

Work-life balance is the state of equilibrium where a person equally prioritizes the demands
of one’s career and the demands of one’s personal life. The study is been conducted in Q-
COLLECTIVE KNOWLEDGE SOLUTIONS to understand the different work life balance
practices in the society and the mechanism used by the employees to maintain a steady
balance between work and personal life. To study the different factors affecting the personal
as well as work life of the employees.

3. OBJECTIVES OF THE STUDY

General objective: - To study the impact of work life balance on employees

productivity of Q- COLLECTIVE KNOWLEDGE SOLUTIONS.

Specific objectives: -

1. To study the work factors affecting the personal life and family factors affecting the work
life of society employees.

2. To examine various work life balance practices/ programs that exists in Q- COLLECTIVE
KNOWLEDGE SOLUTIONS.

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 3. To identify ways of enhancing work life balance in Q- COLLECTIVE KNOWLEDGE
SOLUTIONS.

4. NEED FOR THE STUDY

I. The study enables the organization to know whether their employees are having a state
of equilibrium between their professional life and personal life.
II. The organization can use this study as a strategic move to improve the productivity of
the employees by analyzing the work life balance of the employees.
III. The study helps in implementing strategies to increase the standard of living of the
employees and thereby improving the performance level of the employees.
IV. The study helps in understanding how measures can be implemented to keep an
optimum work life balance.
V. The study to bring change in the existing policies of the organization related to work life
balance.

5. SCOPE OF THE STUDY

The scope of study of work-life balance involves exploring the relationship between work
and personal life, and the ways in which individuals can maintain a healthy balance between
the two. It encompasses various aspects, including the impact of work on personal life, the
impact of personal life on work, and the strategies individuals and organizations can adopt to
promote work-life balance. The scope of study includes examining the effects of work-life
balance on job satisfaction, health and well-being, productivity, and organizational
outcomes. It involves identifying the factors that contribute to work-life imbalance, such as
long working hours, job demands, and lack of flexibility in work arrangements, and
exploring strategies that can help individuals and organizations address these factors.

Additionally, the scope of study includes examining the cultural, social, and demographic
factors that influence work-life balance, as well as the role of government policies and

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legislation in promoting work-life balance. It also involves exploring the use of technology
and other tools to support work-life balance, such as flexible work arrangements,
telecommuting, and time management apps. Overall, the scope of study of work-life balance
is multidisciplinary, encompassing fields such as psychology, sociology, management,
economics, and public policy. Its ultimate goal is to promote a healthier, more balanced
approach to work and personal life, for the benefit of individuals, organizations, and society
as a whole.

6. LIMITATIONS OF STUDY

 Chances of biased answers

 Some of the respondents were busy with their work as my duty was during their
working hours.
 The authenticity of the findings depends upon the sincerity of the respondents.

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E-LEARNING PLATFORMS:

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An electronic learning platform is a cohesive group of interactive online services that offer
information, tools, and resources to teachers, students, and other people engaged in education
in order to support and improve the administration and delivery of education. The delivery of
education and instruction via digital technologies, such as the internet, computers, and
mobile devices, is referred to as e-learning, also known as electronic learning or online
learning. In order to create engaging and interactive learning experiences for students, a
range of multimedia tools, including videos, audio files, interactive simulations, and virtual
classrooms, are used.

Self-paced classes, instructor-led courses, blended learning (which combines online and
offline learning), and massive open online courses (MOOCs)are just a few of the different
types of e-learning that are available. From elementary and secondary education to higher
education, business training, and professional growth, it can be used for a variety of
objectives. One of the major benefits of online learning is that it gives students the freedom
to study whenever and wherever they want as long as they have an internet connection.
People who can't attend conventional in-person classes, such as working professionals or
those with other commitments, will find this to be particularly convenient.

In general, e-learning has grown in popularity and significance as a form of instruction and
training in the digital age, providing a number of advantages like accessibility, adaptability,
and cost-effectiveness.

India's e-learning market has expanded quickly in recent years due to factors like rising
internet usage, rising smartphone use, and a demand for retraining and upskilling in the wake
of the employment landscape's fast transformation. The following significant patterns and
figures demonstrate the expansion of the e-learning market in India:

1. Industry size and growth: The Indian e-learning industry is currently estimated to be worth
around $3 billion and is projected to grow at a CAGR of 44% to reach $18.5 billion by 2025.

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2. Mobile learning: In India, where there are more than 750 million internet users and 500
million smartphone owners, mobile learning is becoming more and more common. To meet
the requirements of users, e-learning platforms are concentrating on mobile-first solutions.

3. Upskilling and reskilling: As the work market changes and new technologies appear, there
is an increasing need for upskilling and reskilling in India. To meet this demand, e-learning
platforms are now providing classes and programs in disciplines like data science, artificial
intelligence, and digital marketing.

4. Government initiatives: The Indian government has launched several initiatives to

promote digital learning, such as the Digital India campaign and the SWAYAM platform,
which offers free online courses from top Indian universities.

5. Ed-tech startups: India is witnessing a surge in edtech startups, which are disrupting the
traditional education system with their innovative solutions. These startups are leveraging
technology to provide personalized learning experiences to students.

6. Corporate training: E-learning is also gaining popularity as a means of corporate training

in India, with companies using online platforms to train their employees in a cost-effective
and efficient manner.

Overall, the e-learning industry in India is poised for exponential growth, driven by a
growing demand for digital education and the availability of affordable internet access.

There are many e-learning platforms in India that offer a wide range of courses and
educational content. Some of the most popular e-learning platforms in India are:

Udemy - Udemy is a popular e-learning platform that offers a wide range of courses in
various subjects. The platform allows instructors to create and sell their own courses.

1. Coursera - Coursera is a global e-learning platform that partners with top universities and
organizations to offer courses online. It offers both free and paid courses.

2. edX - edX is another popular e-learning platform that offers courses from top universities
around the world. It offers both free and paid courses.

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3. BYJU'S - BYJU'S is a popular e-learning platform in India that offers courses for
students from kindergarten to 12th grade. The platform also offers courses for
competitive exams like JEE, NEET, and CAT.

4. Simplilearn - Simplilearn is an e-learning platform that offers courses in various domains

like technology, digital marketing, data science, and project management.

5. UpGrad - UpGrad is an e-learning platform that offers courses in various domains like
data science, management, technology, and law.

6. Skillshare - Skillshare is an e-learning platform that offers courses in creative fields like
design, photography, writing, and animation.

These are just a few examples of the many e-learning platforms available in India. Each
platform has its own unique features and offerings, so it's important to do some research and
choose the one that best suits your needs.

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Q-COLLECTIVE KNOWLEDGE SOLUTIONS

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Q Collective is a team of Educators, Quizmasters and Ed-tech researchers who with their
distinctive Flair's bring in innovation to the Learning environment in conventional
educational systems. The organization have passionately involved in harnessing the power of
the edutainment tool of quizzing through its different facets: to inform, to educate, to
entertain, soft skills training, to create social & general awareness, and to invoke the basic
curiosity in us all.

The organization strive to bring about a change in how students learn and perceive things.
The organization have partnered with Schools and other entities to make learning fun and
equip teachers with a different perspective to teaching. It mainly use Quiz as the tool for this
purpose and hosts Quizzes for all sectors, categories and themes. The organization also
explore the possibilities of Ed-tech and collaborate with different sectors to promote the
cause of Learning and Edutainment.

The main objectives of Q Collective knowledge solutions are

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 A talented and diverse pool of Quizmasters with cumulative 20+ years of experience.
 Expert Research team and content creators that have been part of popular TV game
shows.
 Innovations in Learning and Teaching and partnering prestigious schools to share it's art
and science.
 Educators promoting alternate learning tools in the conventional educational system.
 Diverse collaboration with sectors ranging from educational entities to media.
 Constant research and innovation in Ed-tech.
 Organizers and Knowledge partners of the biggest events ranging from Quiz leagues to
Educational seminars

Q Collective's online quiz series harnesses the idea of "edutainment" and promotes quizzing
and "curiosity-based learning". "The idea is to make quiz more appealing to students and
make it a tool of education. The firm started developing the primarily app-based platform
after several schools and parents expressed interest in making quizzing flexible and
accessible given the present scenario. Q Collective often conducts popular quizzes across
Kerala under the banner Q League. Q series has been made available on Google Playstore,
while a web-based format is also on offer on its website. Q series has been made available on
Google Playstore, while a web-based format is also on offer on its website.

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Research:

Research is "creative and systematic work undertaken to increase the stock of knowledge". It
entails gathering, organizing, and analyzing data in order to better comprehend a subject, and
is distinguished by a focus on minimizing bias and error sources. These activities are
distinguished by taking biases into consideration and controlling for them. Research is an
original addition to the body of knowledge that contributes to its expansion. It seeks to

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ascertain the reality. A systematic, in-depth investigation into any topic, issue, or field of
study is known as research. This process is supported by the gathering, computation,
presentation, and interpretation of pertinent data. A research project might build on prior
contributions to the subject. Research may duplicate portions of earlier projects or the project
as a whole to verify the accuracy of tools, processes, or experiments.

Methodology:

The set of guidelines, procedures, and practices employed in a specific field to carry out
research or address issues are referred to as the methodology. It entails the methodical
gathering, examination, and evaluation of data or information using tried-and-true
procedures. Methodology in academic research usually refers to the particular steps and
methods used to carry out a study, such as the choice of research subjects, data collection
strategies, and data analysis methods. Additionally, it might entail creating and testing
theories, planning surveys or experiments, and interpreting and presenting results.
Methodology is crucial because it makes sure that research is carried out methodically and
rigorously and that the results are accurate and legitimate. Researchers can lessen the
possibility of bias and error and improve the precision and generalizability of their results by
adhering to accepted methods and procedures.

Research methodology:

The approach taken to investigating the issue is referred to as the research methodology. It
aids in describing the methods and instruments employed in researching the issue at hand.
The researcher must be aware of the instrument being used and its intended use. A method
for systematically displaying the study issue is research methodology. The research
methodology not only discusses the research methods but also takes the context of our
research study into account and explains why we are using certain methods rather than others
so that the research findings can be assessed by the researcher or by others.

Research design:

Research design is a blueprint of a scientific study. It is a plan for a scientific investigation. It

contains the methods, equipment, and procedures used to conduct the research. It aids in
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locating and solving potential issues that may come up while conducting study and analysis.
Research design is the arrangement of activities for data gathering and analysis with the goal
of balancing economy of production with relevance to the purpose. The research design
serves as a conceptual framework or conceptual structure for the study. It is necessary to
have a research design because it helped the different research operations run smoothly,
saving time and money.

Descriptive research:

The descriptive research method is used in this study. Surveys and various types of fact-
finding inquiries are included in this form of research. The primary goal of descriptive study
is to describe the current situation as it is. This method's primary characteristic is that the
researcher has no influence over the variables and can only record what has occurred or is
occurring.

Data collection:

Data collection refers to the process of gathering and measuring information on targeted
variables or phenomena. It involves collecting data through various methods such as surveys,
interviews, observations, experiments, and secondary data sources such as government
reports, journals, and databases.

Methods of data collection:

Primary Data: Primary data are information collected by a researcher specifically for a
research assignment. It is the first-hand data which is collected directly from the respondents
by the researcher. It is collected through questionnaire.

Secondary Data: The Secondary data are those which has been collected by someone else
and which already have been passed through statistical process. Data or information that has
been collected from a third party, internet, books, etc.

Instrument used for data collection: Questionnaire

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The research tool used to collect data from respondents is a questionnaire. It typically
consists of a sequence of inquiries intended to gather data on a particular subject or subjects.
There are many ways to distribute questionnaires, including through internet surveys, mail,
email, or in-person interviews. Questionnaires can be used in quantitative as well as
qualitative study. Closed-ended questions with pre-determined answer options are used in
quantitative research to collect data that can be analyzed statistically. In comparison, open-
ended questions in qualitative research questionnaires enable respondents to provide more
detailed and subjective responses. The design of a questionnaire is important to ensure that it
is effective in collecting the desired data.

The process of developing a questionnaire involves several steps, including defining the
research question, selecting the appropriate method of administration, determining the type
of questions to be asked, and pre-testing the questionnaire to ensure that it is effective in
collecting the desired data.

Sampling techniques:

Sampling technique is a method for choosing specific individuals or a small portion of the
population in order to draw conclusions about the population as a whole and assess its
characteristics. It is also a time-convenient and cost-effective method and hence forms the
basis of any research design. The sampling technique used for this study is Convenience
Sampling. Convenience sampling is a non-probability sampling technique in which units are
chosen for inclusion in the sample because they are the most easily accessible to the
researcher.

Population size: Total number of employees of the organization.

Sample Size: 30.

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 “We need to do a better job of putting ourselves higher on our own ‘to-do’ list.” —
Michelle Obama, former First Lady

“Never get so busy making a living that you forget to make a life.” – Dolly Parton

Work-life balance refers to balancing job and personal obligations in a way that promotes a
healthy and long-lasting equilibrium. It involves maintaining a sense of balance between the
time and effort invested in work-related activities and those invested in personal pursuits like
time with friends, family, interests, and self-care. While still achieving professional success
and happiness, the objective is to prevent excessive stress and burnout brought on by
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overworking or ignoring crucial aspects of one's personal life. Setting limits, being efficient
with time management, delegating tasks, and finding ways to recharge and disconnect from
work when necessary are all part of achieving a work-life balance. Work-life balance is a
topic of growing interest among researchers, organizations, and employees. Work-life
balance is the concept concerning prioritizing between “work” and “lifestyle”. Work refers to
career or ambition. And Lifestyle refers to health, pleasure, leisure, family and spiritual
development, meditation, etc.

The etymology of the term work-life balance can be dated as follows:

Mid 1800’s: The work–leisure contrast was invented. Paul Krassner remarked that
anthropologists use a definition of happiness that is to have as little separation as possible
"between your work and your play".

1970’s: The expression "work–life balance" was first used in the United Kingdom to
describe the balance between an individual's work and personal life.

1986: This phrase was first used in the United States.

2010: According to a National Health Interview Survey Occupational Health Supplement

data, 16% of U.S. workers reported difficulty balancing work and family. Imbalance was
more prevalent among workers aged 30–44 (19%) compared with other age groups..

Studies conducted in relation with the work life balance:

Delecta P. (2001) in her work on the Work-life balance, has lately captured the interest of
both researchers and executives. Almost everyone with a professional job is interested in this
topic. The fact that it offers insight into all facets of living contributes to its wide appeal. For
those who believe that earning a living is the primary goal in life, their profession becomes
the center of their existence. However, due to time constraints, individuals must engage in
numerous activities besides their jobs. There can be many accidents in both if there is not an
equilibrium between the two. In this research, the organizational context is used to analyze

17 | P a g e
work-life balance. This study may make it possible for working individuals to think about
how they view work-life balance and the executives to gain new perspective in order to cope
with such a problem.

David E. Guest in 2002, After outlining conventional viewpoints, the study examines the
concept of balance and its consequences for the study of the relationship between work and
the rest of life. Its main objective was to investigate why work-life balance has become a
significant subject for research and policy in some countries. Recent studies are used to
demonstrate the various aspects of a model outlining the causes, nature, and consequences of
a more or less acceptable work-life balance. Finally, the subject is connected to
organizational psychology and the field of work, and several theoretical and conceptual
issues pertinent to research in Europe are addressed.

As per the research of Dr. Ioan Lazar, professor (2010), maintaining a healthy relationship
between paid work and unpaid responsibilities is essential for success in today's cutthroat
business environment. Work-life balance is a topic that has grown in reaction to
demographic, economic, and cultural shifts. The goal of the paper is to determine whether
work-life projects and practices can be viewed as strategic human resource management
choices that can lead to better performance on the part of both individuals and organizations.
The outcomes and advantages of adopting work-life balance practices are demonstrated by a
number of studies examined in this paper, which also show how these practices benefit
employees' families, workplaces, and society as a whole. Despite the fact that work-life
conflict has significant business costs associated with lack of engagement, absenteeism,
turnover rates, low productivity and creativity or poor retention levels, there are some factors
of organizational work-life culture that may compromise availability and use of these
practices.

According to Dr. P. Paramashivaiah Shiva Kumar, Dr. Aravind S. Kumar (2010) research,
there has been a significant increase in the amount of research dedicated to understanding the
links between work and family and/or personal life in the last few decades. The phrase

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"work-life balance" was coined in 1986 in response to the unhealthy choices that many
Americans were making in favor of the workplace, as they chose to neglect family, friends,
and leisure activities in order to achieve corporate / work objectives. A balanced existence is
one in which we distribute our emotional, intellectual, imaginative, spiritual, and physical
energy and effort among key areas of importance. Neglecting one or more regions, or anchor
points, may jeopardize the overall viability.

Factors affecting the work-life balance

Personal Factors: Studies show that those who have regular schedules, healthy habits,
hobbies, as well as high self-confidence and ambition are likely to have better work-life
balance. However People from lower socioeconomic strata typically have poor work-life
balance. Those with low self-esteem, poor social skills and depression also have similar
imbalance.

Organizational Factors: Individuals in organizations with supportive managers, flexible

timings, accommodating policies and meaningful, well-structured work tend to have better
work-life balance. The negative organizational factors are the factors that interfere with
work-life balance are stringent rules, excessive workload, hostile work environment, time
pressure, and lack of job security.

Social Factors: A strong social network can help people feel more involved in various
aspects of life. In fact, even supportive governmental policies and welfare schemes can
improve work-life balance. The contrary is true as well - discriminatory policies at work,
unsupportive families, cultural stigma, patriarchal standards, and other social factors can
interfere with work-life balance.

Several factors influence work-life balance, including work demands, family demands,
individual characteristics, and organizational policies. Work demands, such as workload,
work hours, job flexibility, and job control, can impact work-life balance. Family demands,
such as childcare, eldercare, and household chores, can also affect work-life balance.

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Individual characteristics, such as gender, age, marital status, and personality, can also
influence work-life balance. Organizational policies, such as leave policies, work-family
benefits, and work-life balance programs, can have a significant impact on work-life balance.

Factors at work that influence family:

 Office workload is excessive

 Lack of leisure time,
 Unattainable and stressful goals,
 Rigid organizational structures,
 Competition,
 Relationships between employers and employees,
 Relationships with teammates,
 Peer groups,
 Lack of work-life balance policies in the workplace.

Family factors that influence work include:

 Conflict at home,
 Lack of time for friends and family,
 Work-related responsibilities at home,
 Lack of time for children,
 Missed family gatherings and vacations,
 Anxiety about children and their well-being,
 Health issues.
 The elderly and young children at home
 Domestic duties

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Consequences of Work-Life Balance:

Work-life balance has been linked to several consequences, including employee well-being,
job satisfaction, productivity, and turnover intention. A lack of work-life balance can lead to
imbalanced life, stress, burnout, and negative health outcomes. On the other hand, a good
work-life balance can enhance employee well-being, job satisfaction, and productivity, and
reduce turnover intention.

BENEFITS OF WORK-LIFE BALANCE

 Attracts new employees

 Helps to retain staff
 Builds diversity in skills and personnel
 Improves morale
 Reduces sickness and absenteeism
 Enhances working relationship between colleagues
 Encourages employees to show more initiative and teamwork
 Increases level of production and satisfaction
 Decreases stress and burnout
 Peaceful family life
 Helps to keep all relationships alive and healthy

Work-life imbalance has adverse effects on the employee’s family as well as professional
life. Some of these adverse effects are listed below:

 Health issues such as high blood pressure and migraines;

 Conflicts and discontent in the family
 Cold wars at work;
 Difficulty achieving goals; raising children;
 Job discontent;

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 Failure to meet organizational goals;
 High absenteeism and turnover rates among employees

Strategies for Achieving Work-Life Balance:

Several strategies can help employees achieve work-life balance, including time
management, boundary management, social support, and work-life balance programs. Time
management involves prioritizing tasks, setting goals, and scheduling activities. Boundary
management involves creating clear boundaries between work and personal life. Social
support involves seeking help from family, friends, and colleagues. Work-life balance
programs provided by organizations, such as flexible work arrangements, family-friendly
policies, and wellness programs, can also help employees achieve work-life balance.

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GENDER OF THE EMPLOYEE

CATEGORIES NO. OF PERCENTAGE

RESPONSE
MALE 20 66.77%
FEMALE 10 33.33%
TOTAL 30 100%

Table 6.1: Percentage of male and female employees

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 SEX

33%

67%

MALE FEMALE

FIG: 6.1 Percentage of male and female employees

INTERPRETATION: Table 6.1 & FIG 6.1 reveals that 66.77% of the employees of Q-
COLLECTIVE are males and 33.33% are female employees.

AGE GROUPS OF EMPLOYEES

CATEGORIES NO. OF RESPONSE PERCENTAGE

BELOW-25 24 80%
25-30 6 20%
30-35 0 0%
35-40 0 0%
ABOVE-40 0 0%

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 TOTAL 30 100%
Table 6.2: Different Age groups in the organization.

AGE

20%

80%

BELOW-25 25-30 30-35 35-40 ABOVE-40

FIG: 6.2 Different Age groups in the organization.

INTERPRETATION: Table 6.2 & FIG 6.2 reveals that around 80% of the employees are
below 25 years old and 20% of the employees are between 25-30 age group.

MARITAL STATUS OF EMPLOYEES

CATEGORIES NO. OF RESPONSE PERCENTAGE

MARRIED 12 40%
SINGLE 18 60%
SEPARATED 0 0
DIVORCED 0 0
WIDOWED 0 0

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 TOTAL 30 100%
Table 6.3: Marital status of the employees

MARITAL STATUS

40%

60%

MARRIED SINGLES SEPARATED DIVORCED WIDOWED

FIG 6.3: Marital status of the employees.

INTERPRETATION: Table 6.3 & FIG 6.3 reveals that around 60% of the employees are
singles and 40% of the employees are married.

NUMBER OF CHILDREN

CATEGORIES NO. OF RESPONSE PERCENTAGE

NIL 24 80%
1 6 20%
2 0 0%
3 0 0%

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 TOTAL 30 100%
Table 6.4: Number of children

NUMBER OF CHILDREN

20%

80%

NIL 1 2 3

FIG 6.4: Number of children

INTERPRETATION: Table 6.4 & FIG 6.4 reveals that around 80% of the employees have
no children and 20% of the employees are having a child.

NUMBER OF DEPENDENT FAMILY MEMBERS

CATEGORIES NO. OF RESPONSE PERCENTAGE

NIL 10 33.30%
1 8 26.70%
2 6 20.00%

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 3 6 20.00%
TOTAL 30 100.00%
Table 6.5: Number of dependents in the family.

NUMBER OF DEPENDENTS IN FAMILY

20%

33%

20%

27%

NIL 1 2 3

FIG 6.5: Number of dependents in family.

INTERPRETATION: Table 6.5 & FIG 6.5 reveals that around 33% of the employees have
no dependents, 27% of the employees are having one dependent member in their family,
20% of the employees are having 2 dependent members in their family and 20% of the
employees are having 3 dependent family members.

EXPERIENCE OF EMPLOYEES

CATEGORIES NO. OF RESPONSE PERCENTAGE

LESS THAN 1 8 26.77%
YEAR
2 YEARS 10 33.33%
3 YEARS 10 33.33%

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 4 YEARS 2 6.70%
TOTAL 30 100.00%
Table 6.6: Experience of employees (in years)

EXPERIENCE
7%

27%

33%

33%

LESS THAN 1 YEAR 2 YEARS 3 YEARS 4 YEARS

FIG 6.6: Experience of employees (in years)

INTERPRETATION: Table 6.6 & FIG 6.6 reveals that around 27% of the employees are
having less than 1 year experience, 33% of the employees are having 2 years of experience,
33% of the employees are having 3 years of experience and 7% of the employees are having
4 years of experience.

TIME TAKEN FOR TRAVELLING

CATEGORIES NO. OF RESPONSE PERCENTAGE

15 MINS 0 0.00%
30 MINS 4 13.30%
45 MINS 12 40.00%

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 1 HOUR 14 46.70%
TOTAL 30 100.00%
Table 6.7: Time taken for travelling to and from work.

TIME
13%

47%

40%

15 MINS 30 MINS 45 MINS 1 HOUR

FIG 6.7: Time taken for travelling to and from work.

INTERPRETATION: Table 6.7 & FIG 6.7 reveals that around 47% of the employees are
taking more than 1 hours for travelling, 40% of the employees are taking around 45 minutes
for travelling and 13% of the employees are taking around 30 minutes for travelling

WORKING HOURS OF EMPLOYEES

CATEGORIES NO. OF RESPONSE PERCENTAGE

6 HOUR 2 6.70%

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 7 HOURS 4 13.30%
8 HOURS 12 40.00%
9+ HOURS 12 40.00%
TOTAL 30 100.00%
Table 6.8: Number of working hours

WORKING HOURS
7%

13%

40%

40%

6 HOURS 7 HOURS 8 HOURS 9+ HOURS

FIG 6.8: Number of working hours

INTERPRETATION: Table 6.8 & FIG 6.8 reveals that around 40% of the employees are
working for more than 9 hours, 40% of the employees are working for 8 hours, 13% of the
employees are working for 7 hours and 7% of the employees are working for 6 hours.

EXTRA WORKING HOUR

CATEGORIES NO. OF RESPONSE PERCENTAGE

YES 26 86.70%

NO 4 13.30%

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 TOTAL 30 100.00%

Table 6.9: Employees working Extra-time

Extra-Time
NO. OF RESPONSE PERCENTAGE
100
90
80
70
60
50
40
30
20
10
0
YES NO

FIG 6.9: Employees working Extra-time

INTERPRETATION: Table 6.9 & FIG 6.9 reveals that around 86.7% of the employees take Extra-time.

EMPLOYEES SATISFACTION WITH CURRENT WORKING HOUR

CATEGORIES NO. OF RESPONSE PERCENTAGE

HIGHLY 2 6.70%
SATISFIED

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 SATISFIED 16 53.30%
NUETRAL 6 20.00%
DISSATISFIED 6 20.00%
HIGHLY 0 0.00%
DISSATISFIED

TOTAL 30 100.00%
Table 6.10: Employees satisfaction level with current working hours

EMPLOYEE SATISFACTION OF THEIR WORKING

HOUR
7%
20%

20%
53%

HIGHLY SATISFIED SATISFIED NEUTRAL

DISSATISFIED HIGHLY DISSATISFIED

FIG 6.10: Employees satisfaction level with current working hours

INTERPRETATION: Table 6.10 & FIG 6.10 reveals that around 53% of the employees are
satisfied with current working hours, 20% of the employees are having neutral opinion with
current working hours, 20% of the employees are dissatisfied with current working hours and
7% of the employees are highly satisfied with current working hours.

FAMILY TIME SPEND BY THE EMPLOYEES

CATEGORIE
NO. OF RESPONSE PERCENTAGE
S
ALWAYS 0 0.00%

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 OFTEN 14 46.70%
SOMETIMES 16 53.30%
RARELY 0 0.00%
NEVER 0 0.00%
TOTAL 30 100.00%
Table 6.11: Showing the percentage of family time spend by the employees

FAMILY TIME

47%
53%

ALWAYS OFTEN SOMETIMES RARELY NEVER

FIG 6.11: Showing the percentage of family time spend by the employees

INTERPRETATION: Table 6.11 & FIG 6.11 shows that 53% of the employees agree that
they are able to spend sometimes with their family and 47% of the employees agrees that
they often find time to spend with the family.

CATEGORIES NO. OF RESPONSE PERCENTAGE

ALWAYS 0 0.00%

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 OFTEN 14 33.30%
SOMETIMES 16 66.70%
RARELY 0 0.00%
NEVER 0 0.00%
TOTAL 30 100.00%
Table 6.12: Showing the percentage missed of quality time to be spend by the employees.

33%

67%

ALWAYS OFTEN SOMETIMES RARELY NEVER

FIG 6.12: Showing the percentage missed of quality time to be spend by the employees.

INTERPRETATION: Table 6.12 & FIG 6.12 shows that 67% of the employees agree that
they have missed out their quality time with family and 33% of the employees agree that
they have missed out their quality time with family.

MISSING OUT PERSONAL EVENTS DUE TO WORK

CATEGORIES NO. OF RESPONSE PERCENTAGE

ALWAYS 4 13.30%

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 OFTEN 12 40.00%
SOMETIMES 12 40.00%
RARELY 2 6.70%
NEVER 0 0.00%
TOTAL 30 100.00%
Table 6.13: Showing the percentage of chance of missing out the personal event due to work.

7%
13%

40%

40%

ALWAYS OFTEN SOMETIMES RARELY NEVER

FIG 6.13: Showing the percentage of chance of missing out the personal event due to work.

INTERPRETATION: Table 6.13 & FIG 6.13 shows that 40% of the employees agree that
they have sometimes missed out personal events due to work, 40% of the employees agree
that they have often missed out personal events due to work, 13% of the employees agree
that they always misses out personal events due to work and 7% of the employees agree that
they have rarely missed any personal event due to work.

CATEGORIES NO. OF RESPONSE PERCENTAGE

36 | P a g e
 ALWAYS 2 6.30%
OFTEN 8 27.00%
SOMETIMES 14 46.70%
RARELY 6 20.00%
NEVER 0 0.00%
TOTAL 30 100.00%
Table 6.14: Showing the percentage of time spend by employees for family outings.

6%

20%

27%

47%

ALWAYS OFTEN SOMETIMES RARELY NEVER

FIG 6.14: Showing the percentage of time spend by employees for family outings.

INTERPRETATION: Table 6.14 & FIG 6.14 shows that 47% of the employees finds
moderate time for family outings, 27% of the employees often finds times for family outing,
20% of the employees rarely take their family for outing and 6 % of the employees always
take their family for outings.

CATEGORIES NO. OF RESPONSE PERCENTAGE

37 | P a g e
 ALWAYS 4 13.30%
OFTEN 6 20.00%
SOMETIMES 16 53.40%
RARELY 4 13.30%
NEVER 0 0.00%
TOTAL 30 100.00%
Table 6.15: Showing the percentage of work pressure affecting the personal life.

13% 13%

20%

53%

ALWAYS OFTEN SOMETIMES RARELY NEVER

FIG 6.15: Showing the percentage of work pressure affecting the personal life.

INTERPRETATION: Table 6.15 & FIG 6.15 shows that 54% of the employees agrees that
work pressure sometimes affect their personal life, 20% of the employees agrees that work
pressure often affect their personal life, 13% of the employees agrees that work pressure
rarely affect their personal life and another 13% of the employees agrees that work pressure
always affect their personal life.

38 | P a g e
 CATEGORIES NO. OF RESPONSE PERCENTAGE
ALWAYS 4 13.30%
OFTEN 4 13.30%
SOMETIMES 16 53.40%
RARELY 6 20.00%
NEVER 0 0.00%
TOTAL 30 100.00%
Table 6.16: Showing the percentage of personal life tension affecting the professional life

13%
20%

13%

53%

ALWAYS OFTEN SOMETIMES RARELY NEVER

FIG 6.16: Showing the percentage of personal life tension affecting the professional life

INTERPRETATION: Table 6.16 & FIG 6.16 shows that 54% of the employees agrees that
personal life tension sometimes affect their professional life, 13% of the employees agrees
that personal life tension often affect their professional life, 20% of the employees agrees
that personal life tension rarely affect their professional life and another 13% of the
employees agrees that personal life tension always affect their professional life

39 | P a g e
 CATEGORIES NO. OF RESPONSE PERCENTAGE
ALWAYS 2 6.70%
OFTEN 10 33.30%
SOMETIMES 16 53.30%
RARELY 2 6.70%
NEVER 0 0.00%
TOTAL 30 100.00%
Table 6.17: Showing the percentage of employees feeling depressed/stressed due to work.

7% 7%

33%

53%

ALWAYS OFTEN SOMETIMES RARELY NEVER

FIG 6.17: Showing the percentage of employees feeling depressed/stressed due to work.

INTERPRETATION: Table 6.17 & FIG 6.17 shows that 53% of the employees agrees that
they sometimes feel depressed due to work, 33% of the employees agrees that they often feel
depressed due to work, 7% of the employees agrees that they rarely feel depressed due to
work and another 7% of the employees agrees that they always feel depressed due to work.

40 | P a g e
 CATEGORIES NO. OF RESPONSE PERCENTAGE
HEAD 16 53.30%
ACHES/
MIGRAINE
FATIGUE/ 20 66.70%
TIREDNESS
INSOMNIA 4 13.30%
HYPER 12 40.00%
TENSION
Table 6.18: showing the percentage of employees suffering WRSD

HYPERTENSION

INSOMNIA

FATIGUE/TIREDNESS

HEADACHES/ MIGRAINE

0 10 20 30 40 50 60 70 80

PERCENTAGE NO. OF RESPONSE

FIG 6.18: showing the percentage of employees suffering WRSD

INTERPRETATION: Table 6.18 & FIG 6.18 reveals that 67% of the employees suffer
Fatigue/Tiredness, 54% of the employees suffer Headaches/migraines, 40% of the employee
suffer hypertension and 13% of the employees suffer insomnia.

41 | P a g e
 CATEGORIES NO. OF RESPONSE PERCENTAGE
YOGA/ 12 40.00%
MEDITATION
WORKOUTS 20 66.70%
WALKING/ 16 53.30%
RUNNING
MEDICATION 0 0.00%
Table 6.19: Showing the stress management methods of employees.

MEDICATION

WALKING/RUNNING

WORKOUTS

YOGA/MEDITATION

0 10 20 30 40 50 60 70 80

PERCENTAGE NO. OF RESPONSE

FIG 6.19: Showing the stress management methods of employees.

INTERPRETATION: Table 6.19 & FIG 6.19 reveals that 40% of the employees turn to
yoga/meditation as their stress busters, 67% of the employees do workouts to manage the
work stress, and 54% of the employees takes running for their stress management.

42 | P a g e
 CATEGORIES NO. OF RESPONSE PERCENTAGE
HIGHLY
8 26.70%
SATISFIED
SATISFIED 16 53.30%
NUETRAL 6 20.00%
DISSATISFIE
0 0.00%
D
HIGHLY
DISSATISFIE 0 0.00%
D
TOTAL 30 100.00%
Table 6.20: Showing the satisfaction level of the employees with superiors

20%
27%

53%

HIGHLY SATISFIED SATISFIED NEUTRAL

DISSATISFIED HIGHLY DISSATISFIED

FIG 6.20: Showing the satisfaction level of the employees with superiors

INTERPRETATION: Table 6.20 & FIG 6.20 reveals that 53% of the employees are satisfied
with their relationship with superiors, 27% of the employees are highly satisfied with their
relationship with superiors and 20% of the employees have a neutral stand in their
relationship with the superiors.

43 | P a g e
 CATEGORIES NO. OF RESPONSE PERCENTAGE
HIGHLY 10 33.33%
SATISFIED
SATISFIED 10 33.33%
NUETRAL 10 33.34%
DISSATISFIE 0 0.00%
D
HIGHLY 0 0.00%
DISSATISFIE
D
TOTAL 30 100.00%
Table 6.21: Showing the satisfaction level of the employees with colleagues

33% 33%

33%

HIGHLY SATISFIED SATISFIED NEUTRAL

DISSATISFIED HIGHLY DISSATISFIED

FIG 6.21: Showing the satisfaction level of the employees with colleagues.

INTERPRETATION: Table 6.21 & FIG 6.21 reveals that 33% of the employees are satisfied
with their relationship with colleagues, 33% of the employees are highly satisfied with their
relationship with colleagues and 33% of the employees have a neutral stand in their
relationship with the colleagues.
44 | P a g e
 CATEGORIES NO. OF RESPONSE PERCENTAGE
Provide 12 40.00%
Flexible work
timing
Provide leaves 12 40.00%
to manage
work-life
Provide job 2 6.70%
share options
Allow work 4 13.30%
from home
TOTAL 30 100.00%
Table 6.22: Showing the preferred strategy of employees to have an optimum work-life
balance

ALLOW WORK FROM HOME

PROVIDE JOB SHARE OPTION

PROVIDE LEAVES TO MANAGE WORK -LIFE

PROVIDE FLEXIBLE WORKING TIME

0 5 10 15 20 25 30 35 40 45

FIG 6.22: Showing the preferred strategy of employees to have an optimum work-life
balance.

45 | P a g e
INTERPRETATION: Half of the total employee suggests to provide flexible work-hours and
leaves for maintaining a proper work life balance.

CATEGORIES NO. OF RESPONSE PERCENTAGE

EXCELLENT 2 6.70%
ABOVE 14 46.70%
AVERAGE
AVERAGE 12 40.00%
BELOW 2 6.60%
AVERAGE
POOR 0 0.00%
TOTAL 30 100.00%
Table 6.23: The employees rating of their work-life balance

7% 7%

40%

47%

EXCELLENT ABOVE AVERAGE AVERAGE BELOW AVERAGE POOR

FIG 6.23: The employees rating of their work-life balance

INTERPRETATION: Table 6.23& Fig 6.23 reveals that 47% of the employees have rated
their work-life balance as above average, 40% of the employees have rated their work-life

46 | P a g e
 balance as average, 7% of the employees have rated their work-life balance as excellent and
6% of the employees have rated their work-life balance as below average

FINDINGS OF THE STUDY:

i. Majority of the employees are male while there are only a few numbers of female
employees at the organization.
ii. Majority of the employees are of the age group below 25 while there are less employees
within the age group of 25-30.

47 | P a g e
 iii. Most of the employees in the organization are singles while there exist a comparatively
small percent of married employees.
iv. Most of the employees who are married has one child.
v. It has been found that most of the employees have no dependent family members but
there is a small group with 1 or 2 dependents.
vi. Most of the employees are relatively fresher having less than 1 year experience.
vii. A large majority of the employees work for 9+ hours a day.
viii. Majority of the employees do overtime work
ix. Majority of the employees take more than 1 hour to reach the office from their residence.
x. Most of the employees sometimes get to spend quality time at home.
xi. Majority of the employees are of the opinion that they often miss out the quality time
with family and friends.
xii. Majority of the employees are of the opinion that they often miss personal events because
of the work.
xiii. Majority of the employees are able to take their family for an outing.
xiv. A group of employee are of the opinion that works pressure do disturbs the personal life.
And some of are in the view that personal life tensions do affect their professional life.
xv. Majority of the employees do sometimes feels depresses and stressed due to the work
load.
xvi. Majority of the employees are suffering from any one kind of work related stress
disorders. Fatigue/Tiredness is one of the common WRSD in the organization along with
headaches, migraine and hypertension.
xvii. Majority of the employees have opt yoga/meditation, workouts and running as their stress
busters.
xviii. Majority of the employee are satisfied with their relationship with the superiors.
xix. There is an equal satisfactory level among the employees of the organization.
xx. A group of employees are of the opinion that the organization should have an effective
strategy to maintain an optimum work-life balance.
xxi. Majority of employees suggest proving of flexible working hours and leaves as tools to
have a proper work-life balance.

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xxii. Majority of the employees have rated their work-life balance as above average. And are
of the opinion that proper work life balance will make the organization more effective
and successful.

SUGGESTIONS

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1. Flexible working hours: Offering flexible working hours can help employees balance
their work and personal life. This could include flexible start and end times, part-time
work, or working from home.

2. Encourage breaks: Encourage employees to take regular breaks throughout the day to
recharge. This could include offering a dedicated break room, or encouraging employees
to take a walk outside during their lunch break.

3. Clear expectations: Set clear expectations for employees about their workload and
responsibilities. This can help employees prioritize their tasks and avoid feeling
overwhelmed.

4. Encourage vacation time: Encourage employees to take their vacation time and
disconnect from work during their time off. This can help reduce burnout and increase
productivity when they return to work.

5. Promote wellness: Offer wellness programs or activities to employees, such as yoga or

meditation classes, gym memberships, or healthy snacks in the workplace.

6. Emphasize work-life balance: Make work-life balance a priority in the company culture.
Encourage managers to lead by example and prioritize their own work-life balance, and
communicate the importance of work-life balance to all employees.

7. Allow for personal time: Allow employees to take personal time when needed, such as
for family emergencies or appointments. This can help reduce stress and improve job
satisfaction.

8. Reduce workload: Monitor employees' workloads and adjust as necessary to prevent

burnout. Consider hiring additional staff or outsourcing certain tasks to reduce the
workload on employees.

50 | P a g e
CONCLUSION

In conclusion, maintaining a healthy work-life balance is crucial for every individual, both
within and outside of organizations. It entails striking a balance between the responsibilities
of work and personal life that enables people to carry out their obligations while also finding
time for self-care, relaxation, and pursuing personal hobbies. Setting realistic goals,
prioritizing tasks, successfully managing time, taking breaks, engaging in self-care, and
establishing distinct lines between work and personal life are all necessary for achieving
work-life balance. Offering flexible working hours, encouraging wellness, and lightening the
workload for workers are all things that organizations can do to help them balance work and

51 | P a g e
life. Work-life balance can help people and businesses increase job satisfaction, lessen stress
and burnout, and eventually improve performance and productivity.

In short, achieving a healthy work-life balance is essential for both personal well-being and
professional success. By setting realistic goals, managing time effectively, and prioritizing
tasks, individuals can balance their work and personal life. Employers can also support work-
life balance by offering flexible working hours, promoting wellness, and reducing workload.
By prioritizing work-life balance, individuals and organizations can improve productivity,
reduce stress, and create a positive workplace culture.

ANNEXURE

GOVERNMENT LAW COLLEGE, THRISSUR

8TH SEMESTER B.B.A LL.B (HONOURS) MANAGEMENT PROJECT
A STUDY ON WORK-LIFE BALANCE IN
THE E-LEARNING PLATFORMS
QUESTIONNAIRE

 Sex -
o □ Male □ Female
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 Age -
o □ Below 25 □ 25-30 □ 30-35 □ 35-40 □ Above 40
 Marital Status -
o □ Married □ Single □ Divorced □ Separated □ Widowed
 Number of children -
o □ Nil □ 1 □ 2 □ 3 □ > 3
 Number of Dependent Family Members –
o □ Nil □ 1 □ 2 □ 3 □ > 3
1. How many years of experience do you have with the Organization?
□ ≤ 1 year □ 2years □ 3years □ ≥ 4 years
2. How long does it take you to get to and from work?
□ 15 mins □ 30 mins □ 45 mins □ 1 hour or more
3. How many hours you work per day?
□ ≤ 6 hours □ 7 hours □ 8 hours □ ≥ 9 hours
4. Do you work extra hours? If yes, How many hours per day?
□ Yes, _ hours □ No .
5. Are you satisfied with working hours and is it fit with your personal life?
□ Highly Satisfied □ Satisfied □ Neutral
□ Dissatisfied □ Highly Dissatisfied
6. Do you find yourself unable to spend time with your family?
□ Always □ often □ Sometimes □ Rarely □ Never
7. Do you ever miss out any quality time with your family and friends because
of the work pressure?
□ Always □ Often □ Sometimes □ Rarely □ Never
8. Do you miss personal events because of work?
□ Always □ Often □ Sometimes □ Rarely □ Never
9. How often you go out with your family?
□ Always □ Often □ Sometimes □ Rarely □ Never
10. Do your personal life tension affects your work?
□ Always □ Often □ Sometimes □ Rarely □ Never
11.Do your work Pressure disturbs your personal life?
□ Always □ Often □ Sometimes □ Rarely □ Never
12. Do you feel tired or depressed because of work?

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 □ Always □ Often □ Sometimes □ Rarely □ Never
13. Do you suffer from WRSD (Work Related Stress Disorder)?
□ Headaches/migraine □Fatigue/Tiredness/Low energy
□ Insomnia □Blood Pressure/Hyper tension
□ Others
14. How do you manage stress arising from your work?
□ Yoga/Meditation □ Workouts □ Walking/Running
□ Medicines □ Others
15. How do you rate your relationship with your superiors at work?
□ Highly Satisfied □ Satisfied □ Neutral
□ Dissatisfied □ Highly Dissatisfied
16. How do you rate your relationship with colleagues at the organization?
□ Highly Satisfied □ Satisfied □ Neutral
□ Dissatisfied □ Highly Dissatisfied
17.Does your Organization take any initiatives to manage the work-life of the
employees?
□ Yes □ No
18. If yes, what are the initiatives taken by your organization to manage the
employees Work-life?
□ Provide Flexible Work Timings □ Provides leaves to Manage Work-life
□ Provide job share option □ Allow Work from home □ Others
19. How do you rate your Work-life Balance?
□ Excellent □ Above-Average □ Average □ Below-Average □ Poor
20. Do you think that if employees have good Work-life Balance the
Organization will be more effective and successful?
□ Yes □ No

Thank you

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