A STUDY ON WORK LIFE BALANCE AMONG EMPLOYEES IN

IT SECTOR WITH SPECIAL REFERENCE OF SARAVANAMPATTI

A dissertation submitted to Bharathiar University in partial fulfillment of the

requirement for the award of the Degree of

MASTER OF SOCIAL WORK

Submitted by
S.NESHANTH
(20SWKA24)

Under the Guidance of

Dr. N. SHANMUGHAVADIVU
Assistant professor

DEPARTMENT OF SOCIAL WORK

BHARATHIAR UNIVERSITY
COIMBATORE-46

May-2022
 CERTIFICATE

This is to certify that this dissertation titled “A STUDY ON WORK LIFE BALANCE
AMONG EMPLOYEES IN IT SECTOR WITH SPECIAL REFERENCE OF
SARAVANAMPATTI” is a bonafide work done by S. NESHANTH (20SWKA24) is a
final year MSW student, Department of Social Work, Bharathiar University, as a part of the
curriculum.

The report is submitted to the Bharathiar University in particular fulfillment of the

requirement for the degree of Master of Social Work.

Dr. N. SHANMUGHAVADIVU Dr. F. X. LOVELINA LITTLE FLOWER

Guide and Research Supervisor, Professor and Head,

Department of social work, Department of social work,

Bharathiar University. Bharathiar University,
 DECLARATION

I hereby declare the study entitled “A STUDY ON WORK LIFE BALANCE AMONG
EMPLOYEES IN IT SECTOR WITH SPECIAL REFERENCE OF
SARAVANAMPATTI” submitted to the Bharathiar University in partial fulfillment of the
requirement for the degree of master of social work is bonafide record of the work carried by
me under the guidance of Dr. N. SHANMUGHVADIVU Assistant professor, department of
social work, Bharathiar university, Coimbatore.

Signature of the Candidate

S. Neshanth
(20SWKA24)
 ACKNOWLEDGEMENT

"Gratitude is not only the greatest of virtues, but the parent of all others" says Cicero. The
project would not have been completed successfully without the guidance of those to whom I
am obliged to express my gratitude.

I express my sincere thanks to God Almighty without whose blessings I would not have
completed the research successfully.

I extent my heartfelt thanks to Dr. F. X. Lovelina Little Flower, Professor and Head,
Department of Social Work, Bharathiar University, for being the source of constant
encouragement and for giving moral strength throughout the project.

I extend my gratitude to Dr. N. SHANMUGHAVADIVU, Assistant Professor, Department

of Social Work, Bharathiar University and the research guide for guiding me throughout the
research and for being the constant support.

I express my gratitude to all my beloved staff and all the members of Department of Social
Work.

I express my heartfelt gratitude to the respondents for the co operation and helping in the
success of the research.

I extend my thanks to my family which is the pillar of strength to me.

 CONTENTS

CHAPTER NO CONTENTS PAGE NO

I INTRODUCTION 1

II REVIEW OF LITERATURE 10

III METHODOLOGY 19

IV DATA ANALYSIS 24

V SUMMARY & CONCLUSION 56

 LIST OF TABLES

TABLE TITLE PAGE

NO NO

1 Distribution of respondents on the basis of their age 24

2 Distribution of respondents on the basis of their gender 25

3 Distribution of respondents on the basis of their job experience 28

4 Distribution of respondents on the basis of their income 29

5 Distribution of respondents on the basis of their no of dependent 30

6 Distribution of respondents on the basis of their income satisfies 33

your needs

7 Distribution of respondents on the basis of their work overtime 35

8 Distribution of respondents on the basis of their work overtime 36

 Distribution of respondents on the basis of their miss any family 37
event because of your work
9

Distribution of respondents on the basis of their enough time for 38

your family after working
10

Distribution of respondents on the basis of their ever feel tired or 39

depressed of the work
11

12 Distribution of respondents on the basis of their brings happiness to 40

you in workplace

Distribution of respondents on the basis of their activity helps you to 41

overcome from your work stress
13

Distribution of respondents on the basis of their get time workout 43

14

15 Distribution of respondents on the basis of their feel that are able to 44

work life
 Distribution of respondents on the basis of their company provides 45
transportation facilities
16

Distribution of respondents on the basis of their type of 46

transportation facility offered from the company
17

18 Distribution of respondents on the basis of their company provides 48

insurance for the employees

Distribution of respondents on the basis of their job experience give 49

you career growth
19

Distribution of respondents on the basis of their face transportation 50

problem from home to office
20

Distribution of respondents on the basis of their satisfied with work 51

from home
21

22 Distribution of respondents on the basis of their organization take 53

initiatives to manages work life
 Distribution of respondents on the basis of their company provides 54
welfare benefits of the employees
23

Distribution of respondents on the basis of their employee work life 55

balance cause more effective and successful to the organization
24

Distribution of respondents on the basis of their ever feel of leaving 56

this job
25
 LIST OF CHARTS

CHART TITLE PAGE

NO NO

1 Distribution of respondents on the basis of their marital status 26

2 Distribution of respondents on the basis of their educational 27

qualification

3 Distribution of respondents on the basis of their type of family 31

4 Distribution of respondents on the basis of their working hours 32

5 Distribution of respondents on the basis of their feel satisfied with 34

current job

6 Distribution of respondents on the basis of their bring work to home

due to work load of management 42

Distribution of respondents on the basis of their organization take 47

7 initiatives to manages work life

 CHAPTER-1

Introduction

Work and personal life were once considered to be two separate priorities. But with
the changing times due to globalization and ever-increasing work pressures, maintaining
work-life balance has attracted the attention of the organizations and employees as well. The
employees who devote a crucial period of time of their entire day at work or sometimes work
for extended hours, are faced with the challenge of balancing their personal lives with the
demands of their profession.

The origin of the term Work-Life Balance took place in early 80's, because of a sharp
rise in the number of working women professionals having children in tender age-groups
dependent on them. The demand for maintaining a work-life balance has risen
unprecedentedly among the employees and the management has also acknowledged its
importance in the current scenario. In future, work life balance will be one of the hot topics of
debate in the boardrooms and is going to be a major area of concern for the management and
HR professionals which they will be faced with.

Work-Life balance refers to an effective management or striking a balance between

the work which is remunerated and the personal or social responsibilities which an individual
is expected to perform. Work life can influence organizational productivity and also the well
being of the employees in different ways.

The recent decade has seen a phenomenal change in the life style of people and their
work patterns. In modern India, with industrialization, urbanization and globalization, the
pattern of employment or choice of choosing one’s occupation or job and work culture has
changed tremendously. The pattern of employment has become more technology oriented and
work culture is undergoing a transformation of physical space towards virtual space due to
the effect of technology. The effect of industrialisation and urbanization is not only seen in
the work culture but also in the people’s style of living. These trends have put considerable
pressure on both men and women to manage their work and family obligations which in
human resources management termed as Work-Life Balance.

1
 Moreover, in the lives of most people who are employed for additional income for their
families, work and family are the most crucial domains and balancing these two domains is
essential for their well-being. There are many factors like an increased demand on working
hours, a larger number of women joining the workforce, and many more couples involved in
the workforce in order to fulfil their financial commitments, could cause imbalance between
work and life.

Therefore, work life balance has been one of the most researched topics over the past
couple of decades all over the world and it has attracted numerous contributions from
researchers and Human Resource practitioners that attempt to investigate on various factors
influencing work life balance, their interrelationship and possible outcomes of different levels
of work life balance prevailing among employees. At the same time, the work life balance of
women employees has become an important subject as the time has changed from only men
earning for the family to both men and women equally share the responsibility of earning for
the betterment of their family life. That is, women have moved from stay-at-home mothers as
homemakers to thriving profession due to growth in higher education among them and
improved job prospects with advent of information technology. But despite working in an
organization, women still do household work, cooks, take care of the family members and
manage the house. The demand at work place as well as at home, the work- life balance of
women employees has been at stake. 3 Hence it is very necessary to know how the women
balance their professional and domestic life. In the initial stages, women had to struggle a lot
to establish their identity in this competitive world, both in the society as well as in the
professional life. But with the advancement in educational and training institutions, things
have improved to a great extent. In this scenario, the present study is undertaken to
empirically analyze the work life balance of women employees working in Information
Technology sector in Indian context with special reference to IT companies in Chennai, a
metropolitan city of India.

Defining Work-Life Balance

Today, work-life balance has shifted to incorporate both the issues and strategies
aimed at effective time management for employees. It has also expanded to include burnout
prevention and stress management. Employees today want better time management skills to
spend time with their families and on their personal interests. And, unlike the 80s, there is

2
increasing emphasis today in making work-life balance more gender neutral. Work-Life
balance should be attainable and evenly distributed across.

Even with these strides, there is still a disconnect on perceived work-life balance levels
between employees and HR professionals. According to work place, 67% of HR
professionals reported that their employees are achieving work-life balance, while only 45%
of their employees reported the same.

One common and popular way that employers help employees achieve work-life
balance is through flexible schedules. Instead of a strict 9am-5pm workday, employees have
the flexibility to shift their schedules. Perhaps work 10am-6pm or 7am-3pm with little
advanced scheduling or approval. Of course, there are downsides to this. Some argue that this
approach simply shifts time units, and doesn’t address a deeper need for quality time. Others
have noticed that flextime, though attractive for recruitment, can lead to disadvantages for
younger workers in the form of lower wages, role stagnation, and even termination.

Still, digital integration threatens the freedoms gained from flextime by blurring the
lines between work and life. Often, employees find themselves using their flextime to stay
digitally connected to work. It’s increasingly difficult to know where work ends and life
begins. And the more tech savvy one is, the more difficult it is to draw a line between the
two. Since technology and our always on culture isn’t going away anytime soon, the
conversation on work-life balance needs to evolve.

Work-life balance

By definition, work-life balance involves the minimization of work-related stress, and the
establishing of a stable and sustainable way to work while maintaining health and general
well-being.

While there’s no magic formula for balancing work and life, nor one sure-fire amount of
time you should allot to one versus the other, work-life balance means you’re equally
fulfilled by the duality of your personal life and your professional life. It also means one facet
doesn’t dominate the other, and that when it comes time to switch gears, you feel energized
by what’s in store for you that day.

3
 Of course, achieving this balance – especially in our new normal of work – is not
achieved without being intentional about it. As a manager, it’s important to not only find that
balance for yourself – and lead by example – but to also help your employees find their
balance, as well. The key to achieving work-life balance relies on not just what you do while
you’re working but what you do outside of work, as well. In other words, finding fulfillment
in hobbies or having go-to methods for restoration are equally important to striking that
balance.

And again, work-life balance will look different to everyone. Helping employees achieve
a work-life balance takes attentive listening to your people, as well as a flexible and iterative
approach to find what works best.

Concept of work life balance

Work-Life Balance does not mean an equal balance. Trying to schedule an equal
number of hours for each of our various work and personal activities is usually unrewarding
and unrealistic. An individual’s work-life balance will vary over time, often on a daily basis.
The right balance for an individual today will probably be different tomorrow. The right
balance for an individual as a bachelor will be different as when married or with children; it
would also be different as when a new career is started versus when retirement age is nearing.
There is no perfect one-size fit for all at all times. The best work-life balance is different for
each individual as each individual has different priorities and different lives.
However, at the core of an effective work-life balance definition the two key concepts
that are relevant are daily Achievement and Enjoyment, ideas that seem almost deceptive in
their simplicity. Engraining a fuller meaning of these two concepts is equivalent to defining a
positive Work-Life Balance. People feel a sense of achievement when they have a better
income, a new house, and their children in the best city college. Enjoyment means pride,
satisfaction, happiness, celebration, love, and a sense of well- being and all the joys of living.
Achievement and Enjoyment are the front and back of the coin of value in life. One cannot be
achieved without the other same as there cannot be a one sided coin. Work-Life Balance
focuses in its larger role of offering employees more control over their time, adjusting work
patterns so that everyone regardless of age, race or gender can find a rhythm that enables
them more easily to combine work with their other responsibilities and aspirations.

4
Need for work life balance
A balanced life is one where we spread our energy and effort-emotional, intellectual,
imaginative, spiritual and physical.

Family: Successful parenting, the culture of care and selflessness that are part of family life,
requires energy, time, patience and a tolerance for mess and confusion. This leads to the key
question of ‘who finds time to care for whom?’ Often the time-consuming listening part of
relationships gets ditched in favor of quick fixes, and then the unattended get to feel unloved
and react accordingly. Families need nurturing, and an individual’s responses have to be
sufficiently deep and elastic to accommodate the unexpected, not just the scheduled bits that
fit in neatly with their jobs.

Home: Home making is time-consuming. In the making of a home one creates an atmosphere
that reflects their sense of place in this world. Home is not just absence of work. It is certainly
not a matching piece of furniture or the largest roof possible. It is a refuge for an individual’s
humanity, a time and place internationally crafted moment by moment. Home is a shelter
which provides intimacy, quietness and privacy. Home is an extension of human beings
where they feel free in their emotions. The paradox is that the more human beings work, the
more desperate they are to find such a home with its timeless associations and the less time
they have to create it. Homes easily become houses.

Friendships: It is often said that the “art of friendship requires common skills to an
uncommon degree: a combination of affection, tolerance and patience as well as a sense of
constancy in times of struggle and difference”. Yet when the work-life balance spirals out of
control, often friendships along with exercise are the first things to suffer. Yet, as the
extended family gets to be geographically more and more challenged, our friendships become
increasingly relevant to our circle of mutual nurture and support.

Community: Like family, home and friendships, the local communities also depend on an
individual’s time and energy in order to function effectively, freely and spontaneously. It is in
the reciprocal context of its activities that an individual’s communal identity can be
experienced and enjoyed. Thus, if individuals lose that vital life-work balance then the many
activities through which neighborhood and locality are expressed are marginalized. Hobbies,
interests and sporting pursuits derive much of their meaning through interaction with others.

5
If the issues of work-life balance as a society are not addressed then one of the first casualties
would be the richness and diversity of community life.

Effects of work life imbalance

Work-life balance has various advantages and work-life imbalance has various
disadvantages for both employers and employees.

Employees: Employees are drastically affected by the work-life imbalance the results
include poor mental health, poor physical health, stress, lack of job satisfaction.

Employers: Employers consequences of work-life imbalance include absenteeism, poor

performance on the job, higher turnover of the staff, costs related to recruitment and training.
Where as positive experiences with the work lead to personal and professional goal
attainment, job satisfaction, and hence improving quality of personal and professional life.

History of IT sector

It started in 1974, when the mainframe manufacturing company, Burroughs, asked its
India sales agent, Tata Consultancy Services (TCS), to provide programmers for the
installation of system software for an American client. Like any other industry, Indian IT too
faced challenges, such as absence of a local market, and unfavourable government policy
regarding private enterprises. In those days, the industry mostly comprised of Bombay-based
conglomerates whose chief purpose was to supply programmers to internationals IT firms
overseas.

The 1970s Indian IT faced the most struggle. Remember, that back then, the economy
hadn’t been opened up and was state-controlled. The state was hostile to the software
industry, and showed it in the form of high import tariffs; 135% on hardware and 100% on
software. Software was not recognised as an industry; that meant exporters were not eligible
to seek finance from banks.

It would be 1984 when this industry finally saw some favourable changes, when Rajiv
Gandhi became Prime Minister and brought about a change in the government’s attitude

6
towards the IT sector. His New Computer Policy (NCP-1984) offered a package of reduced
import tariffs on hardware and software. A reduction of up to 60% was seen.
Also, software exports finally got the recognition of as a “delicensed industry”. This
meant that exporters had now become eligible for bank finance and the industry was
unrestricted from license-permit raj. Foreign companies now had the permission to set up
autonomous, export-dedicated units. A project was also set up to establish a chain of software
parks to provide infrastructure at costs lower than the market price. These policies eventually
made the Indian IT industry what it is today.
As Dossani says, “In the mid-1980s, work shifted to India and was done mainly by
domestic firms. This was due to a new technology for software development and was despite
new policies friendlier to foreign firms. The shift of work to India was responsible for
Bangalore’s development and the relative decline of other centers, notably Mumbai.
Since the 1990s, value-addition has increased and domestic firms have become less
dominant. This was due to the evolution of multinational firms’ response to new policies.
Today, Indian IT companies include the likes of Tata Consultancy Services (TCS),
Wipro, Infosys, HCL, and many more, which are recognised all over the world as providers
of top class software services. Some of the major factors which played a key role in India’s
emergence as key global IT player.
The Indian education system, though stressful, also has become streamlined to create a
world-class IT workforce. Indian engineers are in demand all over the world. The emphasis
on English language also adds to the attraction. In addition, the prices offered by Indian IT
firms for software development and services are also very competitive.

Work Life Balance and Family Environment

The environment in family is an important aspect for balancing life between work and
family among women employees. The spousal support and family support can help the
women employees Spousal Support The spousal support is important for both marital
satisfaction and individual functioning.

Individuals who reported higher rates of spousal support were more likely to report
higher levels of marital satisfaction, fewer symptoms of depression, and more manageable
stress levels. Spouse's support can negate work-family conflict as postulated by various
studies. Spouse contributes in areas like earnings and financial management, home and

7
family responsibilities, career management and support. Family Support Families particularly
noted for supplying feedback and guidance, mediating problem solutions, serving as a haven
for rest and recuperation, validating an individual‟s identity, and contributing to emotional
mastery
Families can also provide tangible resources such as providing financial support beyond
that earned by an individual. There is growing consensus that emotional and instrumental
support plays a vital role in regard to work-family conflicts. It was found that family-based
social support was negatively associated with family interfering with work, a dimension of
work-family conflict. These relationships also provide support that reduces work-family
conflict by reducing time demands and stress. Family members can support employees in
their efforts to manage work life and personal life by providing emotional sustenance and
instrumental assistance.

Work Life Balance and Organizational Commitment

Both work life balance and organizational commitment are considered as important
because they play important role in the organizations‟ performance and family wellbeing. It
was found that there is positive relationship between work life balance and organizational
commitment . Today competitive environment demands balanced personal and work life.
Organization actively seeks to improve job satisfaction and organizational commitment as
well as to reduce stress through work life balance policies. The work life balance is positively
related with job satisfaction and organizational commitment and negatively related with
intention to leave. He has found that employees are happy to work in an organization that
helps them to balance between the needs of personal and the needs of work life. Difficulty in
balancing work and personal life affects job satisfaction, organizational commitment and in
turn leads to employee turnover.

Work Life Balance and Employee Productivity

Over recent years, there has been progressive interest in the field of HRM due to the
crucial role it plays in strategy implementation as a source of competitive advantage among
competing organizations. It is in the domain of all who care to know that commercial banks
are no longer the sacred entities that they used to be where operating a bank account was a
preserve of the mighty in the society. In recent times, banks are literally hawking their
services in all manner of places including places of worship, market places, schools, among
other places and this is in response to the high level of competition amongst them. HRM is

8
the bedrock of strategic planning and its importance is on a path of continuous growth.
Employee productivity has traditionally been viewed simply as relationship between 57 input
and output and hence a measure of efficiency.
A contemporary view of productivity that incorporates historically unaccounted-for
factors such as employee turnover, absenteeism, and lowered employee cooperation among
others was proposed.When employees spend too many hours at work and less with their
families, their health and work performance begin to deteriorate as a result of affluence,
growth of single parent families and absentee parenting. This has resulted into juvenile
delinquency among the employees‟ children, drug abuse as a misplaced stress management
tool by the affected employees and reduced care for the elderly. When employees tend to
devote more energy towards performance of their employment duties while neglecting their
personal lives, in the long run, it will have negative impact on the balance between the two
aspects of their lives. Any form of distortion in the work-life balance has a negative impact
on the productivity of an employee. Even as employees seek the elusive work life balance at
their work place, the core target should not just be increasing efficiency but providing an
avenue for employee satisfaction and comfort . He goes on to suggest that employers can help
the employees to achieve work life balance by providing flexible working hours and also by
occasionally working away from their offices or formal working places. He further asserted
that organizations can support acquisition of the elusive work life balance for their employees
by staggering working hours so that the staffs can work in shifts to provide them some time
off to attend to their personal and private lives. It was suggested that some of the benefits of
work life balance.
Increased self-esteem for the employee so that the employee does not lead a miserable
personal life in pursuit of the organizational efficiency and productivity; reduced employee
turnover which reduces the employment 58 costs hence increased organizational productivity;
and decreased sick days since employees can achieve healthy living if there is effective work
life balance . He further asserts that effective work life balance promotes sound relationship
between employer and employee by eliminating conflicts that may necessitate resolution
through tribunals and/or industrial courts. For instance, to ensure that an employee does not
work for more than the working hours in any given week which could violate the labour laws,
the employer can opt for flexible and staggered working hours thus improving employee
productivity.

9
 CHAPTER-2

INTRODUCTION

A review of related literature is essential for the successful completion research. A

summary of the writings of recognized authorities and of previous research provides evidence
that the research is familiar with what is already known and what is still unknown and
untested.

Effective research is based on past knowledge, this step helps to eliminate the
duplication of what has been done and provides useful hypothesis and helpful suggestions for
significant investigations. In order to gain profound knowledge concerning the problem and
have to distinctive and deep insight into problem the need to review is felt essential. Review
of literature, if conducted carefully and presented well, add much to an understanding of the
selected problem and help to trace the result of a study in a historical perspective.

REVIEW OF LITERATURE

Murphy and Doherty (2011) revealed that it is not possible to measure work-life
balance in an absolute way, because personal circumstances influence the way this is
perceived. Long hours and presenteeism form “part of job” when accepting a role at
higher level. However, modern technology has helped this to some extent by allowing
senior managers to be accessible instead of having to be present in office.

Chawla and Sondhi (2011) in their survey conducted among teachers and BPO
women professionals revealed that job autonomy and organizational commitment are in
positive relation with work-life balance. The study indicated that the more proactive
schools/BPO companies which value the contribution of a committed and contributing
human resource will need to provide more autonomy to sustain their employee’s work-
life balance. While work load and work family conflict indicated negative relation with
work-life balance.

10
 Ignacia Levy (2012) in his study of working mothers and their perceived work-life
balance showed that the age of the children is not that significant but the child-care support
remains an important factor in determining perceived work-life balance. The study also
highlighted another parameter called role conflict having negative impact on work-life
balance.

Santhi and Sundar (2012) in their study of work-life balance of women

employees in IT21 industry analyzed that programs implemented by IT firms of Chennai
satisfy different categories of employees differently. Data were collected from 350 women
employees working in various IT companies.The study measured the satisfaction levels of the
respondents across various work-life balancing parameter. 55% of the employees were
highly satisfied with the current work-life initiatives.

Thriveni (2012) studied the impact of demographic variables on work-life balance

revealed that there is a significant relationship between all demographic variables - age,
experience, marital status, income, type of family, number of dependents and perception of
work-life balance of employees. This shows that there is a significant relationship between
demographic variables and work life balance.

Tariq (2012) studied the considerable knowledge related to the theory and practices of
Work-life balance from extensive meta-analysis of literature found that work-life balance is
both important for the organization and for its employee’s particularly in current
dynamic organizational scenarios. It helps the organization to improve productivity,
efficiency, competitiveness, morale and hence gain a competitive edge. Similarly employees
are benefited from work-life balance initiatives through increased motivation to work,
enhanced satisfaction, empowerment and ultimately more commitment to the organization.

According to Fatima (2012) factors affecting work life Balance are partner
support, colleague support and job resources are positively associated with the work life
balance whereas unfair criticism at job is negatively associated with work life balance. The
study reveals that with reference to partner support male employees are more satisfied
with work life balance as compared to females. It is found that female employees felt more
work life strain due to child care responsibilities, and it is further noticed that elder
dependency is doubling the burden of women than men.

11
 V.Varatharaj (2012) found that work life balance entails attaining equilibrium
between professional work and other activities, so that it reduces friction between official and
domestic life. Researchers have noted that the majority of the respondents feel comfortable in
their work place irrespective of their trivial personal and work place irritants. Work life
balance enhances efficiency and thus, the productivity of an employee increases. It enhances
satisfaction, in both the professional and personal lives.

KumariLalita (2012) commented that each of the WORK IFE BALANCE factors
such as Psychological distress, organizational changes, working hours, managerial style,
job responsibilities, work overload, work life conflict and personal financial problems
etc. have been proven to affects or are predictive of job satisfaction. It can also be
concluded from the data, that the overall WORK IFE BALANCE policies positively
correlates significantly with level of job satisfaction which shows that job satisfaction
increases with the increase in work-life balance. The results also indicated a shift in
perceptions about work-life balance and job satisfaction.

Ajith (2013) on work-life balance for role prioritization of IT employees showed

that the employees were able to fulfill their professional and personal commitments at the
same time, because of better work-life balance policies. The relationship between work-life
balance policies and role prioritization was significant. The study was conducted on variables
like travelling time, depression, temper, work etc., to know the relation between
work-life balance and stress management.

Madipelli (2013) in their research on factors causing work-life imbalance among

school teachers showed that most of the teachers feels stress with too many work demands,
working conditions and long working hours. The multiple roles played by women at work
place and home reflecting boredom, frustration and stress lead to work-life imbalance.
Marital relationship, attitude, co-operation of husbands and family members are highly
influencing factors which create imbalance among working women.

Pandu (2013) analyzed work-life balance of professional women among IT and

ITES based on demographic information, work load, work environment, feelings about work,
family dependants and absence from work. The sector wise regression analysis

12
demonstrated that feelings about work, family dependants and absence from work are the
strong contributors for a sense of balance for an employee. However, no significant
relationship has been obtained between work environment and work life balance.

G. Kanthi (2013) has found that a good number of respondents expressed positively
or confident enough to balance their routine work smoothly/comfortably. Due to some
economic, family problems, inefficiency, lack of commitment some of the respondents
expressed their inability to balance their work. The research reveals that long working hour,
compulsory overtime, insisting more stress related job activities, non- flexible and
closing time and other factors partially influencing the employees in form of
absenteeism, turnover, frustration, low morale and motivation which leads to imbalance of
both work and life. A happy and healthy employee will give better turnover, make good
decisions and positively contribute to the organizational goal.

V. Madhusudhan (2013) have identified the factors responsible for work life balance
and extracted that dependents, time flexibility, role clarity, co-worker support, family
culture, working hours and head support are responsible for work life balance.
Jain (2013) have done a comparative study of work life balance among CA, Doctors
and Teachers found that working condition, time management and family support, role
expectation is the most influencing factor which creates work-life balance among
professionals. The researcher also found that work-life imbalances impact job satisfaction
level of Professionals. The findings of study reveals that there exists a difference of Work
Life Balance among CA, Doctors ., and Teachers and this difference is also visible across the
family and job status.

K. Santhana (2013) highlighted that four factors marital status, working hours,
requirement of flexibility, additional working hours and over time distort the work life
balance. This is more unique in the case of married women, as any additional working hours
at the organizational level deny them the time required to attend to the children and the
other dependents. Among the factors classified in to components, the above factors alone
influence more than 38% of work life balance. The study further reveals that three factors,
viz., number of dependents, childcare and reason for overtime i.e. work life balance of
married women gets affected with the number of dependents at home. This is worsened by

13
the number of small children who need to be cared for and tended [i.e., larger the
dependents lesser is the balance and vice versa, the supportive functional head can
always help to minimize the work life balance related consequences.

Yadav (2013) found that respondents reported average level of work life balance
and are generally happy with their working arrangements. The findings of the study reveal
that balancing care and work affects career progression. Manager’s act as barriers to
members achieving appropriate work-life balance and considered WORK IFE BALANCE
is an important determinant of intrinsic aspects of job satisfaction. Most of the employees
enjoy the job and feel comfortable at their work place. According to studies; it has been
found that it is important for employees to maintain a healthy balance between work and their
private lives.

S. Padma (2013) have highlighted the role of family support in balancing personal
and work life and found that the present study show that the support from family members
will play a significant role in balancing Personal and Professional lives. Employees who have
adult children can easily balance than those with younger age kids. Similarly employees who
need to take care of elder parents/in-laws health responsibility have lesser work life
balance than their counterparts. The study concluded that lower balance may lead to
higherabsenteeism, lower job satisfaction and sometimes may turn to higher employee
attrition. Organizations with cooperative work culture may help them to bring a suitable
balance in their professional and personal life.

Kanwar (2014) stated about work life balance and burnout on job satisfaction in the
context of the Information Technology (IT) and IT Enabled Services (ITES) industries.
Burnout is measured through three dimensions, i.e., meaninglessness, de-motivation, and
exhaustion. Job satisfaction was higher among the male employees in comparison to the
female employees. Interestingly, the IT group had lower work-life balance and job
satisfaction, while it had higher meaninglessness, de-motivation and exhaustion compared to
the ITES group. Reveal that while work-life balance and job satisfaction were positively
related to each other, de-motivation, exhaustion and meaninglessness were negatively
related to job satisfaction.

14
 Joanna Hughes, Nikos Bozionelos (2015) purpose is to explore the views of male
workers in a male dominated occupation on issues that pertain to work-life balance. It
emerged that work-life imbalance was not only a source of concern, but also that it
was the major source of dissatisfaction for participants. Furthermore, participants made
a clear connection between problems with work life balance and withdrawal behaviors,
including turnover and non-genuine sick absence.

Silva Karkoulian, Jordan Srour, Tala Sinan (2016): The problems faced by
employees either in family or work will directly impact the work performance negatively.
Jobs stress also creates conflicts among employees. Women who are married always tend to
have good relationship with their husband, failure in this perceptive affect the psychological
level of women. The favourable relationship in the family life motivates the employees to
grow in their carrier life. Women always face great challenges to balance their family and
work place due to gender biases in the organization.

Verena Hofmann and Nicola E. Stokburger,(2017): The study is conducted in

hotel industry with three phase of empirical studies by referring the theory of emotional labor
. 1)First study result: Emotional dissonance affect work life balance negatively . 2)Second
study result: The study discuss about employee’s work life balance perception. Job
satisfaction has great influence on work life balance.3)Third study result: Imbalance in wok
life balance results in poor job satisfaction and work commitment. This study also discuss
about the findings of other authors in hospitality industry.

Mattessich, BS, D.Whitaker-Worth, (2017): Breast-feeding is very important for

the born child. Forty percentage of the dermatologists reported that they are failed in breast
feeding because of insufficient time to leave the clinic. Dadrie Baptiste, Alison M. Fecher,
Scott C. Dolejs, Joseph Yoder, C. Maximillian Schmidt,Marion E. Couch, (2019):
1)Childcare planning, 2)meal planning, 3)grocery shopping, & 4)vacation planning are the
categories performed by the female surgeons according to the study on academic surgeons.
Most of the female trainees decided not to have child because of increase in responsibilities.
Corinna Brauner,, Alexandra Michel (2019): The control on working time helps
the workers to manage the personal demands & work and so to promote health and WORK
IFE BALANCE. Work life balance is influenced by 1)shift work 2)weekend work 3)overtime
4)overlong working hours 5)frequent changes in working hours control over beginning and

15
end of work day 6) control over few hours off 7)subjective health 8) size of organization
9)satisfaction.

Xiaoxia Sun (2019): The study is conducted among the hospitality and tourism
entrepreneurs to analyze their work-life balance pattern. Many of the entrepreneurs shifted to
the business area. Leaving their family in the city and having business in some other area
really has a psychological impact. Though they are happy with their work by balancing the
work and life by having trustable employees .They have appointed close relatives and friends
as the authorities. By the way, business is not the work but it’s a life-style. Those who can
manage this life-style positively can have greater benefits than running his/her life as a
employee in an organization. The study discusses about the boundary management tactics of
lifestyle entrepreneurs. The tactics are a)temporal ,b)physical, c)psychological tactics.

Kristy S. Chunta (2020): The study is conducted among the nurse leaders to
evaluate the barriers of joy in workplace and work-life balance. The study suggested
implementing IHI’s four step model to measure the barrier factors of job in work place.
Nurses have to maintain and manage a complex role on a daily basis. They have varies
responsibilities such as managing the staff, coordinating the staff, managing patient,
managing family roles, meeting the expectations of the organization and enhancing
productivity and outcomes. IHI’s four step model addresses the first step with two questions
a)’what matters to you’ b)’state your work-role purpose?’. This is the question to realize the
short term and long term goals. This will help the employee to move favourably beyond the
obstacles. Step two is identifying the barriers related to workplace joy. Prioritizing the job
and making the surrounding with likeminded subjective and objects will make a difference in
work place. The third step is to set framework to make changes. The changes can’t be made
immediately and rapidly . The changes should be planned carefully and technically possible
means. The proper time management and pre-planning on daily work basis will definitely
help to balance work-life efficiently. The fourth measure is to measure the outcome. Self-care
is the most important factor for the self management. Those who pose the capability of self-
manage, they move with the good level of life balance.

Heejung Chung(2020), This special brings together innovative and multidisciplinary

research (sociology, economics, and social work) using data from across Europe and the US

16
to examine the potential flexible working has on the gender division of labour and workers’
work–life balance. Despite numerous studies on the gendered outcomes of flexible working,
it is limited in that the majority is based on qualitative studies based in the US. The papers of
this special issue overcome some of the limitations by examining the importance of context,
namely, family, organisational and country context, examining the intersection between
gender and class, and finally examining the outcomes for different types of flexible working
arrangements.

Guillen, Manuel (2021), Motivation in Organisations: Searching for a Meaningful

Work-Life Balance extends the current motivation models in business education to include
motives of human behaviour that have been neglected for decades. It debunks some of the
myths about human motivation (self-interest as the dominant factor, amorality and non-
spirituality) and explains why this approach to teaching business is erroneous and leads to
wrong and harmful practices in many organisations. In a very personal and engaging style,
the author presents a "map of motivations", based on a humanistic approach to management.

Mahi Uddin(2021), Working women face various challenges regarding work-family

balance due to societal, cultural, family, and gender norms. These challenges have become
more difficult since the emergence of COVID-19 worldwide. This qualitative research
addresses work-family issues of working women in the distinct Bangladeshi socio-cultural
context. Guided by a thematic analysis, this study explores various driving forces and
challenges faced by working women, and strategies adopted by women to manage work-
family obligations. The findings reveal flexibility and homeworking, family and spousal
support, and organisational support as key driving forces for women's work-life balance
during the COVID-19. Lack of available time, socio-cultural and family norms, and gender
stereotypes are key challenges women face in a Muslim patriarchal societal context.

Muhammad Darwin (2021), This study uses a work-life balance measurement tool
with a balance dimension in time management, engagement balance, balance in expectation
fulfilment, and satisfaction balance. Besides, at the level of well-being with meaningful
work-life factors, good social relationships, work attachment, self-actualization, comfortable
circumstances, self-acceptance. While employee performance is measured through the work
environment, ability to do work, and motivation.

17
 Kathleen Gerson and Mauro Migliavacca (2022) Over the last few decades, shifting
socioeconomic and politico-cultural landscapes have brought sweeping changes in gender
relations as well as in demographic and family dynamics, all of which have had a significant
impact on the trade-off between family and work. This chapter thus has two primary goals.
The first is to present some findings on how current economic and social changes have
affected the ways people organize work, care, and gender relationships, with special attention
at the U.S. case.

Augustine Osei Boakye(2022), This study investigated the effect of job demand and
job support on employees' work-family conflict. Of paramount interest was to verify whether
work-family conflict differed among male and female employees in the banking sector of
Ghana.

18
 CHAPTER-3
RESEARCH METHODOLOGY

Research methodology refers the discussion regarding the specific methods

chosen and used in a research paper. It is an outline of how a given piece of research is
carried out. It defines the techniques or procedures that are used to identify and analyze
information regarding a specific research topic.

Introduction

After liberalization, privatization and globalization, India has been recognized as one
of the major emerging economies of the world. This has led the country business process to a
momentous paradigm shifts that compel Indian organizations to transform into new way of
functioning compared to that of earlier days. Also, the radical technological advancements
and increased competitions in the business world after globalization has resulted in business
organizations to be more competitive, flexible and customer focused leading the
organizations to acquire employees with higher competencies and multitasking skills to
ensure sustainable growth at minimum operational costs. In the era of competitive modern
world, employees in various organizations, particularly women employees, most often
encounter never ending challenge of performing well as they are forced to devote most of
their time at work. At the same time, commitment towards self development, allegiance to
family and social life as well as duties along with organizational obligations are essential for
any individual employee.

Statement of the problem

Work-life balance refers to the level of prioritisation between personal and professional
activities in an individual’s life and the level to which activities related to their job are present
in the home. Work-life balance is a topical issue due to the increased amount of technology
that removes the importance of physical location in defining the work-life balance.
Previously it was difficult or impossible to take work home and so there was a clear line
between professional and personal. The reason of this study is, due to globalization the
corporate world is becoming wider. This results in more work pressure for the employees
especially in the IT sector. This study covers up the problems of the work life balance of the

19
employees and the effective measures that can be taken to balance the work life and the
personal life of the employees.

Title

A study on work life balance among employees in it sector with special reference of
saravanampatti.

AIM

To conduct a study on work life balance among employees in IT sector with special
reference of saravanampatti.

Objectives

 To study about the demographic profile of the employees.

 To study the effect of individual factors on employee work life balance.
 To find out the relationship between demographic factors and employee work life
balance.
 To analyze the effective measures to overcome work-family conflict.

Research design

Research design is the arrangement of conditions of collections and analysis of the

data in the matter that aim to combine relevance to the research purpose with economic
procedure. For this study the researcher was adopted Descriptive Research design.
Descriptive research includes surveys, and fact finding enquiries of different kinds. The
major purpose of descriptive research is description of the state of affairs as it exists at
present.

Operational definition

Work Life
The period of time in your life that you work.

Personal Life
Personal life is the course or state of an individual's life, especially when viewed as
the sum of personal choices contributing to one's personal identity.

20
Work Life Balance

Work-life balance refers to the level of prioritisation between personal and

professional activities in an individual’s life and the level to which activities related to their
job are present in the home.

Universe and area of the study

The Information Technology and Information Technology Enabled Services sector is a

field which is undergoing rapid evolution and is changing the shape of Indian business
standards. This sector includes software development, consultancies, software management,
online services and business process outsourcing.

Inclusion and Exclusion criteria

Inclusion: IT employees who are working in Saravanapatti surrondings, Administrative

employees and Newely Married employees who work in the IT company.

Exclusion: Casual Labourers and Contract labour are being excluded for data collection.

Tools for data collection

 The researcher have chosen questionnaire as data collection technique in this study.
 Questionnaire method was used for data collection. There are three parts in this
questionnaire.
 The first part consists of demographic profile of the respondents.
 The second parts consists of individual factors on work life balance of the
respondents.
 The third part consists of demographic factor and work life balance of the
respondents.
Pre-test

Form the universe of the research 10% of the respondents i.e., 5 respondents were
studied in pre-test. The researcher used questionnaire for data collection.

21
Methods of Data collection

There are two types of data to be used for the study.Primary data and secondary data.

Primary data are those which are collected fresh for the first time and original in
character. The primary data are collected using a questionnaire form from the respondents
through google form.

Secondary data are those which have already been collected by someone else and which
have already been passed through the statistical process. Secondary data are collected from
the records of the organization, journals, magazines etc…

Data analysis and interpretation

SPSS APP work was prepared to code the data. The collected data was coded into
SPSS. It was cross checked verified. Simple percentage technique was adopted to analyses
the data.

Chapterization

There are five chapters in this study

Chapter I - Introducion

 It provides in detail about the concept of IT sector.

Chapter II – Review of Literature

 It deals with review of literature, a comprehensive summary of previous researchers

on IT sector.
Chapter III – Research Methodology

 It deals with the methodology and design of the study and includes statement of the
problem, title and aim of the study, research design, universe of the study, sample
size, sampling technique, tools and methods of data collection, pilot study and pre-
test, analysis of data, difficulties encountered by the researcher, inclusion and
exclusion criteria, limitations of the study and chapterization.
Chapter IV – Data analysis and Interpretation

 It deals with data collected and represented in the form of tables and charts with
interpretations given by researchers based on tables.

22
Chapter V – Findings, Suggestions and Conclusion

 It deals with findings, suggestions and conclusion of the study.

Limitations of research

 Lack of time to cover more number of samples

 This study is conducted among employees in IT sector

Problem faced by researcher

 The data collection process was a little difficult as the researcher.

 The researcher also found it difficult to get clear answers from the respondents.

23
 CHAPTER-4
DATA ANALYSIS AND INTERPRETATION

TABLE-4.1
Distribution of respondents on the basis of their age
Age Frequencies Percentage
21-30 44 86.3
31-40 5 9.8
50 and above 2 3.9
Total 51 100

The above table represents the respondent distribution by age. From the table, it is
inferred that 86.3% of the respondents are in the age group between 21-30, 9.8% of the
respondents are in the age group between 31-40,3.9%of the respondents are in the age group
between 50 and above. It shows that maximum numbers of respondents are in the age group
between 21-30.

24
 TABLE-4.2
Distribution of respondents on the basis of their gender

Gender Frequencies Percentage

Male 25 49

Female 26 51

Total 51 100

The above table represents the respondent distribution by gender. From the table, it is
inferred that 51% of the female respondents, 49% of the male respondents. It shows that
maximum numbers of respondents are female.

25
 TABLE-4.3

Distribution of respondents on the basis of their marital status

Marital status

25%

Married
Unmarried

75%

The above table represents the respondent distribution by marital status. From the
table, it is inferred that 74.5% of the unmarried respondents, 25.5% of the married
respondents. It shows that maximum numbers of respondents are unmarried.

26
 TABLE-4.4

Distribution of respondents on the basis of their educational qualification

Educational qualification
4%

UG
39% PG
57% Diploma

The above table represents the respondent distribution by educational

qualification. From the table, it is inferred that 56.9% of the respondents are UG, 39.2% of
the respondents are PG, 3.9% of the respondents are Diploma. It shows that maximum
numbers of respondents are UG.

27
 TABLE-4.5

Distribution of respondents on the basis of their job experience

Job Experience Frequencies Percentage

Below 1 year 30 58.8

1-2 year 7 13.7

2-3 year 6 11.8

Above 3 year 8 15.7

Total 51 100

The above table represents the respondent distribution by job experience. From the
table, it is inferred that 58.8% of the respondents are below 1 year, 15.7% of the respondents
are above 3 year, 13.7% of the respondents are 1-2 year, 11.8% of the respondents are 2-3
year. It shows that maximum numbers of respondents are below 1 year.

28
 TABLE-4.6

Distribution of respondents on the basis of their income

Income Frequencies Percentage

Below 20,000 25 49

20,001-40,000 17 33.3

40,001-60,000 7 13.7

More than 60,001 2 4

Total 51 100

The above table represents the respondent distribution by income. From the table,
it is inferred that 49% of the respondents are below 20,000, 33.3% of the respondents are
20,001-40,000, 13.7% of the respondents are 40,001-60,000, 4% of the respondents are more
than 60,001. It shows that maximum numbers of respondents are below 20,000.

29
 TABLE-4.7

Distribution of respondents on the basis of their no of dependent

No. of dependents Frequencies Percentage

2 31 60.8

3 12 23.5

4 7 13.7

More than 4 1 2

Total 51 100

The above table represents the respondent distribution by no. of dependents. From the
table, it is inferred that 60.8% of the respondents are 2, 23.5% of the respondents are 3,
13.7% of the respondents are 4, 2% of the respondents are more than more than 4. It shows
that maximum numbers of respondents are 2.

30
 TABLE-4.8

Distribution of respondents on the basis of their type of family

Type of family

12%

nuclear
joint

88%

The above table represents the respondent distribution by type of family. From the
table, it is inferred that 88.2% of the nuclear respondents, 11.8% of the joint respondents. It
shows that maximum numbers of respondents are nuclear.

31
 TABLE-4.9

Distribution of respondents on the basis of their working hours

Working hours
1%

6%
8 hours
8 - 10 hours
36%
57% 10 - 12 hours
more than 12 hours

The above table represents the respondent distribution by working hours. From the
table, it is inferred that 56.9% of the respondents are 8 hours, 35.2% of the respondents are 8-
10 hours, 2% of the respondents are more than 12 hours, 5.9% of the respondents are more
than more than 10-12 hours. It shows that maximum numbers of respondents are 8 hours.

32
 TABLE-4.10

Distribution of respondents on the basis of their income satisfies your needs

Income satisfies your needs Frequencies Percentage

Yes 22 43.1

No 29 56.9

Total 51 100

The above table represents the respondent distribution by income satisfies your
needs. From the table, it is inferred that 56.9% of the respondents are no, 43.1% of the
respondents are yes. It shows that maximum numbers of respondents are no.

33
 TABLE-4.11

Distribution of respondents on the basis of their work overtime

Work overtime Frequencies Percentage

Yes 26 51

No 25 49

Total 51 100

The above table represents the respondent distribution by work overtime. From the
table, it is inferred that 51% of the respondents are yes, 49% of the respondents are no. It
shows that maximum numbers of respondents are yes.

34
 TABLE-4.12

Distribution of respondents on the basis of their spend enough time with your family

Spend enough time with your family Frequencies Percentage

Yes 30 58.8

No 21 41.2

Total 51 100

The above table represents the respondent distribution by spend enough time
with your family. From the table, it is inferred that 58.8% of the respondents are yes, 41.2%
of the respondents are no. It shows that maximum numbers of respondents are yes.

35
 TABLE-4.13

Distribution of respondents on the basis of their miss any family event because of your work

Miss any family event because of your work Frequencies Percentage

Yes 31 60.8

No 20 39.2

Total 51 100

The above table represents the respondent distribution by spend enough time with
your family. From the table, it is inferred that 60.8% of the respondents are yes, 39.2% of the
respondents are no. It shows that maximum numbers of respondents are yes.

36
 TABLE-4.14

Distribution of respondents on the basis of their enough time for your family after working

Enough time for your family after working Frequencies Percentage

Yes 26 51

No 25 49

Total 51 100

The above table represents the respondent distribution by spend enough time with
your family. From the table, it is inferred that 51% of the respondents are yes, 49% of the
respondents are no. It shows that maximum numbers of respondents are yes.

37
 TABLE-4.15

Distribution of respondents on the basis of their ever feel tired or depressed of the work

Ever feel tired or depressed of the work Frequencies Percentage

Always 5 9.8

Often 10 19.6

Sometimes 27 52.9

Rarely 6 11.8

Never 3 5.9

Total 51 100

The above table represents the respondent distribution by ever feel tired or depressed
of the work. From the table, it is inferred that 52.9% of the respondents are sometimes, 19.6%
of the respondents are often, 11.8% of the respondents are rarely, 9.8% of the respondents are
always, 5.9% of the respondents are never. It shows that maximum numbers of respondents
are sometimes.

38
 TABLE-4.16

Distribution of respondents on the basis of their brings happiness to you in workplace

Brings happiness to you in workplace Frequencies Percentage

Extra wages 16 31.4

Less work 19 37.2

Gifts and rewards 16 31.4

Total 51 100

The above table represents the respondent distribution by brings happiness to you
in workplace. From the table, it is inferred that 37.2% of the respondents are less work,
31.4% of the respondents are extra wages, 31.4% of the respondents are gifts and rewards. It
shows that maximum numbers of respondents are less work.

39
 TABLE-4.17

Distribution of respondents on the basis of their activity helps you to overcome from your
work stress

Activity helps you to overcome from work stress Frequencies Percentage

Spending time with family 42 82.4

Doing work 9 17.6

Total 51 100

The above table represents the respondent distribution by activity helps you to
overcome from work stress. From the table, it is inferred that 82.4% of the respondents are
spending time with family, 17.6% of the respondents are doing work. It shows that
maximum numbers of respondents are spending time with family

40
 TABLE-4.18

Distribution of respondents on the basis of their get time workout

Get time workout Frequencies Percentage

Yes 20 39.2

No 31 60.8

Total 51 100

The above table represents the respondent distribution by get time workout. From
the table, it is inferred that 60.8% of the respondents are no, 39.2% of the respondents are
yes. It shows that maximum numbers of respondents are no.

41
 TABLE-4.19

Distribution of respondents on the basis of their feel satisfied with current job

Feel satisfied with current job

45% yes

55% no

The above table represents the respondent distribution by spend enough time with
your family. From the table, it is inferred that 54.9% of the respondents are yes, 45.1% of the
respondents are no. It shows that maximum numbers of respondents are yes.

42
 TABLE-4.20

Distribution of respondents on the basis of their feel that are able to work life

Feel that your are able to work life Frequencies Percentage

Yes 33 64.7

No 18 35.3

Total 51 100

The above table represents the respondent distribution by spend enough time with
your family. From the table, it is inferred that 64.7% of the respondents are yes, 35.3% of the
respondents are no. It shows that maximum numbers of respondents are yes.

43
 TABLE-4.21

Distribution of respondents on the basis of their company provides transportation facilities

Company provides transportation facilities Frequencies Percentage

Yes 24 47.1

No 27 52.9

Total 51 100

The above table represents the respondent distribution by spend enough time with
your family. From the table, it is inferred that 52.9% of the respondents are no, 47.1% of the
respondents are yes. It shows that maximum numbers of respondents are no.

44
 TABLE-4.22

Distribution of respondents on the basis of their type of transportation facility offered from
the company

Type of transportation facility offered from the Frequencies Percentage

company

Cab 15 29.4

Bus 12 23.5

None 24 47.1

Total 51 100

The above table represents the respondent distribution by type of transportation

facility offered from the company. From the table, it is inferred that 47.1% of the respondents
are none, 29.4% of the respondents are cab, 23.5% of the respondents are bus. It shows that
maximum numbers of respondents are none.

45
 TABLE-4.23
Distribution of respondents on the basis of their company provides insurance for the
employees

Company provides insurance for the Frequencies Percentage

employees

Yes 39 76.5

No 12 23.5

Total 51 100

The above table represents the respondent distribution by spend enough time with
your family. From the table, it is inferred that 76.5% of the respondents are yes, 23.5% of the
respondents are no. It shows that maximum numbers of respondents are yes.

46
 TABLE-4.24
Distribution of respondents on the basis of their bring work to home due to work load of
management

Bring work to home due to

work load of management

45% yes
55% no

The above table represents the respondent distribution by bring work to home due
to work load of management. From the table, it is inferred that 54.9% of the respondents are
yes, 45.1% of the respondents are no. It shows that maximum numbers of respondents are
yes.

47
 TABLE-4.25
Distribution of respondents on the basis of their job experience give you career growth

Job experience give you career growth Frequencies Percentage

Yes 33 64.7

No 18 35.3

Total 51 100

The above table represents the respondent distribution by job experience give you
career growth. From the table, it is inferred that 64.7% of the respondents are yes, 35.3% of
the respondents are no. It shows that maximum numbers of respondents are yes.

48
 TABLE-4.26
Distribution of respondents on the basis of their face transportation problem from home to
office
Face transportation problem from home to Frequencies Percentage
office

Yes 24 47.1

No 27 52.9

Total 51 100

The above table represents the respondent distribution by face transportation

problem from home to office. From the table, it is inferred that 52.9% of the respondents are
no, 47.1% of the respondents are yes. It shows that maximum numbers of respondents are no.

49
 TABLE-4.27
Distribution of respondents on the basis of their satisfied with work from home
Satisfied with work from home Frequencies Percentage

Yes 41 80.4

No 10 19.6

Total 51 100

The above table represents the respondent distribution by satisfied with work from
home. From the table, it is inferred that 80.4% of the respondents are yes, 19.6% of the
respondents are no. It shows that maximum numbers of respondents are yes

50
 TABLE-4.28

Distribution of respondents on the basis of their working had you ever feel stressed

Working had you ever feel stressed Frequencies Percentage

Yes 33 64.7

No 18 35.3

Total 51 100

The above table represents the respondent distribution by working had you ever feel
stressed. From the table, it is inferred that 64.7% of the respondents are yes, 35.3% of the
respondents are no. It shows that maximum numbers of respondents are yes.

51
 TABLE-4.29
Distribution of respondents on the basis of their organization take initiatives to manages work
life

Organization take initiatives to

manage work life

16% 19% always

sometimes
never
65%

The above table represents the respondent distribution by organization take initiatives
to manage work life. From the table, it is inferred that 64.7% of the respondents are
sometimes, 19.6% of the respondents are always, 15.7 of the respondents are never. It shows
that maximum numbers of respondents are sometimes

52
 TABLE-4.30
Distribution of respondents on the basis of their company provides welfare benefits of the
employees

Company provides welfare benefits of the Frequencies Percentage

employees

Yes 34 66.7

No 17 33.3

Total 51 100

The above table represents the respondent distribution by company provides

welfare benefits of the employees. From the table, it is inferred that 66.7% of the respondents
are yes, 33.3% of the respondents are no. It shows that maximum numbers of respondents are
yes.

53
 TABLE-4.31

Distribution of respondents on the basis of their employee work life balance cause more
effective and successful to the organization

Employee work life balance cause more effective Frequencies Percentage

and successful to the organization

Yes 36 70.6

No 15 29.4

Total 51 100

The above table represents the respondent distribution by employee work life
balance cause more effective and successful to the organization. From the table, it is inferred
that 70.6% of the respondents are yes, 29.4% of the respondents are no. It shows that
maximum numbers of respondents are yes.

54
 TABLE-4.32

Distribution of respondents on the basis of their ever feel of leaving this job

Ever feel of leaving this job Frequencies Percentage

Yes 27 52.9

No 24 47.1

Total 51 100

The above table represents the respondent distribution by ever feel of leaving this
job. From the table, it is inferred that 52.9% of the respondents are no, 47.1% of the
respondents are no. It shows that maximum numbers of respondents are yes.

55
 CHAPTER-5

ANALYSIS, SUGGESTIONS and CONCLUSION

Findings of the study

• Majority of the respondents are 86.3% in the age group of 21-30

• Nearly half of the respondents are 51% in the female in this study.
• One fourth of the respondents are 74.5% in the unmarried
• Nearly half of the respondents are 56.9% in the study are UG in educational
qualification.
• Nearly half of the respondents are 58.8% in the study are below 1 year in job
experience
• Nearly half of the respondents are 49% in the income are between below 20,000.
• Nearly half of the respondents are 60.8% are 2 members in family.
• Majority of the respondents are 88.2% in the study are nuclear type of family.
• Nearly half of the respondents are 56.9% are 8 hours in working.
• Nearly half of the respondents are 56.9% in the study of income satisfies your
needs.
• Nearly half of the respondents are 51% in the study are work over time.
• Nearly half of the respondents are 58.8% of the study are spend enough time with
your family.
• Nearly half of the respondents are 60.8% in the study are miss any family event
because of your work.
• Nearly half of the respondents are 51% in the study are enough time for your
family after working.
• Nearly half of the respondents are 52.9% in the study are ever feel tired or
depressed because of work.
• One third of the respondents are 37.2% in the study are to brings happiness to you
in workplace.
• Majority of the respondents are 82.4% in the study are helps you to overcome
from work stress.
• Nearly half of the respondents are 60.8% in the study are to get time for workout.
• Nearly half of the respondents are 54.9% in the study are feel satisfied with
current job.

56
 • Nearly half of the respondents are 64.7% in the study are feel that you are able to
balance your work life.
• Nearly half of the respondents are 52.9% in the study are the company provides
transportation facilities.
• Nearly half of the respondents are 47.1% in the study are the type of
transportation facility offered from the company.
• One fourth of the respondents are 76.5% in the study are the company provides
insurance for the employees.
• Nearly half of the respondents are 54.9% in the study are to bring work to home
due to work load of management.
• Nearly half of the respondents are 64.7% in the study are job experience give your
career growth.
• Nearly half of the respondents are 52.9% in the study are to face transportation
problem from home to office.
• Majority of the respondents are 80.4% in the study are satisfied with work from
home.
• Nearly half of the respondents are 64.7% in the study are working had you ever
feel stressed.
• Nearly half of the respondents are 64.7% in the study are to take initiatives to
manage work life.
• One fourth of the respondents are 66.7% in the study are the company provides
welfare benefits to employees.
• One fourth of the respondents are 70.6% in the study are the employees work life
balance cause more effective and successful to the organization.
• Nearly half of the respondents are 52.9% in the study are feel of leaving this job.

Suggestions

 Encouraging employees for cross-funtional collaboration, collaboration is important

for employees to feel included and engaged.
 The employers can establish a team mindset where everyone contributes.
 Every employee should be given a chance to contribute to the overall success of the
organization.
 Encouragement of friendships and communities to form outside the company
structured events.

57
Conclusion

The study throws light into the work life balance issues of the organization and reflects
the general industry scenario. The organization needs to bring in more policies to enable
better work life balance and thereby facilitate better productivity. There also seems to be a
lack of awareness and usage of the existing policies aimed at better work life balance. The
problem of work life imbalance appears to be a matter of huge concern when looked from an
outsider’s point of view and so are their aftermaths. But the solutions are very simple and
easy to implement. Just a little cooperation from both employer and employees and proper
communication and integration and the workplace becomes the best place to burst out your
pressures. Beyond all the efforts from the part of organizations, it is the support of the family
which matters the most and it is one of the most lacking things in India, especially for the
Indian working women. If the family support and employer support is there, the problem of
work life imbalance will no longer be a problem.

58
 BIBLIOGRAPHY

1. Aravind .S Kumar, P.Paramashivaiah Shivakumar,(2011), ‘Managing WorkLife

Balance’ ,International Journal of Knowledge and Research in Management and E-
Commerce
2. Adams (2012), ‘Relationships of job and family involvement, family social support,
and work-family conflict with job and life satisfaction’, Journal of Applied
Psychology
3. Ranazehramasood and Seemamahlawat (2012), ‘impact of demographic variables
on the critical factors of work-life balance: an empirical study’
4. Aamir Sarwar (2013),Work Stress and Family Imbalance Comparative Study of
Manufacturing and Services Sector in Pakistan; Middle-East Journal of Scientific
Research.
5. Jaspreet Kaur (2013), Work-life balance: Its Correlation with Satisfaction with Life
and Personality Dimensions Amongst employees, International Journal Of Marketing,
Financial Services & Management.
6. Nidhi Tewathia,(2014), Work-Life Balance in the IT Sector: A Case Study of Delhi,
International Journal of Advancements in Research & Technology.
7. Monika Jindal (2016), A Study on Work-life Balance of Working Women in Service
Sector, International Journal of Research in Finance and Marketing.
8. Jamayah Saili (2017), Workplace Factors And Work-Life Balance Among
Employees In Selected Services Sector International Journal of Business and Society
9. Heathfield, S. M. (2016,). Help Your Employees Achieve Work-Life Balance.
10. Johnson, S. M., (2015,). Importance of work life balance in the workplace.

59
 APPENDIX

A STUDY ON WORK LIFE BALANCE AMONG IT EMPLOYEES WITH SPECIAL

REFERENCE IN SARAVANAMPATTI

I.SOCIO-ECONOMIC CONDITION
1. Age
o 21-30
o 31-40
o 41-50
o 51 and above
2. Sex
o Male
o Female
o Transgender
3. Marital status
o Married
o Unmarried
4. Educational qualification
o UG
o PG
o Diploma
5. Job experience
o Below 1year
o 1-2years
o 2-3years
o Above 3years
6. What is your income?
o Below 20,000
o 20,001-40,000
o 40,001-60,000
o More than 60,001
7. Name the number of dependents
o 2
o 3
o 4
o More than 4
8. Mention the type of your family
o Nuclear
o Joint
9. Mention your working hours
o 8hrs
o 8-10hrs
o 10-12hrs
o More than 12hrs

60
 10. Does your income satisfies your needs?
o Yes
o No
II.INDIVIDUAL FACTORS ON WORK LIFE BALANCE
11. Do you work over time?
o Yes
o No
12. Do you have spend enough time with your family?
o Yes
o No
13. Do you miss any family event because of your work?
o Yes
o No
14. Do you get enough time for your family after working?
o Yes
o No
15. Do you ever feel tired or depressed because of work?
o Always
o Often
o Sometimes
o Rarely
o Never
16. What brings happiness to you in workplace?
o Extra wages
o Less work
o Gifts and rewards
17. Which activity helps you to overcome from work stress?
o Spending time with family
o Doing work
18. Do you get time for workout?
o Yes
o No
19. Do you feel satisfied with current job?
o Yes
o No

20. Do you feel that you are able to balance your work life?
o Yes
o No
21. Does the company provides transportation facilities?
o Yes
o No
22. What type of transportation facility offered from the company?
o Cab
o Bus
o None

61
 23. Does the company provides insurance for the employees?
o Yes
o No
III.DEMOGRAPHIC FACTOR AND WORK LIFE BALANCE
24. Do you bring work to home due to work load of management?
o Yes
o No
25. Does your job experience give you career growth?
o Yes
o No
26. Do you face transportation problem from home to office?
o Yes
o No
27. Are you satisfied with work from home?
o Yes
o No
28. While working had you ever feel stressed?
o Yes
o No
29. Does the organization take initiatives to manage work life?
o Always
o Sometimes
o Never
30. Does the company provides welfare benefits to employees?
o Yes
o No
31. Does the employees work life balance cause more effective and successful to the
organization?
o Yes
o No
32. Did you ever feel of leaving this job?
o Always
o Sometimes
o Never
33. Suggestions to overcome stress

62