A

PR
ROJECT RE
EPORT

ON
A STUDY O
OF WOR
RK LIFE B
BALANC
CE OF EM
MPLOYEE
ES
AT
T
TECHNOG
GROWTH S
SOFTWARRE SOLUT
TIONS PVT
T.LTD.
P
PUNE- 411016

S
SUBMITTE
ED TO

VITRIBAI P
SAV PHULE PU ERSITY IN PARTIAL FULFILLM
UNE UNIVE MENT OF DEGREE
D
OF MA
ASTERS OF
F BUSINES
SS ADMINIISTRATION
N

UND
DER GUIDA
ANCE OF

PROF
F.SANDEEP
P YADAV

S
SUBMITTE
ED BY

AK
KSHAY KA
ADHARE

MB
BA-II (HR) ((BATCH
2022-20223)

SIDDHAN
NT INSTITU
UTE OF BU
USINESS M
MANAGEME
ENT

PUNE-4122109
 CHA
AUDHARI ATTA
ARSINGH YAD
DAV MEMORIA
AL EDUCATION
N TRUST’SSIDD
DHANT

IN
NSTITUTE OF B
BUSINESS MAN
NAGEMENT(SIIBM)

Sudumbare, Pu
une.

MBA D
DEPART
TMENT

CERTIFIC
CATE
This is too certify that
T t Mr. AKSHA AY KAD DHARE of o the claass
S.Y.MBA (semesteer III) hass satisfacctorily coompleted the Sum mmer
Intternship Project
P (S
SIP) studdy duringg the yearr 2022-20023 as peer the
requiremment of SA AVRITR RIBAI P PHULE U UNIVER RSITY O OF
PUNE..

Su
ubject Teacher Direcctor

Internal Exaaminer Exterrnal Examiner

 CAYM
M Eduactioon Trust’s

S
SIDDHANT
T INSTITU
UTE OF BU
USINESS M
MANAGEM
MENT

(Ap
pproved byy AICTE, R Recognized by DTE an nd Governm
ment of
M
Maharashtraa, Affiliated
d to Savitrib
bai Phule P
Pune Univerrsity )

A
Add: At. Post – Sudum
mbare, Tal- Maval, Disst- Pune,4122109.

Weebsite : www
w.siddhanttibm.in
R
Ref. No. Date :

CE
ERTIFIC
CATE

This is too certify thhat MR. AKSHAY

A KADHAR RE , is a student
s of
MA ASTER OF F BUSINE ESS ADM MINISTRA ATION (M
MBA) Seemester- III he
has succeessfully completed hher project titled A S
STUDY OF
O WORK K LIFE BA ALANCE
E OF
EM MPLOYE EES IN PU UNE CIT
TY.’’ at

S
SIDDHAN NT INSTIITUTE OF BUSIN NESS MAN NAGEME ENT in paartial fulfillment of M
Master
oof BusinesssAdminisstration deegree undeer SAVITR RIBAI PH HULE UN NIVERSIT TY OF PU UNE,
for the academic yeear 2022-22023.

External Examinerr (Dr.) Prattap Pawar

((Dr.) Prataap Pawar
Deputy Director
D Deputy Director

(Internal Guide) A
MBA
 INTERN
NSHIP COMP
PLITION LET
TTER
Date 11/12//2022

This is too certify thaat Mr. Aksh

hay R Kaddhare has worked
w as HR
R Intern inn our compaany
from 10O Oct 2022 too 10 Dec 20 022 with ourr entire satissfaction.

During his workingg period wee found his a sincere, honest,

h hard
dworking, de
dedicated em
mployee
with a pprofessionall attitude an
nd very goodd job knowlledge.

he is am
miable in naature and character is wwell. We hav
ve no objecttion to allow
w her in any
y better
positionn and have no
n liabilities in our com
mpany.

We wissh her everyy success in life.

Sincereely,

Aishwaarya Hire

(HR Exxecutive)

Technoogrowth Sofftware Soluttions Pvt. Lttd.

 Acknowledgement

It gives me immense pleasure to present this project report on “

A STUDY OF WORK LIFE BALANCE OF EMPLOYEES IN PUNE CITY.”
” in partial fulfillment of the Degree of Masters of Business Administration.

No work can be carried out without the help and guidance of various persons. I am happy to take this
opportunity to express my gratitude to those who have been helpful to me in completing this project report.

At the outset I would like to thank sir for her immense support and guidance.

Lastly I would like to thank my parents, friends and well wishers who encouraged me to do this research work
and all those who contributed directly or indirectly in completing this project successfully.

PLACE: AKSHAY R KADHARE

DATE:
 DECLARATION

I hereby declare that this project entitled A STUDY OF WORK LIFE BALANCE OF
EMPLOYEES IN PUNE CITY.” submitted by me to the Savitribai Phule Pune University for the award of the
Degree of Master of Business Administration is my original work.
I further declare that to the best of my knowledge and belief, this Project Report has not been submitted
earlier to this or any other university for the award of this or any other degree.

Place: Pune AKSHAY R KADHARE

Date:
 CONTENT

Chapter Particulars Page No.

No.
1. Introduction 01

2. Company Profile 05

3. Literature Review 10

4. Rational and Objective of the study 24

5. Research Methodology 27

6. Data Analysis and Interpretation 30

7. Observations, Findings, Conclusion 47

8. Learnings and Contribution 51

9. Suggestions and Recommendation 53

Bibliography/References 55

Annexure/Appendices 56
 LIST OF TABLES

Table No. Particulars Page No.

6.1. Number of days normally work in a week. 31

6.2. Working hours per day. 32

6.3. Impact of Covid 19 pandemic on working hours. 33

6.4. Increased or decreased in working time. 34

6.5. Total number of years working for the organization. 35

6.6. Awareness about initiatives and practices company is 36

following to maintain work life balance.
6.7. Work-life balance of employees in the organization. 37

6.8. Biggest struggles faced while working remotely. 38

6.9. Measures company needs to be taken care more as a 39

result of the covid-19 pandemic.
6.10. Positive sentiments of employees with respect to the job 40
in the past several weeks.
6.11. Practices are followed by organization in this pandemic. 41

6.12. Problems faced in coping up with using technology in 42

this pandemic.
6.13. Effects of technology use on the health of employees. 43

6.14. Do you ever feel stressed working from home in this 44

COVID-19 crisis.
6.15. Different ways used to manage stress arising from your 45
work.
6.16. Impact of covid-19 crisis on employees’ personal views 46
on telework and digital meetings.
 LIST OF FIGURES

Figure No. Particulars Page No.

6.1.1. Number of days working in a week 31

6.2.1. Work hours per day 32

6.3.1. Impact on working hours 33

6.4.1. Increased or decreased in working time. 34

6.5.1. Number of working years 35

6.6.1. Awareness regarding practices 36

6.7.1. Work-life balance 37

6.8.1. Struggles in working remotely 38

6.9.1. Measures need to take care 39

6.10.1. Positive sentiments 40

6.11.1. Practices followed by organization 41

6.12.1. Faced problems using technology 42

6.13.1. Effects on health 43

6.14.1. Stressed arise 44

6.15.1. Methods to manage stress 45

6.16.1. Impact of telework and digital marketing 46

CHAPTER 1: INTRODUCTION

1
1.1. Introduction of the topic

Work life balance is the interaction between the work and the other activities that includes
family, community, leisure and personal development. It is about the right or the balanced
combination of the individual’s participation in the work and other aspects of their life and this
combination doesn’t remain the same it can be changed over the time.
Work life balance is where the tensions between the work life and personal life is minimized
by having a proper policies, systems, supportive management and provisions at work place and
a good relations in personal life. Performance and the job satisfaction of the employees are said
to be affected by the work life balance. Work life balance of the employees helps in reducing
the stress level at work and increases the job satisfaction.
Companies have realized the importance of the work life balance with respect to the
productivity and the creativity of the employees. Employers offer different programs such as
flexible hours, shifts, team outing, day care centres, health care centres, etc. to motivate the
employees to work efficiently. Employees feel motivated and become loyal and committed
towards the organization as it puts an extra effort to provide a healthy balance between work
and life. Organizations face many challenges in implementing the policies on Work life balance
as employees today are not just look out for a job but they also want the organization to take
of their well-being.
Therefore organizations are adopting for new policies where employees can give time to enjoy
and spend time with their family.

1.2. MEANING OF WORK LIFE BALANCE

HR Managers are important to employees seeking work-life balance. HR-Managers who

pursue work-life balance in their own lives model appropriate behaviour and support
employees in their pursuit of work-life balance. They create a work environment in which
work-life balance is expected, enabled, and supported. They retain outstanding employees to
whom work-life balance is important.
Over the past twenty-eight years, there has been a substantial increase in work which is felt to
be due, in part, by information technology and by an intense, competitive work environment.
Long-term loyalty and a “sense of corporate community” have been eroded by a performance
culture that expects more and more from their employees yet offers little security in return.

2
There are many causes for this situation ranging from personal ambition and the pressure of
family obligation to the accelerating pace of technology. People consider their jobs and their
work hours excessive because of globalization.
Do we live to work or we work to live? Research has shown that work and home (or family)
are the two most important domains in the life of an employed individual (Kofodimos, 1993;
Lewis and Copper, 1995; Greenhouse, Collins and Shaw, 2003). While some may argue that
we realise ourselves through work – being able to self-actualise – attaining unto the very zenith
of our chosen career, a truly all-encompassing self-actualisation however, will integrate both
our work and life (family, personal life, community service). When an individual is thus
employed in an organisation, he does not give up his life in exchange for work rather he
attempts to maintain a balance between them. This balance is necessary for a healthy life. For
many employees, the day is not over when they go home. Often, a second day of work starts at
home (Vlems, 2005) and for most working mothers, they come home to the second shift
(assuming the inescapable role of a wife and a mother). The challenge of balancing work and
family (non-work) demands is one of today’s central concerns for both individuals and
organisations (Valcour, 2007). People who have better balance have a greater job satisfaction
and perform better in their position. They have a bigger loyalty and a higher level of trust
(Vlems, 2005). In many of today’s workplaces, employers are cutting cost mainly through lay-
offs and are placing more demands on the lean staff left behind.
The excuse is to stay afloat in the wake of a global economic recession. The implication
however, is that the more time and energy employees give to work, the less they have to give
to the other important aspects of their lives, thus creating a work-life balance problem with its
attendant negative consequences for both the employee and the organisation. In this paper, we
contend that assisting employees to achieve a work-life balance 6 should become a critical part
of HR policy and strategy if it is to truly get the best from the organisation‘s people without
leaving them unsatisfied, burnt-out and unfulfilled. When an individual maintains a balance
between his personal and professional life, the phenomenon is called Work-Life Balance. This
expression holds worth a lot because it is very important to have a balance between personal
and professional life. Work life balance is at the forefront of the world of work. Kaizen, the
Japanese philosophy for continuous improvement, along with the role of information
technology (IT) helps and guides the management people, to get the maximum output with the
help of available resources.

3
1.3. WORK LIFE BALANCE IN TODAY’S WORLD

A lot of people face the problem of balancing work and family life. Many multinational
companies remain open for 24hrs. Employees need to work in shifts. Day shift and night shift.
Night shift employees feel hard to come up with family life and health. This in turn leads to
divorces and bad health. Many Mothers feel difficult to continue work after delivery because
her home becomes her first priority. She may be a very good worker but she quits to look after
her new born and family. Many Corporate have come up with the option of Flexi time and
work from home opportunity to tap theses employees. Personal demands such as visiting school
for report card or hospital or any emergency requires attention. In that case the employees need
to take leave and remains absent from work. Companies have introduced flexi timings for
working so that an individual employee can complete his scheduled work by coming to office
any time. This lessens the burden of reaching office on time when personal life needs more
attention. Yahoo India allows employees to work Flexi time.

1.4. MANAGING WORK LIFE BALANCE

A valuable quality of leadership is the ability to balance work and life. They make it clear that
this is an aspect they value in others, too. Individuals establish a pattern for their personal life
- whether it's being home for dinner four nights a week, attending choir practice, or being a
part of their kids' school activities. Whether through unpaid leave or flexible scheduling, they
provide people with the opportunity to lead productive personal lives. Consequently, elevated
trust levels are inspired throughout the members of the organization. 9 Michele, managing
partner of a San Francisco law firm, clearly values and appreciates her quality family time. She
is honest about her desire to attend her children's soccer and softball games and her need for
personal time as well. "These are just too important for me to miss," she says. Michele doesn't
set a double standard. What rules apply for her also apply to the other lawyers and employees
in her firm. Consequently, the value of family increases as people are encouraged to participate
in family functions and enabled to lend assistance to family in need. Based on Michele's strong
personal values, it is part of the culture. And she would have it no other way. The executive
director of a non-profit agency, David, possesses a true love for travel and ecotourism. When
vacationing, he often takes his family to places of isolation and relaxation where his work life
cannot interfere. Often, he stays away for several days at a time. He understands the
significance and importance of this time in his life.

4
CHAPTER 2: COMPANY PROFILE

5
Technoogrowth Sooftware Sollutions Pvt.. Ltd. starteed its journeey in 2016. Technogro
owth is a
softwarre services organization
o n catering too various global clientss.

Technoo growth is ‘Best-in-ind

dustry’ webb and mobillity solution
ns organizattion. Technogrowth
has beeen in desiggn and deveelopment ddomain for a while. They
T providde consultattion and
developpment serviices for resp
ponsive weeb applicatio
ons and mo
obility. It allso deliverss UI/UX
design aand servicess and virtuaal reality serrvices.

Technoogrowth strivves to repreesent a nichee in latest teechnologies through “C

Comprehenssive web
solutionns” as well as
a the futuriistic “Mobille world”.

The maain credit gooes to Mr. Sh

hivaji Kute (Managing Director) and Mr. Shaiilesh Amdekar (Co-
Foundeer and Businness Strategy
y) and Mr. P
Pradeep Gilbile (Direcctor Deliveryy Managem
ment).

Their reenderings issue

i long term
t value creation ap
part from th
he highly sspecific sho
ort-terms
solutionns. They thhrive on an
n electric bblend of deevoted team
ms, apt resoources and viscous
processses.

Consullting Servicces

Their w
workforce is
i adept at combating the involv
ve trials an
nd challengees while prroviding
standardd services over
o a wide range
r of dom
mains. They
y actively paarticipate inn evolving a precise,
forwardd-compatiblle and a tim
mely solutiion, adding
g the latest technologyy elements in their
efficaciious forms. Their challeenges lie inn outdoing th
heir expertise every tim
me in a multtitude of
aspects,, be it efficiient executio
ons or prom
mpt turn abo
ounds.

6
Thus, they have a striking presence in a spectrum of industry like Information Technology.
They provide state-of-the-art transactional apps, fact sheets and analytical apps. Take an
advantage of the latest mobility solutions popular in the top circles.

Their Services

1. Software Development
2. Mobile app Development
3. Digital Marketing
4. Web Designing/Development

Project execution

Technogrowth Software Solutions Pvt. Ltd. strictly follow agile and potent practices of project
execution. Put in form of procedure, the first step is to start with a model which conforms to
the pre-decided framework, next, adapt to the changes and remodel according to the fresh
insights. Thus, they follow an iterative approach, accentuating swift deliveries replete with the
required functional components, essentially defined by the business value conveyed by our
clients. Their teams try to tap the incremental change along the way and proceed by
incorporating the required alterations. As they go ahead, their work is, more or less, a
collaborative result, through regular reviews, evaluations and feedbacks, which guarantees a
tight cohesion with the project need.

Their Approach

Technogrowth has a universal approach while catering to varied domains across the globe.
They aspire to bring in trust, transparency as well as effectiveness in each of their engagement.

In order to render earnest services and flexibilities to their esteemed clientele, they are open to
work through offshore, on-site and hybrid development models, according to individual client
preferences and delivery demands.

Vision

1. Be a leader offering innovative business application.

2. Culture focused on Engineering and Technology excellence.
3. Strong commitment to customer satisfaction.

7
Mission

1. To be a quality oriented universal player in the field of software development project

and application integration.
2. Provide world class services and quality products.
3. Provide the products with great technical and commercial values to the customer.
4. Preserve existing client relationships by providing superior support of legacy products.

Agile Process for Customer Development

1. Certified software professionals to handle core as well as supportive roles.

2. Complete control over team’s efficiency.
3. Zero communication errors.
4. Successful solution through adept teams.
5. Assured Cost Savings.
6. Clear and prompt communication.
7. A mix of offshore and on-site models, in order to leverage maximum potential in project.
8. Optimized execution- perfect resources, processes and guaranteed quality.
9. Pronounced cost-effectiveness-saving by the way of offshore development and high work
quality advantage through on-site resource presence.

Company Details

Name of the Organization Technogrowth Software Solutions Pvt. Ltd.

Register Office Dnyandeep colony, Shriraj Bunglow, Yogiraj
Park, Lane no. 1, near Vidarbh Tadka Hotel,
Cummins College to Rajaram Bridge road,
Hingne Budruk, Karve Nagar, Pin: 411052
Location Karve Nagar Pune: 411052
Website www.technogrowth.com

8
Limitations of the study

1. The time duration was very short, to complete the study in the stipulated time.

2. The study is purely confined to Technogrowth Software Solutions Pvt. Ltd. and based on the
facts and data provided by the company.

3. Due to time and pandemic situation it was not possible to reach out to the respondents
directly though the researcher has tried to collect the responses using digital media. However,
adequate representation was given for all categories.

9
 CHAPTER 3
LITERATURE REVIEW

10
3.1. R
RESEAR
RCH AR
RTICLES
S AND SURVEY
S YS

3.1.1. COVID-119 has beeen both g ood and bad

b for work-life
w b
balance.

COVID
D-19 and thee global shifft to remote work has made
m many employers
e m
more understanding
of the nneed for worrk-life balan
nce, even ass it made th
hat balance harder
h to acchieve. And
d this has
implicaations for thee available talent pool.

OVID-19 crrisis revealled several unexpected

The CO d positives over the llast few mo
onths: it
proved,, for one thinng, that man oritize their employees'' well-being
ny companiies truly prio g and are
ready aand willing to act on th
hat value. Itt also show
wed that com
mpanies aree prepared to
t match
their heealth and safety
s meassures with benefits th
hat help em
mployees coope better with
w the
situationn: from ennhanced medical
m insuurance to additional caregiver lleave to in
ncreased
generossity around flexible wo
orking arranngements.

But at tthe same tim

me, it has made
m work- life balancee even less achievable than previo
ously, as
workingg from hom
me erased the boundariees between the time thaat should bee dedicated to work
and the time that shhould be resserved for ooneself.

3.1.2. Companiies are now more oopen to fleexibility and

a benefiits

One stuudy by Aonn found thatt 74 percennt of firms have

h enhan
nced their em
mployee asssistance
program
ms to put thee various aspects of em
mployee well-being fron
nt and centree; there is generally

11
more understanding of people's needs and a greater openness towards benefits that specifically
target well-being, according to Aon Future of Work Lead Peter Bentley.

Other surveys and anecdotes have noted an increase in family-friendly policies, especially for
caregivers such as parents with young children. Some companies shared with People Matters
that they have introduced additional benefits specifically to deal with the impact of COVID-
19, such as extra paid leave or increased flexibility in working arrangements.

Calling such benefits a step in the right direction to respect better work-life balance, Arthur
Willmann, Managing Director of Porsche Asia Pacific, said: "These measures go a long way
in helping our employees cope with the added demands of working at home, which were
brought to the forefront during this time especially for employees with caregiving
responsibilities in their home lives."

The pandemic has also brought conversations around mental well-being out into the open. With
the crisis and the abrupt change to remote work intensifying stress on employees, companies
have become increasingly willing to acknowledge the need for mental health support—if not
through tangible benefits like a mental health day off, then through strong messaging making
it clear that employees will be supported in managing their personal situations.

And given that many organizations are giving serious thought to the idea of permanent remote
working, these benefits and support, and the attitude driving them, may be here to stay.

"In this new configuration, where working from home and working in the workplace will
coexist, new benefits will emerge," predicted Leong Chee Tung, the CEO of Engage Rocket.
"Organizations are already rethinking their investments to provide enhancements for home
offices to improve resource accessibility and productivity—instead of free lunches and fancy
pantries."

3.1.3. But 'work' and 'life' have become blurred together

Surveys from around the world are surfacing an unhappy trend: even as people save time on
their commute, they are putting it right back into their work. Depending on where employees
are located in the world, their working days might be anything from one to four hours longer
as they spend additional time in meetings and check-ins, attempt to prove their productivity, or
simply lose track of time because the working day no longer has clear boundaries.

Some business leaders are becoming actively worried about the impact on employees. For
instance, Adam Reynolds, the APAC CEO of Saxo Markets, told People Matters that some of

12
his employees have been working over weekends and late into the night, and burnout is starting
to become a concern.

HR leaders, on their part, have been strenuously trying to reverse the trend by encouraging
employees to actually stop working when they need to.

"We’ve made a concerted effort to continuously remind employees that, they know their
personal circumstances and needs best, and that they have complete flexibility in terms of how
and when they want to work, and that we support them in their choices," shared Amanda
Gervay, Senior Vice President of Human Resources for Mastercard in the Asia Pacific.

Calling work-life balance a strategic priority, Sheena Ponnappan, Chief People Officer of
Everise, said: "It is important to help our teams find space, both physically and mentally. As
with all contributing factors to organizational culture, this is a top-down approach, wherein
leaders lookout for impending burnout and poor work-life balance, so we may take meaningful
action."

And Deborah Woollard, Cisco's Vice President of HR for the APJC region, described it as
ensuring that employees have the permission to balance themselves. "It's our job at the back
end to provide the support and tools so that if someone is mentally stressed and needs an outlet,
or has financial difficulties, they have some way of dealing with it," she said.

3.1.4. Survey: 40% of Women Professionals Prefer Flexible Working

Options

The survey found that the option of remote working and visiting the office only when required
is the best one according to respondents as they adapt to the changing corporate world and
family needs.

According to the JobForHer survey, more than 40 percent of women professionals consider
‘flexible options that allow a certain amount of work from home’ in the post-COVID world.
The online career platform for women recently surveyed 1,000 women professionals and job
seekers.

The survey found that the option of remote working and visiting the office only when required
is the best one according to respondents as they adapt to the changing corporate world and
family needs.

13
The survey also revealed that about 90 percent of women are comfortable with a virtual hiring
process as it saves time and is convenient because it opens up plenty of other opportunities to
attend interviews at otherwise far-away locations thereby cutting down on the commute.

In a press statement, Neha Bagaria, Founder & CEO, JobsForHer, said, “This in tandem with
the 62 percent increase in job applications that JobsForHer saw on its platform between April
and July and a 55 percent average increase in the number of work-from-home jobs posted by
companies. We hope to see more companies hire capable women professionals to fill their roles
in the coming months”.

3.1.5. UNI survey shows impacts of Covid-19 on work-life balance

A survey carried out by the UNI Equal Opportunities shines a light on the impact the Covid-
19 pandemic has had on work life balance around the world. With almost 5,000 participants
answering (which was available in 7 different languages, including Chinese and Finnish), the
survey gives a snapshot of how the pandemic has changed workers’ lives.
Seventy per cent of respondents answered that they had been working from home during the
pandemic, and 33 per cent added that their spouse/partner was also working from home. Half
of all respondents noted that they had to increase their knowledge of digital skills in
order to adjust to these new working conditions.
This shift towards working from home led 69 per cent of participants to say that their
household chores workload had increased during the pandemic, and 13 per cent said that they
faced double their normal household workload.
The closure of schools and childcare systems also implied a significant increase
in childcare workload. Of the 45 per cent with children, 35 per cent of participants said they
had had to organize additional childcare options and one-in-three took on additional duties to
help them with schoolwork.
However, as domestic workloads increased, some workers also faced an impact on their
personal income, with a significant portion of respondents suffering from some degree of loss
in wages.
With all these changes one thing remains constant—as the world moves towards a “new
normal,” unions have an important role to play in ensuring that workers’ rights are protected
in a challenging, changing labour market.

14
3.1.6. How the pandemic may change ‘work-life balance’ forever.
Work from Home
When it comes to helping employees balance work hours with relaxation, Acuity Insurance
Chief Executive Officer Ben Salzmann has a unique tool at his disposal: a 65-foot Ferris wheel.
Before the pandemic struck, Salzmann would regularly fire up the amusement-park staple
inside the company’s Sheboygan, Wisconsin, headquarters. About twice a month, employees
were invited to bring their families in for a ride or two while drinks and kid-friendly food were
served.
After-work social events like these have been hallmarks of companies looking to boost
employee morale and foster a sense of community. But as we all know too well, those days are
over for now—and companies interested in keeping workers content and productive face an
unprecedented challenge. Even among those employers that workers say handle work-life
balance best, adapting to the work-from-home world has been a struggle.
“Some of [the best companies for work-life balance] have really great paid-time off policies,
flexible working schedules, good parental leave, sabbaticals and gym credits," said Amanda
Stansell, senior research analyst at workplace website Glassdoor. But as workers shifted to
remote work, the spirit of in-person events and company culture needed to be recreated at
home.
Acuity is one of those U.S. companies regarded as best for work-life balance, according to
Glassdoor data from July 1, 2019, to June 30, 2020. IT staffing agency Digital Prospectors,
accounting software developer Sage Intacct, online survey provider SurveyMonkey, business
software firm Slack Technologies and digital security trainer KnowBe4 are also among the top
rated.
Some are taking very different approaches to maintaining their worker-friendly reputation, but
a consistent theme has been making sure employees take time off. Whether because they can’t
go on a real vacation due to infection fears or they simply fear losing their job when tens of
millions of Americans are unemployed, many employees just won’t stop working at a time
when stress and burnout are likely off the charts.
This year is unlike any other in recent memory when it comes to the American workplace. The
Covid-19 pandemic has resulted in 4.3 million confirmed infections and more than 148,000
deaths in the U.S., numbers that are expected to keep rising for the foreseeable future. For some
workers, it has meant an unprecedented transition to working from home.

15
Human resource managers said schedule flexibility and supporting working parents have been
popular solutions, according to research published in the MIT Sloan Management Review in
June. Extending time-off policies and helping employees better manage workloads were less
common approaches. Some companies said they are even contemplating permanent shifts away
from full-time office work.
Mental health has become more important. San Mateo, California-based SurveyMonkey said
it added internal programming for social isolation, potential burnout and anxiety. The company
said it also provides confidential mental health services as well as “employee assistance
programs" that provide family support, legal and financial assistance.
The firm played to its strength, designing questionnaires for its own employees which ask how
they’re adapting to working remotely. The company has encouraged workers to take breaks to
prevent video conferencing fatigue and provided a $500 stipend for setting up a home office.
The stipend can also cover subscriptions to child-care service platforms, child-care services
and other dependent care support such as home nurses and academic subscriptions for in-home
schooling, the company said.
SurveyMonkey also has an unlimited leave policy called “responsible paid time off," where
employees decide how many vacation days they should take. Such policies, however, can
sometimes cause workers not to take time off, rather than risk being seen as taking too much.
The company sought to alleviate this issue somewhat by giving employees a few “care flex
days" to use before the end of June.
Some 70% of employees took advantage of the policy, said Janelle Lopez, senior director of
people at SurveyMonkey. (The company said it hasn’t extend this perk to July.)
Since April, all of San Francisco-based Slack’s employees get a Friday off together once per
month—a change the company says it’s keeping until the end of the year (and which works
because its employees are spread over different global regions).
When the company CEO took a week off, he encouraged those under him to do the same, said
Robby Kwok, senior vice president for people at Slack. “If your leaders are not taking time off,
it does not matter how much you say to the company [‘take time off’]," Kwok said. “They’re
going to model that behavior."
Kwok’s definition of work-life balance boils down to employees having the flexibility they
need to make room for both. These days, it means things like being able to spend time with
your kids in the morning, and then working into the early evening to make up hours. Slack also
created “emergency time off" so employees can deal with issues that come up during the
pandemic without using up their vacation days, he said.

16
One of the traditional ways of viewing work-life balance is how cleanly employees are able to
disconnect—an especially difficult proposition in the work-from-home environment. At Slack,
that means telling every new employee they should use the communication platforms “Do Not
Disturb" function to let others know they’re unavailable—and not be ashamed of it.
“Culturally, we made that very acceptable," Kwok said. “Everyone from the CEO to the newest
hire all know about that."
When the pandemic eventually recedes, Kwok said, he expects employees will want to retain
their new flexibility, further integrating work-from-home options into every day, post-
pandemic employment.
While some workers have turned their commutes into more time on the clock, there are other
ways in which working from home has made life more stressful. One of these is spending more
time jumping from virtual meeting to virtual meeting throughout the day.
Calendar software company Clockwise said it “processes" 500,000 calendars, which CEO Matt
Martin said show employees are spending an average of 12% more time in meetings per week
since the pandemic began. Bianca Repasi, a spokesperson for the company, declined to reveal
the number of calendar users.
Software firm Sage Intacct said it found a simple way to deal with this virtual meeting mania:
Tell employees to schedule each meeting five to 10 minutes after whatever time they originally
planned. Carmen Cooper, senior director of people operations at the San Jose, California-based
company, said it’s a change they plan to keep when they get back to the office.
At Acuity, the Ferris wheel reflects a key component of the company’s pre-pandemic effort to
achieve work-life balance—activities. From wall climbing to maintaining a fitness centre and
even interest clubs, the insurer used them to build morale and give workers a way to recharge.
They didn’t, however, translate too well into the world of Covid-19.
Now, those Ferris wheel rides have been replaced by gift cards for restaurants and local (and
online) shopping. Fitness centre services have now become virtual classes, the company said.
Productivity and mentoring have actually improved since remote work began, Acuity
contends—so much so that Salzmann recently told employees they could keep doing it
permanently if they wanted.
At cyber security firm KnowBe4, the pandemic has also pushed workplace culture online. Erika
Lance, senior vice president of people operations, said they’ve started offering virtual daily
classes, such as kickboxing and yoga, through the company’s intranet. Managers are even
asking employees to share photos of their new “co-workers," whether it’s kids or canines.

17
3.1.7. Maintain
ning work
k-life balaance durin
ng COVID
D-19

When yyou work from

fr home, the lines bbetween wo
ork and leissure often sstart to blurr. That’s
especially true in situations like
l the currrent COVIID-19 pand
demic, whicch, thanks to
t social
distanciing, has maade it hardeer for manyy of us to feel
f like we’re actuallyy taking a break
b on
weekennds.

But recllaiming som

me balance to your dayys and week
ks isn’t just good for yoour mental health—
h
it’s goood for your productivity
p y, too.

Here arre our favouurite suggesttions on how

w to maintaain a healthy work-lifee balance wh
hen both
activitiees take place inside thee same spacee.

WEEKDAYS

On weeekdays, it’s important to

o create a rooutine that helps
h you minimize
m disstractions an
nd focus
on whatt you need to
t get done.. Here’s how
w:

• Donn’t get stuckk in a WFH

H rut of wakking up and just walkin
ng over to yoour kitchen
n table to
startt the day. Innstead, hold
d yourself aaccountable to at least 30
3 minutes of movemeent. This
can be anything from goin
ng for a wallk, run, yogaa, stretching
g, dancing, eetc.

18
• Virttual happy hours
h are all the rage riight now, an
nd your pan
ntry full of qquarantine snacks
s is
just a few feet away—butt moderatioon is key. Save
S the speecial treats for the weeekend to
makke them more special.
• Actively seek out
o virtual water-cooler
w r moments with your colleagues.
c W
Whether yo
our work
is m
more collabborative or more solitaary, it helpss to stay co
onnected w
with your peeers and
collleagues to sw
wap anecdo
otes and ideeas—and maaybe spark a few creatiive insights.
• Dreess for workk (and no, we don’t m
mean puttin
ng on a new
w pair of ppajamas). Use
U your
warrdrobe to diifferentiate between thhe parts of your day and
a week, aand you’ll be even
happpier to put those
t PJs on
n in the evenning and ov
ver the week
kend.

WEEKENDS

me to put your work self aside and embraace your

When tthe weekennd rolls around, it’s tim
weekennd warrior. The key heere is to m
make sure th
hese activities differ fr
from your weekday
w
routine.. Here’s how
w:

• Donn’t check yoour work em

mail at the same frequ
uency. While we all lovve an empty
y inbox,
checcking your email less often
o is an eeasy way to
o separate work
w from hhome. Additionally,
unleess a requesst is truly urg
gent, reply aat a designaated time during the weeekend—or just
j wait
untiil Monday.
• Speend time enggaging in reelaxing, funn activities. Whether th
hat’s makingg pancakes with the
fam
mily, Marie Kondo-ing
K your
y garagee, or trying out
o a new faace mask, finnd what relaaxes you
and invest som
me time in it to make thee weekend feel
f like thee weekend.
• Try out a more intensive, group
g onlinne workout class.
c Due to the pandeemic, there has
h been
an incredible push by gym
ms and studiios across th
he country to
t keep theirr members engaged
withh free onlinne classes. Keep
K your hhead in the weekend mindset
m by aattending an online
grouup class thaat’s more inttensive thann your usuall 30 minutes of movem
ment.
• Stayying conneccted during
g the quaranntine is cru
ucial. Bringing back SSunday dinn
ners (via
Zooom or Skype of course) is an easyy way to sp
pend time with
w friends and family
y. For an
extrra layer of fun,
fu try some game appps like Head
ds Up.

19
3.1.8. The Evolving Definition of Work-Life Balance

The term “work-life balance” has yet to lose its buzz in the last few years. This is partially due
to the dominating presence of millennial in the workforce. Employers have been putting in
a tremendous effort trying to determine the best way to appeal to millennial workers. With the
millennial generation of workers projected to take up 75% of the workforce by 2025, many
leaders think it’s time to redefine what work-life balance looks like.

Work-life balance is an important aspect of a healthy work environment. Maintaining work-

life balance helps reduce stress and helps prevent burnout in the workplace. Chronic stress is
one of the most common health issues in the workplace. It can lead to physical consequences
such as hypertension, digestive troubles, chronic aches and pains and heart problems. Chronic
stress can also negatively impact mental health because it’s linked to a higher risk of
depression, anxiety and insomnia.

Too much stress over a long period of time leads to workplace burnout. Employees who work
tons of overtime hours are at a high risk of burnout. Burnout can cause fatigue, mood swings,
irritability and a decrease in work performance. This is bad news for employers because
according to Harvard Business Review, the psychological and physical problems of burned-
out employees cost an estimated $125 billion to $190 billion a year in healthcare spending in
the United States.

By creating a work environment that prioritizes work-life balance, employers can save money
and maintain a healthier, more productive workforce. But what exactly does work-life balance
look like? Well, that’s where things can get a bit complicated. Work-life balance means
something a little different to everyone. Over the years, the knowledge and approach of work-
life balance has been constantly evolving, and it might be helpful for employers to identify
the difference in opinions among the Baby Boomers, Generation X and Millennials.

Baby Boomers and Work-Life Balance

Born between 1945 and 1960, around the time of World War II, this generation was exposed
to a lot of hardships at a very young age. Making a decent living was no small task, and in turn,
this generation craved stability in the workplace and valued the opportunity for employment.

20
Because of this, work-life balance wasn’t a main priority or concern. Baby Boomers tended to
stay at companies for longer periods of time than following generations. Many of these
employees are currently in senior or director level positions that require a high degree of
responsibility. As a result, 80% of Baby Boomers report moderate to high levels of stress.

Gen X and Work-Life Balance

As the children of the Baby Boomers, Gen Xers (typically born around the years of 1961 and
1980) grew up witnessing the long hours and poor work-life balance of their parents. Many
Gen Xers were exposed to the effect such a relationship with work had on the family unit. As
a result, this generation put more emphasis on creating work-life balance in their own lives.
Many of these employees prioritize spending time with their family and are more likely
to utilize their PTO than the Baby Boomers. Because of this, Gen Xers tend to think of work-
life balance as a necessary prerequisite to a company of employment. They look for perks such
as telecommuting, extended maternity/paternity time and adequate vacation time.

Millennial and Work-Life Balance

Being a millennial comes with its fair share of stereotypes. Generally, for those born between
the years of 1981 and 2000, work ethic is thought to be secondary, or ‘just a part of life.’ But
for the generation born into the harshest student loan burden in history, finding stable
employment to pay for the higher education of both themselves and their children – as well as
soaring housing costs – remains amongst the highest of priorities. With this generation growing
to over a quarter of the U.S. population and in their prime-working years, figuring out what
attracts millennial remains one of the biggest HR decisions at any major company.

To satisfy the assumed desires of millennial employees, many employers overcompensate by

adding game rooms and beanbags to spruce up the work environment. An entire industry has
popped up surrounding making workspaces more “millennial-friendly.” We Work, one of the
most well-known of this new breed of property managers, recently made headlines by leasing
an entire Manhattan office to IBM, an over 100-year old company that houses multiple
generations of employees.

However, many millennia’s report that they don’t care for these types of perks. Instead, they
are more interested in finding a career path that will support their “lifestyle”, which in this

21
context means their life outside of work. While Ping-Pong tables and free coffee aren’t
necessarily scoffed at in this generation, it’s important for employers to understand that the
same factors that have pushed prior generations to choose which company to work for (pay,
career trajectory, job location, etc.) are still the major differentiating factors to the largest
working generation in the U.S. Unfortunately for millennials, the 2017 Workplace Benefits
Report by Bank of America Merrill Lynch found that 59% of millennials report feeling worried
about finding a career path that will support the lifestyle they’ve envisioned for themselves.

Going Past Generations – Creating a Flexible and Happy Work Environment for All

For an employer, promoting work-life balance can seem a daunting challenge. How can a
company promote a healthy lifestyle, both physically and emotionally, without sacrificing
employee productivity?

While employers can look to studies about what work-life balance means to millennials to gain
some insight, it’s important to remember that work-life balance will always mean something a
little different to everyone. Just because an employee fits into a specific generation, this doesn’t
always mean that they will want the same things as another employee of the same generation.
This is where flexibility and workplace happiness comes into play.

Creating a flexible work environment is one of the best ways to satisfy the work-life balance
needs of most employees – no matter which generation they belong to. A flexible work
environment has been shown to decrease stress, boost levels of job satisfaction and help
employees maintain healthier habits. Employers should offer flexible work hours, the ability
to work from home and unlimited PTO to create a more flexible work environment that appeals
across generations of workers.

It’s important for employers to realize that work-life balance is about more than just hours.
Besides promoting flexibility, employers should also strive to improve the overall workplace
experience for their employees. Prioritizing a healthy culture and cultivating a happy
workplace environment promotes work-life balance. When employees are happy in their roles,
work will feel more like a second home, and less like working for a pay check. Employers
should prioritize competitive compensation, comfortable office conditions, opportunities for
professional growth and opportunities for social connections.

22
Attitudes on work-life balance will continue to evolve with cultural, generational
and economic changes. Flexible leaders can update or reinvent their workplace culture to try
something new if employees report poor work-life balance. While maximizing employee
productivity will always remain a constant goal, ensuring employees have the time they desire
away from the office and enjoy their time spent in the office is the best way to retain talented
employees and make them lifers, regardless of perceived generational differences.

23
CHAPTER 4: RATIONAL AND
OBJECTIVE OF THE STUDY

24
4.1. RATIONALE OF THE STUDY

It will help to understand personal interests, social or leisure activities of employees.

Organization will get an idea of personal life, professional life and family life of employees.
Organization can take help of technological advance while will help to individual analyse to
work in this pandemic situation. Understand the Process of Work life Balance of employees in
Techno growth software solutions for improving of Work Life Balance of employees in Covid
19 pandemic.

Society will get an idea of individuals participation in work through which one can understand
there values and belief. Society will get an clear idea of stress management by understanding
work life balance of employees and how it can be balanced in this situation. It will help in
understanding employee’s life outside of work and would help to achieve necessary changes
accordingly also to understand that their work is doable from home also.

4.2. OBJECTIVES OF THE RESEARCH STUDY

1. To study the concept of work life balance in Covid 19 pandemic.

2. To study various steps taken by organisations for maintaining work life balance in Covid
19 Pandemic.

3. To find out the initiative and practices followed by organisation.

4. To study impact of Covid 19 pandemic on work life balance of the employees and
employer of Technogrowth software solutions.

25
4.3. SCOPE OF THE STUDY

• This study is confined to work life balance at IT sector in Covid 19 situation.

• This study covers the respondents who is working at Technogrowth software solutions
Pvt Ltd in Pune.
• This study covers the sample size of 50 respondents.

This study will help to know the need of Work life balance adds more value in the lives of
individual, as individual can able to adjust his stress and balance his life by personal or
emotional fulfilment, well-being, Happiness, or simply being happy, Peace in his life.
Employer and employee can understand the best work life balance through work life balance
practices introduced in the organization. They can easily have control over on stress and time
and able to spend time besides work by attending various other aspects. Better relationship
both, on and off the job, quality of job provided by employer make employees happy and create
happy customers which produced business results. Employees want fair, respectful, healthy
and democratic workplaces that value their participation.

If employees are satisfied they can perform their role satisfactorily both on the job and off job,
results in to good relationship between them which ultimately results in measured increase in
productivity, Accountability, Commitment, Better teamwork, coordination and
communication.

26
 CHAPTER 5
RESEARCH METHODOLOGY

27
5.1. RESEARCH METHODOLOGY AND ITS CONSTITUENTS
To conduct any research a scientific method must be followed the universe of study is very
large in which is difficult to collect information from all the employees. So the sampling
method has been followed study, the analysis is based on primary as well as secondary data.
Research methodology is a way to solve the problem systematically. It is understood as a
science of studying how research is done scientifically. Also it provides idea about how to
apply particular research techniques and which of methods are relevant.

5.1.1. RESEARCH DESIGN

The research design phase deals with the detailing of the procedures that will be adapted to
carry out the research study. It entails the kind of study that is being carried out. The data
collection procedures and the schedule of analytical procedures to be used in order to
accomplish research objectives.

5.2. TYPE OF RESEARCH

Descriptive Research - This is descriptive type of research. This sort of study involves surveys
and discovering facts of various types of inquiries. The main aim of descriptive research is to
describe the current state of affairs. The primary feature of this technique is that the investigator
does not have any control over the variables; he can only report what has occurred or what is
going on. Descriptive research studies are those studies which are described the attributes of a
specific individual, or group.

5.3. SOURCES OF DATA COLLECTION:

Following are the sources of data collection as per as the descriptive research is concern.

5.3.1. PRIMARY DATA

The primary data is that data that is collected as fresh and original in nature. In order to achieve
the set of objectives “Survey Method” is used. Questionnaires were prepared for employees and
employers to know the methods adopted by the organization.

28
5.3.2. SECONDARY SOURCES
The secondary data is what already exists and for some other purpose has been gathered and
analysed by somebody else, but it is also helpful for our current research. Here the secondary data
is gathered by reference of magazines, reference books, publications etc. through the literature
accessible from the business records, websites and sites.

5.4. SAMPLING

A sample is the group of people who take part in the investigation. The people who take part are
referred to as “participants”. Sampling is the process of selecting participants from the population.
The target population is the total group of individuals from which the sample might be drawn.
Generalizability refers to the extent to which we can apply the findings of our research to the target
population we are interested in.
It refers to the definite plan adopted by the research for obtaining the data from the respondents;
the technique adopted here is to gather data from sampling unit, questionnaire method and
interview.

5.5. SAMPLE SIZE

As the name indicates, sample size refers to the number of respondents or the size of the sample,
which is to be surveyed. Here the sample size taken for the study was 50.

29
 CHAPTER 6

DATA INTERPRETATION

30
Number of days normally work in a week.

Table number 6.1.

NUMBER OF DAYS NUMBER OF PERCENTAGE
WORKING RESPONDENTS
Less Than 5 Days 00 0%
5 Days 02 4%
6 Days 48 96%
7 Days 00 0%

Figure number 6.1.1.

NUMBER OF DAYS WORKING IN A WEEK

4%

96%

Less Than 5 Days 5 Days 6 Days 7 Days

INTERPRETATION:
From the above chart it is clear that most of the employees in the organization are working for
6 days (96%) a week. Some of the employees are working for 5 days (4%) a week in the
pandemic situation.

31
Working hours per day

Table number 6.2.

WORK HOURS PER DAY NUMBER OF PERCENTAGE
RESPONDENTS
7-8 Hours 03 6%

8-9 Hours 42 84%

9-10 Hours 04 8%

More Than 10 01 2%

Figure number 6.2.1.

WORK HOURS PER DAY
2%

6%
8%

84%

7-8 HOURS 8-9HOURS 9-10 HOURS MORE THAN 10

INTERPRETATION:

As per the above diagram the working hours of most of the employees are 8-9 hours per day.
Some employees work for 9-10 hours per day whereas rest are working for 7-8 and more than
10 hours per day. The working hours are changed for employees due to this pandemic situation.

32
Impact of Covid 19 pandemic on working hours.

Table number 6.3.

IMPACT ON WORKING NUMBER OF PERCENTAGE
HOURS RESPONDENTS
Yes 30 60%

No 11 22%

Maybe 09 9%

Figure number 6.3.1.

IMPACT ON WORKING HOURS

18%

22% 60%

Yes No Maybe

INTERPRETATION:

As per the above diagram the many of the employees think that the pandemic has impacted on
their working hours. 60% employees thinks that the pandemic has changed their working hours
whereas 22% employees are not sure whether the work hours are impacted or not.
18% employees thinks that there is no change in their working hours.

33
 INCREASED OR DECREASED IN WORKING TIME.

Table number 6.4.

PARTICULARS NUMBER OF PERCENTAGE
RESPONDENTS
Increased 25 83%

Decreased 05 17%

Figure number 6.4.1.

CHANGE IN TIME

17%

83%

Increased Decreased

INTERPRETATION:

As per the above diagram it is clear that the working hours of employees at Technogrowth
software solutions are increased due to the Covid 19 pandemic. For some employees the
working hours are decreased.

34
TOTAL NUMBER OF YEARS WORKING FOR THE ORGANIZATION.

Table number 6.5.

NUMBER OF WORKING NUMBER OF PERCENTAGE
YEARS RESPONDENTS
0-2 years 23 46%
2-4 years 20 40%
4-6 years 07 14%

Figure number 6.5.1.

NUMBER OF WORKING YEARS

14%

46%

40%

0-2 years 2-4 years 4-6 years

INTERPRETATION:

From the above diagram it shows that 23(46%) of employees has completed 0-2 years in the
organization, 20(40%) of employees has completed 2-4 years in the organization and 07(14%)
of employees working from last 4-6 years.

35
AWARENESS ABOUT INITIATIVES AND PRACTICES COMPANY IS
FOLLOWING TO MAINTAIN WORK LIFE BALANCE.

Table number 6.6.

AWARENESS NUMBER OF PERCENTAGE
REGARDING PRACTICES RESPONDENTS
Yes 47 94%

No 03 6%

Figure number 6.6.1.

AWARENESS REGARDING PRACTICES

6%

94%

Yes No

INTERPRETATION:

As per the above diagram it mentions that maximum number of employees in the organisation
are aware about the work life balance practices taken by the organization in this pandemic
situation.

36
 WORK-LIFE BALANCE OF EMPLOYEES IN THE ORGANIZATION.

Table number 6.7.

WORK-LIFE BALANCE NUMBER OF PERCENTAGE
RESPONDENTS
Yes 20 44%

No 30 56%

Figure number 6.7.1.

WORK-LIFE BALANCE

44%

56%

Yes No

INTERPRETATION:

From the above diagram it is clear that maximum number of employees are unable to manage
their work life in the Covid 19 pandemic some of them are able to manage the work life.

37
BIGGEST STRUGGLES FACED WHILE WORKING REMOTELY.

Table number 6.8.

STRUGGLES IN WORKING REMOTELY NUMBER OF PERCENTAGE
RESPONDENTS
Unplugging After Work 23 20%

Loneliness 01 1%

Collaborating And/or Communication 11 10%

Distractions At Home 21 18%

Being In A Different Time Zone Than Teammates 07 6%

Finding Reliable Internet Connection/ Wi-Fi 35 31%

Staying Motivated 16 14%

Figure number 6.8.1.

STRUGGLES IN WORKING REMOTELY

Unplugging after work

14%
20%
Loneliness
1%
Collaborating and/or Communication

10% Distractions at home

31%
Being in a different time zone than teammates

18% Finding reliable Internet connection/ Wi-Fi

6% Staying Motivated

INTERPRETATION:
From the above diagram it is clear that most of the employees are struggled while working
from home as maximum employees are not able to find reliable internet connection also many
of the employees were facing distractions at home during working hours because of this
working from home policy employees are unable to collaborate and communicate properly.

38
MEASURES COMPANY NEEDS TO BE TAKEN CARE MORE AS A RESULT OF
THE COVID-19 PANDEMIC.

Table number 6.9.

MEASURES NEED TO TAKEN CARE NUMBER OF PERCENTAGE
RESPONDENTS
Allow employees to work from home more 45 34%
frequently
Have better cleaning procedures 22 17%

Hold fewer in-person meetings and 22 17%

trainings
Stagger employees' work schedules 07 5%

Require employees to wear masks 29 22%

Change the office layout 07 5%

Figure number 6.9.1.

MEASURES NEED TO TAKEN CARE

Allow employees to work from

5% home more frequently
Have better cleaning procedures
22% 34%

Hold fewer in-person meetings and

trainings
Stagger employees' work
5% schedules

Require employees to wear masks

17% 17%
Change the office layout

INTERPRETATION:

As per the above mentioned data and diagram maximum number of employees feels that
organization has to allow employees to work from home more frequently as the situation
demands it the most. Also need to take care more about that the safety rules and regulations
must be followed by each and every one i.e. requires to wear mask in this pandemic situation.

39
POSITIVE SENTIMENTS OF EMPLOYEES WITH RESPECT TO THE JOB IN THE
PAST SEVERAL WEEKS.

Table number 6.10.

POSITIVE SENTIMENTS NUMBER OF PERCENTAGE
RESPONDENTS
I realize my job is doable from home 38 37%

My work-life balance has improved due to lack 15 15%

of a commute
I'm more comfortable using technology 29 29%

I've Grown Closer To Colleagues 11 11%

I've Grown Closer To My Boss 08 8%

Figure number 6.10.1.

POSITIVE SENTIMENTS

I realize my job is doable from

8% home
11% My work-life balance has improved
37% due to lack of a commute

I'm more comfortable using

technology

I've Grown Closer To Colleagues

29%

15%
I've Grown Closer To My Boss

INTERPRETATION:

From the above diagram it is clear that maximum number of employees had realised that their
job is doable from home and they are more comfortable in using technology. Also there work
life balanced has improved.

40
PRACTICES ARE FOLLOWED BY ORGANIZATION IN THIS PANDEMIC.

Table number 6.11.

PRACTICES FOLLOWED BY ORGANIZATION NUMBER OF PERCENTAGE
RESPONDENTS
Your organization has appointed the employees 05 10%
who are skilled to do work from home

Sick leave policies are amended for the time period 03 6%

of the epidemic

Your organization has a task force to manage the 04 8%

situation if needed

Your organization inspires employees to work from 38 76%

home whose roles do not demand them to work at
the office

Figure number 6.11.1.

PRACTICES FOLLOWED

Your organization has appointed the

10%
employees who are skilled to do work
6% from home

Sick leave policies are amended for

8%
the time period of the epidemic

Your organization has a task force to

manage the situation if needed

76%
Your organization inspires employees
to work from home whose roles do not
demand them to work at the office

INTERPRETATION:

From the above diagram it is mentioned that the organization is inspiring employees to work
from home whose roles do not demand them to work at the office. So the organization is taking
care of employee’s health and safety in the Covid 19 pandemic.

41
LEMS FAC
CED IN CO
OPING UP
P WITH US
SING TECH
HNOLOGY
Y IN THIS
S
EMIC
Tab
ble number 6.12.
ED PROBLE
EMS NUMBE ER OF PERCEN
NTAGE
G TECHNO
OLOGY RESPONNDENTS
19 38%

19 38%

e 12 24%

Figurre number 6.12.1.

6
FACED
D PROBLE
EMS USING
G TECHNOLOGY

24%

38%
%

38%
%

YES NO MAYBE

RPRETATIION:

ing to the above

a diagram many oof the emplo
oyees are ag
greeing on tthat they haad faced
ms while usiing the tech
hnology whhereas equall number off employeess feels that they
t had
o issues whhile using th
he new technnologies.

42
CTS OF TE
ECHNOLO
OGY USE O
ON THE HEALTH
H OF
O EMPLO
OYEES.

Tablle number 6.13.

ECTS ON HEALTH
H NUMBEER OF PERCENTA
P AGE
RESPON
NDENTS
tal Eye Straain 26 52%
p Disorders 16 32%

sical Inactivvity 06 12%

tal Health 02 4%
4

Figurre number 6.13.1.

6
EFFEC TS ON HE
EALTH

4%
12%

52
2%

32%
3

Digital Eyye Strain Sleep Disoorders Ph

hysical Inacttivity Meental Health
h

RPRETATIION:

he above diiagram it is clear that tthe use of teechnology while

w worki
king from ho
ome has
ally affectedd on employ
yees health by causing digital eye strain and ssleep disord
ders.

43
Do you ever feel stressed working from home in this COVID-19 crisis?

Table number 6.14.

STRESSED ARISED NUMBER OF PERCENTAGE
RESPONDENTS
Never 17 34%

Rarely 23 46%

Often 09 18%

Always 01 2%

Figure number 6.14.1.

STRESSED ARISED

2%

18%

34%

46%

Never Rarely Often Always

INTERPRETATION:

As per the above diagram many of the employees felled stressed while working from home in
the pandemic situation, while some of the employees have never felled stressed in working
from home.

44
DIFFERENT WAYS USED TO MANAGE STRESS ARISING FROM YOUR WORK.

Table number 6.15.

METHODS TO MANAGE NUMBER OF PERCENTAGE
STRESS RESPONDENTS
Yoga 07 14%
Meditation 10 20%
Entertainment 15 30%
Dance, music 09 18%
Reading books 09 18%

Figure number 6.15.1.

METHODS TO MANAGE STRESS

14%
18%

20%
18%

30%

Yoga Meditation Entertainment

Dance, music Reading books

INTERPRETATION:

From the above diagram it is clear that employees has managed and organization also takes
initiative by motivating employees for managing stress through the method of Entertainment,
doing yoga and meditation to keep themselves healthy in this pandemic situation.

45
CT OF COVID-19 CR
RISIS ON E
EMPLOYE
EES’ PERS
SONAL VIIEWS ON
WORK AN
ND DIGITA
AL MEETIINGS.

Tab
ble number 6.16.
ACT OF TEL LEWORK AND
A DIGIITAL NUM MBER OF PERCENT
TAGE
KETING RESSPONDENTTS
Really 01 2%
me Extent 05 10%
rate 13 26%
rge Extent 29 58%
eat Extent 02 4%

Figurre number 6.16.1.

6
IMP
PACT OF TELEWOR
T RK AND DIIGITAL MARKETIN
M NG

4% 2%
10%

26%

58%
5

Not Reallyy To Some Extent Moderate To Large Extent Too Great Exttent

RPRETATIION:

he above diaagram it is clear that thhere is largee extent of impact

i on em
employees views
v on
rk and digitaal meetings while somee feels that the
t impact is i moderatee.

46
 CHAPTER 7

OBSERVATIONS, FINDINGS AND

CONCLUSION

47
OBSERVATION
1. Employees in the organization are satisfied with working condition and atmosphere
of company in Covid 19 pandemic and also satisfied with family friendly policy.
2. Employees in the organization are motivated enough to work harder. It is also
observed that employees are not facing problems to cope up with using the
technology.
3. Some of the employees fail to manage to bring balance between personal life and
work life.
4. Persons with higher designations are working for long hours in this pandemic
situation whereas employee’s feels that their working hours are get increased while
working from home.
5. Organization also taking necessary actions for employees work life balance in Covid
19 pandemic.
6. It is observed that many employees are felt stressed while working from home as
there are problems in collaboration and communication and also no proper work
environment.
7. It is observed that employees are facing problems during work from home like
finding reliable internet and also faced distractions while working remotely.

48
FINDINGS
1. It is inferred that weekly most of the employees are working more than regular

timings due to work from home policy.

2. It shows that employee in Technogrowth software solutions are aware about the

policies and procedures followed by the organization to maintain work life balance.

3. In Covid 19 situation most of the employees are going for entertainment programs to

manage their stress arising from work.

4. It shows that the use of technology has effects on the health of employees as they are

facing health issues like digital eyestrain and sleep disorders.

5. It is found that employee’s feels that organization has to inspire employees to work

from home whose roles do not demand them to work at the office.

6. The response goes from HR department are very quick.

7. Work from home has become a new practice for work life balance as most of the

employees think that their job is doable from home. It also saves the time which is

required for traveling.

49
CONCLUSION

WFH policy is considered to support better work life balance. COVID-19-induced nationwide
lockdown made it mandatory for most of the employees to WFH. During such an
unprecedented scenario, when the fear of lay-off was prevailing due to economic slowdown,
many employees experienced that during their efforts to give their best performance while
working from home. The struggle to juggle between work and family responsibilities emerged
as one of the sources of emotional exhaustion experienced by employees during COVID-19-
induced nationwide lockdown.
After reviewing the related literature the researcher understood that the work life balance is the
important part of the work as well as non-work life. It was observed that organization avail
various work life balance initiative to the employees in the organization. All employees are
regarded as greatest asset in the organization. Positive effect in organization is seen by
introducing work life balance initiatives
During the lockdown, working women are on double bind. Due to the gender-specific roles
existing in a particular society, women struggle to maintain a balance between their
professional and personal lives. In such an unprecedented scenario, support from family
members, particularly in the context of family related tasks and responsibilities, could be a
great help for working women. During the times of COVID-19, news and social media
platforms are filled with the pandemic-related precautionary measures.
With the help of Review of Literature, Data Analysis and Data Interpretation objectives are
achieved.

50
 CHAPTER 8
LEARNINGS AND CONTRIBUTION

51
LEARNINGS
1. The company helped the researcher to understand the business and the HR policies of
the organization.
2. The company helps the researcher to understand how the corporate world works. The
various department and its functions and how all are interrelated to each other.
3. The company had helped the researcher to understand that employees are the assets of
every organization.
4. Learned how to build relationships with employees which is most valuable thing in any
organization and also enhanced the ability to open or start the relationships.
5. This project has helped the researcher to understand how to manage work life balance in
different situations.
6. The research has helped to understand how HR policies and practices are framed in an
organization.

CONTRIBUTION TO THE ORGANIZATION

1. Any major policy change couldn't suggested being an intern but changes in work life
policy like in this pandemic situation employees missing the organizational working
environment so the company can provide employees gift cards, vouchers for
entertainment programs.
2. Virtual programmes or activities can be conducted for employees to stay them
motivated. As healthy environment helped in increasing efficiency of an organization.
3. The suggestions given by researcher has helped understanding the scopes for
improvement like organization can provide allowances to employees for using personal
assets.

52
 CHAPTER 9

SUGGESTION AND
RECOMMENDATIONS

53
SUGGESTIONS

1. The company should introduced and worked on taking initiatives for new work life
balance practices as situation demands for it most.
2. There is a need to understand the company that employees are working from home due
to the situation demands so there should be fixed working hours and should not be
increased.
3. Line managers have key role to play to ensure the success of work life balance approach.
This could be achieved by proper communication with groups of employees in the
organization. Sharing ideas, concerns, information and good practice on work-life-
balance.
4. Proper training must be given to employees regarding the safety precautions needs to be
taken by undergoing suitable training so that they cannot get infected.
5. Technogrowth software solutions is already facilitated their employee with number of
work life balance initiatives still there is scope for new work life balance initiative like
developing new methods to manage work stress of employees and how they will enjoy
working from home. So that employees remain identified in organization and it helps in
good retention ratio.
6. Technogrowth software solutions can take initiative by giving some monetary benefits
to those employees who had worked extra hours in the pandemic situation.
7. Establish boundaries and unplug - Modern technology has made it possible for
employees to remain connected to their work through their mobile phones and
computers. While this allows employers to offer flexible work schedules, it also means
employees are accessible 24-hours-a-day, often taking work home or checking emails
after normal business hours rather than waiting until they get back to work the next day.
It’s important to establish boundaries on your availability after hours.

54
 BIBLOGRAPHY

WEBSITES
• http://www.mbaprojectreports.net/WORK-LIFE-BALANCE-SMU-PROJECT-
SAMPLE.PDF
• https://www.peoplemattersglobal.com/article/employee-relations/covid-19-has-been-
both-good-and-bad-for-work-life-balance-26159
• http://bwpeople.businessworld.in/article/Survey-40-of-Women-Professionals-Prefer-
Flexible-Working-Options/16-09-2020-321154/
• https://www.uniglobalunion.org/news/uni-survey-shows-impacts-covid-19-work-life-
balance
• https://www.livemint.com/companies/people/how-the-pandemic-may-change-work-
life-balance-forever-11596259134080.html

• https://resources.businesstalentgroup.com/btg-blog/maintaining-work-life-balance-
covid-19
• http://bwpeople.businessworld.in/article/Tips-To-Embrace-Work-life-Balance-
During-Work-From-Home/25-04-2020-190256/
• https://www.forbes.com/sites/alankohll/2018/03/27/the-evolving-definition-of-work-
life-balance/?sh=3bc2d0c29ed3

55
 ANNEXURE

A Study of Work Life Balance of Employee at Technogrowth Software Solutions Pvt.Ltd.

in Covid 19 Pandemic.
The information will be used only for research purpose and will be kept confidential.

Age –

Gender - Male Female

Nature of Organisation –

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

• Less than 5 days
• 5 days
• 6 days
• 7 days

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

• 7-8 Hours
• 8-9Hours
• 9-10 Hours
• More Than 10

3. Does this pandemic situation has impacted on your working hours?

• Yes
• No
If yes is the time has increased or decreased?

4. How Many years you have been working in this company?

• 0 to 2 years
• to 4 years
• to 7 years

56
5. Are you aware about initiatives and practices company is following to maintain work life
balance?

• Yes
• No
6. Do you generally feel you are able to balance your Work-Life?
• Yes
• No

7. What is your biggest struggle with working remotely?

• Unplugging after work
• Loneliness
• Collaborating and/or Communication
• Distractions at home
• Being in a different time zone than teammates
• Staying Motivated
• Finding reliable Internet connection/ Wi-Fi

8. As a result of the COVID-19 pandemic, which of the following measures do you think
your company needs to take care more?"
• Allow employees to work from home more frequently
• Have better cleaning procedures
• Hold fewer in-person meetings and trainings
• Stagger employees' work schedules
• Require employees to wear masks
• Change the office layout

57
9. Which of the following positive sentiments have you felt with respect to your job in the past
several weeks?"

• I realize my job is doable from home.

• My work-life balance has improved due to lack of a commute.
• I'm more comfortable using technology.
• I've grown closer to colleagues.
• I've grown closer to my boss.

10. Which of the following practices are followed by your organization in this pandemic?

• Your organization inspires employees to work from home whose roles do

not demand them to work at the office.
• Your organization has appointed the employees who are skilled to do work
from home.
• Sick leave policies are amended for the time period of the epidemic.
• Your organization has a task force to manage the situation if needed.

11. Do you faced problems in coping up with using technology in this pandemic?

• Yes
• No

12. How does technology use affects the health of employees?

• Digital Eye Strain

• Sleep Disorders
• Physical Inactivity
• Mental Health

13. Do you ever feel stressed working from home in this COVID-19 crisis?

• Never
• Rarely
• Often
• Always

58
14. How do you manage stress arising from your work?

• Yoga
• Meditation
• Entertainment
• Dance, Music
• Reading books
• Others, specify

15. To what extent has the COVID-19 crisis impacted employees’ personal views on telework
and digital meetings?

59