CHAPTER – I

INTRODUCTION

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1.1 INTRODUCTION
1.2 NEED OF THESTUDY
1.3 OBJECTIVE OF STUDY
1.4 SCOPE OF THE STUDY
1.5 RESEARCH METHODOLOGY
1.6 LIMITATIONS OF THE STUDY

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1.1 INTRODUCTION
The Work life Balance (WLB) is a wide term covering an immense of programmers’
variety, techniques, theories and management styles through which organizations and
jobs are designed so as grant employees more autonomy, responsibility and authority
than is usually done.
It is a comprehensive, department- wide program designated to improve employee
satisfaction, strengthening workplace learning and helping employees (Anonymous,
2005). A high Work life Balance is essential for organizations to continue, to attract
and retain employees (Sandrick,2003).
Many factors contribute to WLB which includes adequate and fair remuneration, safe
and healthy working conditions and social integration in the work org. that enables
an individual to develop and use all his or her capacities; it holds that people are the
most important resource in the organization as they are trustworthy, responsible and
capable of making valuable contribution and they should be treated with dignity and
respect. (Straw, R.J. and C.C.Heckscher, 1984).
Importance of Work life Balance
WLB is a multi-dimensional aspect. WLB has been more widely studied, The
consideration of Work life Balance as the greater context for various factors in the
work place such as job satisfaction and stress,(may offer opportunity for more cost-
effective interventions in work place).The Work life Balance is a wide term covering
an immense variety programmers, techniques, theories and management styles
through which organizations and jobs are designed so as grant employees more
autonomy responsibility and authority than is usually done. Quality of Working Life
is a term that had been used to describe the broader job- relatedexperience an
individual has whilst for many years, it has been much research into job satisfaction
and more recently, an interest has arisen into the broader concepts of stress and
subjective well-being.
The precise nature of the relationship between these concepts has still been little
explored. Stress at work is often considered in isolation, where in it is assessed
on the basis that attention to an individual's stress management skills or the
sources of stress will prove to provide a good enough basis for effective
intervention. Alternatively, job satisfaction may beassessed, so that action can be
taken which will enhance an individual's performance.

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 Somewhere in all this, there is often an awareness of the greater context, where
upon the home-work context is considered. for example, and other factors such as an
individual's personal characteristics and the broader economic or cultural climate
might be seen as relevant. In this context subjective well-being is seen as drawing
upon both work and non- work aspects of life.

According to J. Richard and J. Loy, "WLB is the degree to which members of a work
organization are able to satisfy important personal needs through their experiences in
the organization".
While the task force set in 1979 by the American Society for Training and
Development [ASTD] defined WLB as a process of work organization which enables
its members at all levels of to actively participate in shaping the organization's
environments, methods and outcomes. This value-based process is aimed towards
meeting the twin goals of enhanced effectiveness of organization and improved
quality of life at work for employees. Work life Balance efforts are systematic efforts
made by an organization to give its employees a greater opportunity to affect the
way in which they do their jobs and the contributions they make to the overall
effectiveness of their organization.
Richard Walton explains Work life Balance in terms of eight broad conditions of
employment that constitute desirable Work life Balance (WLB). He proposed the
same criteria for measuring WLB. Those conditions/criteria include :
 Adequate and fair compensation.
 Safe and healthy working condition.
 Opportunity to use and develop human capacities.
 Opportunity for career growth.
 Social integration in the work force.
 Constitutionalism in the work organization.
 Work and quality of life and
 Special relevance of work.
Work is an integral part of our everyday life, as it is our livelihood or career or
business. On an average we spend around twelve hours daily in the work place,
that is one third of our

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 entire life; it does influence the overall quality of our life.
It should yield job satisfaction, give peace of mind, a fulfillment of having done a
task, as it is expected, without any flaw and having spent the time fruitfully,
constructively and purposefully. Even if it is a small step towards our lifetime goal, at
the end of the day it gives satisfaction and eagerness to look forward to the next day.

Facts
Work-life balance describes the when, where and how individuals work, leading them
to be able to enjoy an optimal quality of life. Work-life balance is achieved when an
individual’s right to a fulfilled life inside and outside paid work is accepted and
respected as the norm, to the mutual benefit of the individual, business and society.
Human Resource Management ("HRM") is a way of management that links
people- related activities to the strategy of a business or organization. HRM is often
referred as a "strategic HRM". It has several goals:
 To meet the needs of the business and management (rather than just serve the
interestsof employees)
 To link human resource strategies/policies to the business goals and objectives;
 To find ways for human resources to "add value" to a business;
 To help a business gain the commitment of employ Human resources
Management originally began as personnel management, but today it encompasses
many well-defined sub-streams of functions that can be listed as under:
(1) Workforce planning
(2) Recruitment
(3) Orientation & skills management
(4) Personnel administration & compensation
(5) Time management
(6) Employee benefits administration & personnel cost planning
(7) Performance appraisal
Each of these sub-streams is a more or less specialized function, yet one can say that
HRM itself is more than all of these put together.
The greatest challenge of Human Resource Management Unlike managing other
resources like machines, real estate and finance, managing human beings is a totally
different ball game, simply because unlike other assets, each employee has his own
goal and will work first to

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attain that goal, even if it is at the cost of the goals of the organization. Thus, no
employee can ever be made to provide his optimum output for the organization unless
the goals of the organization are closely aligned with his own goals.

STATEMENT OF THE PROBLEM

The aim of the study includes the following factors towards the Work life Balance .
They are such as poor working condition environments, resident aggression, balance
of work and family, work load, inability to deliver quality of care preferred, shift
timing, lack of involvement in work process and decision –making, poor relationship
between supervisor/ Team Leader, role conflict, lack of recognitions and lack of
opportunity to learn new skills.
Training is an important area were the employees can utilize for their self-
development and updating of their work knowledge. Ultimately every effort that the
management takes for the employees and perseverance of the worker on their
physical and the mental well-being inside the organization that help in maintaining
their motivation and satisfaction level which is important for effective performance of
any worker. Thus, the present study is an attempt describing their factors as a tool to
access the Work life Balance of the employees.

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 1.2 NEED OF THESTUDY
 The purpose of study is to learn the practical applicability of the theoretical
knowledgegained about work life.
 To gain knowledge about, the work life as well as to know the effectiveness or
ineffectiveness of the employees’ work atmosphere in Hinduja Global Solutions to
provide suggestions if any for having an effective working condition of Hinduja
Global Solutions
 To Increase the effectiveness of different work life techniques and behaviors for all
types of employees’ in the organization.
 To identify the various types of employees’ behaviors.
 To obtain the number and quality of employees that can be selected in order to help
the organization to achieve its goals and objectives.

1.3 OBJECTIVE OF STUDY

 To understand the meaning and objectives of Work life Balance at Hinduja
Global Solutions .
 To gain insight of the quality of working performance of employees over all
at Hinduja Global Solutions
 It is always not necessary that the employees respond interestingly to the
questions.
 As the respondents come from different walks of life, problems were
faced while interviewing them.
 To know the employees’ feed back towards the redressed of grievances by
Hinduja Global Solutions .
 To ascertain the role of media in promoting and creating awareness
towards the diversified portfolio of Hinduja Global Solutions products.
 To find out the quality of service in terms of grievances handling,
incentives, promotions, rewards and recognitions and the various services
that are being offered by Hinduja Global Solutions .
 To study the satisfaction levels of employees.

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 1.4 SCOPE OF THE STUDY
 The scope of project work is to get the opinions from respondents on the

issues mentioned earlier.

 It is limited to the twin cities of Hyderabad is confined to the urban areas as

therespondents are the subscribers of Hinduja Global Solutions services is
one form or the other.
 The principle of democracy: (meaning greater authority responsibility to
employees, it empires (WLB)
 Organizational changes.
 Employee’s participation in management.
 Security of employment.
 Rewards and recognitions

PERIOD OF THE STUDY

The period study will be accomplished in 35 days at Hinduja Global Solutions.

1.5 RESEARCH METHODOLOGY

Research methodology is the investigation of specific problem in detail. At first
problem is defined carefully for conducting research .There should be a good research
planfor conducting research. No research can be done without data collection. After
all this analysis is made for getting solutions for problem.
 Defining the problem
 Defining the sampling plan
 Collection of data
 Analysis and interpretation

Defining The problem :-

Defining the research problem is first necessary step for any research. This work
should be done Carefully .Here research problem is to know Work life Balance at
Hinduja Global Solutions

SAMPLING DESIGN :-

Sample element/sample unit

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 Our sample element consists of HR dept employees of Hinduja Global
SolutionsSample extent

Hinduja Global Solutions , India, Pvt, Ltd(HYD)Sample size

Across 100 employees of Hinduja Global Solutions are covered.

DATA COLLECTION:
Sources of data collection:
Primary Data
Primary Source of information is collected type job interview about WLB

Secondary Data Secondary data is collected from internet, registers, records,

journals, articles, magazines and annual reports of the organization.

Data collection Instrument: Questionnaire Design begins with an understanding of

the capabilities of a questionnaire and how they can help in research. If it is
determined that a questionnaire is to be used, the greatest care goes into the planning
of the objectives.

DATA SAMPLING:
Data sampling process includes the following steps that are sequentially shown
 Define the Target Population
 Define the Sampling frame
 Determine the sample size
 Execute the sampling process

Sample Size Design

It refers to the number of elements to be included in the study. Asample design is a
definite plan for obtaining a sample from a definite population. It refers to the
technique or the procedure the researchers would adopt in selecting items for the
sample. It is determined before data is collected. In this study
100 samples are collected from the employers.
Sampling Process
Convenience Sampling: A convenience is obtained by selecting ‘convenient’
population units. The method of convenience sampling is also called the chunk. A

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 chunk refers to that fraction of the population being investigated which is neither by
probability nor by judgement but by convenience.

1.6 LIMITATIONS OF THE STUDY

The below are the limitations faced by me when undergoing this project on Work life
Balance at Hinduja Global Solutions.
 It is always not necessary that the employees respond interestingly to the questions.
As the respondents come from different walks of life, problems were faced while
interviewing them.
 The information which I gathered isn’t purely based on primary data but also based
onsecondary data from the website of the company and magazines.
 It isn’t necessary that the information given by the respondents are very much true.
This analysis is purely based on the responses of the employees. No information is
either included or excluded from it.
 The sample size is 100. The study was confined to it.

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 CHAPTER - II
INDUSTRY & COMPANY
PROFILE

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2.1 INDUSTRY PROFILE
2.2 COMPANY PROFILE

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 2.1 INDUSTRY PROFILE
BPO stands for Business Process Outsourcing. There is a common misconception that
B.P.O. and call centers, mean one and the same. A call centre is a remote location in
India wherein calls made by customers abroad are routed to India by means of
telecommunication equipments. This call is answered by call centre agents who are
trained to speak in an accent which the customer can understand. This accent is
commonly referred to as Neutral Accent Coming to the term Business Process
Outsourcing, let us understand the term in a simple way by breaking it up. There is a
business. Each business has got a process. A process means a specific way or method
of doing a job. Those jobs which are routine in nature, are given to countries outside
India, to save money by way of salaries.

OVERVIEW OF VARIOUS CAREER OPPORTUNITIES IN THE BPO

INDUSTRY
 Voice Process (Inbound and Outbound)
 Semi Voice Process or Back Office Support
 Medical Transcription
 Medical Billing
 Data Entry
 E-Mail Support
 Knowledge Process Outsourcing
 Recruitment Process Outsourcing
 Education Process Outsourcing
 Legal Process Outsourcing
 Technical Writing
 Content Writing
 Web Designing

ABOUT NASSCOM
NASSCOM stands for National Association of Software and Servicing Companies
It regulates the functioning of the IT and ITES industry

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IT means Information Technology which includes software programming and ERP
(Enterprise Resource Planning)

ITES stands for Information Technology Enabled Services, which includes, BPO,
KPO, RPO, EPO and LPO

ABOUT CALL CENTERS

A call center is a set up in India, wherein calls which are routine in nature made by
foreign customers are routed to India and answered by agents who are trained to
speak in an accent, which a person from the other country can understand. The basic
reason for outsourcing these routine jobs was to save money on salaries and
infrastructure. There are two basic functions which any call center performs:

INBOUND
(Taking incoming calls)
Incoming calls means calls made by the customer to the call centre agent which is
customer service. Just to give an example, a person banking with CITI BANK in the
U.S. would call to know the balance in his account or a customer may call up the
customer service to know whether his bank charges have been reversed.

OUTBOUND
(Making outgoing calls)
Out going calls focus on selling a product or service. In this type of calling, the dialer
will automatically dial numbers of customers at random from the database and the
call centre executive will sell a product or service to the customer. If a bank has come
out with new products, the call centre agent can call up the existing customers of the
bank and try to promote the new service. This process is called as cross selling.

TYPES OF CALL CENTERS

Call Centers can be classified in two major categories:
DOMESTIC AND INTERNATIONAL
DOMESTIC CALL CENTERS
Domestic call centers handle sales and customer service only for Indian companies.
DOMESTIC CALL CENTERS IN INDIA

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 Reliance Mobile
 Airtel
 Idea
 Vodafone
 ABN-ABRO Bank
 ICICI Bank

INTERNATIONAL CALL CENTERS

International call centers handle sales and customer service for foreign clients.
Both Domestic and International call centers can be classified into two major
categories:

CAPTIVE B.P.O AND THIRD PARTY B.P.O

CAPTIVE BPO
In the case of a Captive BPO, the parent company will set up a dedicated call centre
for servicing its own clients. The objective of setting up a captive B.P.O is to ensure
that customers get excellent and quality service within the least possible time.

EXAMPLES OF CAPTIVE B.P.O IN INDIA

 H.S.B.C (Hong Kong and Shanghai Banking Corporation)
 CITIBANK
 PRUDENTIAL (Leading player in the insurance segment in U.K.)

THIRD PARTY BPO

Under this, you have one B.P.O. or one company handling many accounts or
processes. To take an example, one B.P.O. say HCL, could handle 6 processes, of
which 3 processes could be from U.K., 2 processes from U.S. and one process from
Australia. These processes can again be either inbound or outbound or a combination
of both.

All third party BPO’s are rated each year by NASSCOM on the basis of set
parameters.
EXAMPLES OF THIRD PARTY B.P.O
 WNS Global Services

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 Genpact
 Allsec Technologies
 Accenture
 HCL B.P.O. (HCL Chennai)
HIERARCHY IN A CALL CENTER
VERTICAL GROWTH
1. SERVICE DELIVERY MANAGER ( Responsible for all the processes )
2. OPERATIONS MANAGER ( Fully responsible for one process )
3. TEAM LEADER ( Responsible for his team performance which normally consists of
15 call centre agents and 2 team coaches )
4. SENIOR CALL CNTR EXECUTIVE \ TEAM COACH ( Takes calls and also helps
new recruits in handling calls )
5. CALL CENTER EXECUTIVE ( Makes or receives calls )

HORIZONTAL GROWTH
We had a look at the vertical growth pattern. Now let us have a look at the horizontal
growth opportunities that a call centre agent can choose from depending on his skills
and performance.
RECRUITMENT: Short listing resumes by identifying the right profile and
conducting the selection rounds

TRAINING: Product Training, Process Training, Soft Skills and Voice and Accent
HUMAN POTENTIAL MANAGEMENT: Planning career growth of employees. All
BPO’s have a high attrition rate. This function has to ensure that it provides growth
opportunities and various career options. They come out with various policies which
are normally referred to as HR interventions to keep the employee happy.

SEXUAL HARASSMENT: To prevent exploitation of an employee

SALES: Generating new business for the company
HOUSE KEEPING: Maintenance & upkeep of the company premise
FINANCE: Managing the funds of the company and also looking at various options
to raise money for the company wherein the cost of funds is low
ACCOUNTS: Maintaining day to day cash transactions, preparing bank
reconciliation statements and preparing the yearly balance sheet and file income tax

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returns. Preparing monthly salary statements and ensuring that all statutory payments
are made and records are in order

ADVANTAGES OF THE BPO INDUSTRY

Provides employment opportunities to large number of people
Good salary levels ensure better standard of living Employees hone their skills to be
an excellent oral communicator and a powerful listener Ongoing training programs
help employees to add on to their skill set and thereby become better professionals
All the BPO in the top rung, sponsor employees for professional programs. This not
only helps employees to acquire a professional qualification, but also opens up new
career options within the B.P.O. industry Call center provide employees with a world
class working environment, coupled with fantastic perks and incentives which
motivate employees to give their best The call center industry gives the employee, a
chance to work across multiple functions. For example, an employee who performs
well as an agent gets a chance to grow horizontally or vertically Employees also get a
chance to gain international work experience Employees have to make internal
adjustments since they have to work in teams. Moreover in the B.P.O industry the
whole team has to work hand in glove with each other. Any misunderstanding will
severely affect the whole team and they also stand the danger of losing their job. Over
a period of time, all employees become excellent team players.

PRESENT SCENARIO OF THE BPO INDUSTRY

There is no doubt that the outsourcing business has come to stay in India. The
advantage that India provides the foreign clients is the availability of a good English
speaking population, who are well educated and ambitious, coupled with the savings
that foreign clients make with respect to salaries and infrastructure.

Another unmatched advantage is the average age of the work force in India, which is
just 30 years, as compared with any other country in the world, where the average age
varies between 45 and 50 years. Since the B.P.O industry requires a very young
crowd this huge advantage cannot be matched by any country in the world.

17
Earlier only routine jobs were outsourced to India. This scenario has totally changed.
Apart from routine jobs, high end jobs are also outsourced, which has paved the way
for functions like KPO, RPO, Technical writing and so on.

Over the last few years there have been a few stray cases of frauds taking place within
the BPO industry. This is not a serious problem as portrayed by the fourth estate.
Such frauds are very common in countries like US and UK, where BPO employ lakhs
of people. But in India, the kind of hype the media generates, show these happenings
to have damaging consequences on the BPO industry. To tackle the problem of
frauds, NASSCOM has taken the initiative to come up with a cyber law which
punishes any employee who resorts to unethical practices. As part of the ongoing
process, NASSCOM is taking it on priority to make the security systems as fool proof
as possible.

Another initiative is the appointment of verification agencies to ensure that the

information given by the candidate in his resume is authentic.

An All India Ranking System known as NAC (Nasscom Assessment of Competence)

is on the cards for all candidates who want to be a part of this industry, thereby
ensuring quality manpower and reducing the recruitment time of HR personnel and
thereby help them focus on critical issues. The NAC test is online and tests the
candidate on all skills required for a call centre executive, which is an entry level
position. The NAC test will be mandatory for all BPO aspirants in the near future.

Though countries like China, Vietnam and Philippines are gearing up to get a chunk
of the business, there is absolutely no doubt whatsoever, that India will continue to be
the most preferred destination. Even though the wages in countries like China and
Philippines are low as compared with India, still the availability of a young work
force makes India the preferred choice. Initially the B.P.O. industry was looked down
upon by people from other industries. But gradually with the passage of time and the
emergence of new areas like K.P.O , R.P.O, E.P.O, Content Writing, Technical
Writing and so on, which requires highly qualified and experienced personnel with
professional qualifications and specialized skill, professionals have started looking at
the B.P.O. industry seriously, as a long term career option.

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 2.2 COMPANY PROFILE
HGS is a leader in optimizing the customer experience and helping our clients to become
more competitive. HGS provides a full suite of business process management (BPM) services
from traditional voice contact center services and transformational DigiCX services that are
unifying customer engagement to platform-based, back-office services and digital marketing
solutions. By applying analytics, automation, and interaction expertise to deliver innovation
and thought leadership, HGS increases revenue, improves operating efficiency, and helps
retain valuable customers. HGS expertise spans the telecommunications and media,
healthcare, insurance, banking, consumer electronics and technology, retail, and consumer
packaged goods industries, as well as the public sector. HGS operates on a global landscape
with around 44,000 employees in 66 worldwide locations delivering localized solutions. For
the year ended 31st March 2016, HGS had revenues of US$ 507 million. HGS, part of the
multi-billion dollar Hinduja Group, has more than four decades of experience working with
some of the world’s most recognized brands.

Corporate Social Responsibility

Our fundamental approach to business is to create long-term sustainable value for our
customers, employees, shareholders and society. We recognize our social, economic
and environmental responsibility to the communities in which we operate.

Our actions are led by 5 principles:

 Work to Give
 Word is a Bond
 Act Local; Think Global
 Partnership for Growth
 Advance Fearlessly

The Hinduja Foundation

At HGS, we echo and advance the ideologies of Parmanand Deepchand Hinduja, the
founder of the Hinduja Group. In 1944, he set up The Hinduja Foundation, a public
charitable trust, borne from a life-long conviction that philanthropy is a sacred social
responsibility of all enterprise. The Foundation has a broad spectrum of objectives
and conducts its activities across offices in India, the USA and the UK. It is
associated with a number of philanthropic activities in areas of healthcare, education,
and social welfare.

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 Local Relevance
HGS believes in being locally relevant and is committed to making a positive
contribution to the communities in which we operate and thrive. Across the globe, our
regional offices play an important role in designing, implementing and monitoring
community outreach programs through active collaboration with universities,
charities, NGOs and clients to promote education, fund cancer research, stimulate
entrepreneurship, provide disaster relief or improve life for under privileged children.
Our community engagement programs also reflect elements of our global
sustainability strategy which maintain a firm focus on carbon footprint reduction,
local sourcing and elimination of energy/water wastage.

HGS Veterans Program

We run a highly successful employment program for military veterans and their
families in the USA. The program, which runs in partnership with several US
universities, offers tuition reimbursements, competitive salaries and benefits packages
to military veterans and their families. To date, the program continues to support and
nurture the career growth and development of men and women who have dedicated
their lives to protecting their nation. It has empowered thousands of veterans and their
families to better their lives through education and advance their life prospects at
HGS.

Credentials
AWARDS WE'VE WON
2016
 Frost & Sullivan
Best Practices Award

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 Best Use of Technology in Customer Service

 Sales Support Practice of the Year

 Outsourcing Partnership of the Year

 Best Self Service Technology of the Year

21
 2015
 Best Medium Outsourced Contact Center

 Best Outsourcing Partnership

 Best Customer Service for Small Center

22
 Best in Customer Service

 Best Large Contact Center

 Best Medium Contact Center

23
 Customer Service Department of the Year

 Best Outsourcing Partnership

 CIOReview Recognized HGS in the Top 20 Most Promising BPM Solution Provider

24
 CIOReview Recognized HGSin 20 Most Promising Customer Experience Management
Solution Providers 2015

2014
 Customer Service Department of the Year
- International Business Awards

 Best Large Contact Centre

- European Call Centre and Customer Service Awards

 Best Outsourcing Partnership Finalist

- CCA Global Excellence Awards

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 Customer Service Department of the Year

 Best 20 Companies
Healthcare
 Best 20 Leaders
Transaction Processing Services
 Best 20 Leaders
Customer Relationship Management
 Best 10 Leaders
Healthcare
 Best 20 Leaders
Retail & Consumer Goods
 Best 20 Leaders
Telecommunications
 Best 10 Leaders
Southeast Asia
 Best 20 Companies
Canada

2013

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 Best Mid-sized Contact Centre
- Global Contact Center World Awards

 Best Outsourcing Partnership Finalist

- CCA Global Excellence Awards

 Best Outsourced Provider

- Call Center Excellence
 Best Outsourced Provider Runner Up
- Call Center Week
 UK North West Employer of the Year

2012
 Partner of the Year
- Airtel (3 times in the last 6 years)

2011
 200 Best Under a Billion
- Forbes Asia

27
 2010
 Ranked #2 in the "Best Global Call Center" category
- Global Services Awards - Global Services Media, 2010

AWARDS WE'VE HELPED OUR CLIENTS WIN

 2013
Ranked 11th in Top 50 Companies for Customer Service

 2012
SQM Award for Call Centre of the Year Finalist
 2011
SQM Award for Highest CSAT Credit Card Industry
 2009
SQM Award for Highest CSAT Telecom Industry
 2007
SQM Award for Most Improved FCR / CSAT Award

Vision, Mission & Values

Our Vision
To be a globally preferred business process transformation partner for our clients,
creating value in their business through innovative outsourcing solutions.

Our Mission
Make our clients more competitive

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Our Values
Seven values that weave the different cultures across HGS and its subsidiaries into
one fabric

Client Testimonials
UK Visas and Immigration International Enquiry Service
Having a supplier that is adept at managing complex self-service projects has proven
invaluable., HGS is providing strategic as well as operational support as we continue
to define the role of digital channels in UK Visa and Immigration.
Alison Sharpe - Service Manager

NGO
I want to express my deepest appreciation for the help, support, and opportunities you
all have offered me on executing a successful T20 world cup. I feel very grateful to
all of you. Without your help, I doubt we would have been able to carry out a mega
event in such a proficient manner.
Founder and Director

North America's Largest Window and Door Manufacturer

To our valued business partners at HGS, I would like to extend a sincere Thank You
for the work you have done supporting our new line of business. It has been made
abundantly clear, that through your efforts we have achieved significant reduction in
escalated calls, executive contacts and frustrated customers.

With your successful implementation of this process, you have taken a potentially
negative customer experience and turned it into a better experience where the
customer is involved in the decision making process, thus strengthening our brand
and increasing our reputation in the marketplace.

It is with great anticipation that I await of even more positive feedback from our
customers as you continue to offer these new options to our customers.
Senior Vice President

Leading Provider of Communications and Media Services

In the past year, HGS, due to flexibility and adoptability, managed to secure a few
additional projects, and now two new business lines. Their performance ranks
among highest between the other vendors here.

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Vendor Manager

World's Largest Car Sharing and Car Club Service

I wanted to take quick moment to acknowledge the help of the HGS team. They've
been an excellent partner for us as we try to get back on our feet. At times over the
past 72 hours, they have been our ears while we've hit the pavement to confirm the
status of locations and vehicles. Through our partnership we've been able to help
thousands of members get on their way safely in very trying times. I have seen in
tickets members looking to evacuate, get to loved ones, and help friends and
family. HGS has been great in handling all situations, in some cases with blind
knowledge while we've been assessing our inventory and fleet. Thank you HGS team.
You were extremely helpful.

Client Testimonials
Fortune 50 Healthcare Company
Wow! You have again exceeded all expectations. I am truly touched and humbled. I
am proud to have family around the world. Family, love, trust and appreciation are all
words that come to mind when I think of each of you. Thank you so much for sharing
the special moments with me.
Business Information Management Analyst

Fortune 100 Healthcare Payer

The information you shared with us was extremely valuable in understanding your
operations. I look forward to learning more about the Governance Process you use to
drive accountability and improve performance. I believe it might be something that
we can replicate with our stateside teams.
CIT Director

Leading Southeastern US Hospital

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believe it is the right match for us. As previously shared, I must say I have never been

30
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care industry than I have experienced with your firm.
Head of Customer Service

Fortune 100 Financial Services Client

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Your management team recently shared with us your successful quality scores. You
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HGS's voice contact center services are integral to the balance of both traditional and
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31
 CHAPTER – III

REVIEW OF LITERATURE

32
3.1 REVIEW OF LITERATURE
3.2 HUMAN RESOURCE MANAGEMENT:-EVOLUTION
3.3 HUMANISED WORK THROUGH WLB
3.4 JOB ENLARGEMENT VS. JOB ENRICHMENT
3.5 THE HUMAN RESOURCE DEPARTMENT’S ROLE

33
3.1 REVIEW OF LITERATURE-

Article
Websites
https://pdfs.semanticscholar.org/dedf/915da8b7b39c4068ed2466ef13cc0314f831.
pdf

1. Lau (2000)studied on Work life Balance and performance to provide ad

hoc analysis of two key elements of the service profit chain and find out the relation
between in growth and WLB. This research evaluated the performances, in terms of
growth and profitability, based on a sample of WLB and S&P 500 companies. 29
WLB companies remained for the purpose of this study. The control group consisted
of 208 service companies selected from the list of S&P 500. The results showed WLB
companies have ahigher growth rate, measured by the five-year trends of sales growth
and asset growth than that of the S&P 500 companies. The results also indicated that
WLB companies indeed enjoyed higher growth rates than those of S&P 500
companies, and their differences are statistically significant. On average,
WLBService companies have an average sales growth rate while the control group
companies have below average.

2. David Lewis et al (2001)studied on the extrinsic and intrinsic determinants

of Work life Balance . The objective of the research was to test whether extrinsic or
intrinsic or prior traits test predict satisfaction with WLB in health care. The variables
used extrinsic traits: salary or other tangible, intrinsic traits: skills, level, autonomy
and challenge, prior traits: gender and employment traits, co-workers,
support,supervisor, treatment and communication. Survey was conducted in 7
different health care and respondents was 1,819/5486 staff (33%). Data was gathered
from the circulate questionnaire and test applied for data analysis was regression
method and factor analysis. The findings showed pay, supervisor style, commitment
and discretion, all play a role in determining WLB. Female employees were less
satisfied with these traits than male.

3.

34
4. Md. Zohurul Islam et al (2006)investigated of WLB and organization
performance in Dhaka processing zone .The objective of research is WLB is
hypothesized to directly or indirectly influenced organizational performance and
identify the relation between WLB with OP = Organizational Performance WLB =
Work life Balance JS = Employee Job Satisfaction WAGPOL = Company wage
policy COMPOL = Company policy UNION = Union. The variables of the research
used OP,JS, WP and UP. Simple random sampling method used for data collection and
the test applied to data analysis was chi-sq.uare test and regression .Finding of the research
showed WLB is not significant relation with OP,union,wage,job satisfaction and company
policy is highly significant with OP with thelevel of significant 5%. When dependent variable
is job satisfaction then company policy, WLB has positive significant relationship with Job
satisfaction. Variable Union policy has positive relation but no significant with JS WLB is
related to Job Satisfaction. Organizational performance taken as a dependent variable then it
showed that WLB has no significant relationship with Organizational Performance.

5. Linda K. Johnsrud (2006)studied on Quality of faculty work life: The

University of Hawaii to describe the changes in WLB from 1998 to now. The
objective of the study was to find out the current level of satisfaction. Variables were
used Relations with the department chair, campus service, community service, faculty
relation, salary and demographic factor. The study included all 3,490 members of the
UH faculty and /marks the first time that this survey was conducted entirely online
and yielded 1,340 responses for a 38% return rate and to analyze the data T- test was
used by the researcher. The result showed that salary was the main variable for
satisfaction from year 1998 to 2006. Faculty relations and community services is the
most positive elements in faculty work life and other finding was campuses’faculty
are generally more satisfied than others.

6. J. Gnanayudam&AjanthaDharmasiri (2008)studied Influence of Work life

Balance on organizational commitment by investigated on unsatisfactory level of
commitment among workers in medium and large organizations in the apparel
industry in Sri Lanka. A convenient sampling technique was adopted for the research.

35
The sample size was limited to 87 workers and Pearson correlation used for data
analysis. The result showed that WLB has a positively significant relation with the
commitment and moderator effect of HRDC on the relationship between WLB and
Commitment.

7. Normal and Daud (2010)investigated the relation between WLB and

Organizational Commitmentamongst employees in Malaysian firms. The objective
was to investigate the relationship between WLB and Organizational Commitment
and to identify the extent of WLB of employees. A random sample of 500 employees
was taken at the supervisory and executives’ levels in various firms in Malaysia
received the questionnaire. Of these,

360 useable responses were returned and analyzed, which represented a 72% response
rate. Research based on the Quantitative approach and random sampling method used
for data collection. Variables adopted for the research were Dimensions of WLB:
growth and development, participation, physical environment, supervision, pay and
benefits social relevance and workplace integration, dimensions of OC: affective
commitment

7.W.N. Thalang et al (2010)studied onqualityof work life indicators as a corporate

socialresponsibility of electrical and electronics private Organizations in Thailand.
Objective of the research was finding out the Work life Balance Indicators as a
Corporate Social Responsibility. It is a documentary research and data were collected
from the in-depth interview with experts and specialist and multiple research method.
Health environment, total life span, work life balance, adequate and fair
compensation, social integration support used as dimensions of WLB and four major
dimensions of CSR, namely: economic, environmental, social and ethics used as a
parameter. The result showed that WLB indicates perception about for a more
effective CSR, developing a good Work life Balance (WLB) is crucial.

8. T. Ayesha et al (2011)have done worked on WLB among male and female

employees of private commercial banks in Bangladesh to find out there is any
significant difference among male and female bank employee’s perception over WLB
issues. Researcher adopted convenient sampling to data gathering over a sample 192

36
employees and factor analysis and consistency Wilcoxon analysis, Mann –Whitney-
U test and Bartlett test for analyzed data. The dimensions of WLB used job design,
employee relation, working environment, socialization efforts, adequate and fair
compensation, opportunities to develop human, growth and development, flexible
work schedule, job assignment, work and total life span and in demographic factor
age , gender and experience was used. Finding of the research showed male
employee’s perception differs from the female employees its means management of
banks are more concerned about the job design of the male employees. The second
finding about perception said that male’s perception more positive compared
female’s employees except in the terms of socialization.

9. B.Alireza et al (2011)researched on the Relationship between Work life

Balance and Demographic Characteristics of Information Technology Staffs
Relationship b/w WLB and demographic characteristics of IT staff with objective
Measure the relation b/w WLB and demographics. The dimensions of WLB used as
fair compensation, safe and healthy environment, growth and security, social
relevance, life span, social integration, development of human capacities and age,
gender, work experience income has taken as demographic factors. Data gathered
from the 5 IT companies over 292 employees and ANNOVA one way used for the
data analysis. Result showed there is no significant relation found between gender
and WLB but positive significant relationship between IT staff and WLB, work
experience and WLB and income and WLB.

10. D. Chitra et al (2012)focused on Employees’ Perception on Work life

Balance and Job Satisfaction in manufacturing organization – an Empirical study.
The objective was to find the perception of employee’s impact on Job satisfaction.
Convenience sampling method used for the data collection and questionnaire received
251 employees out of 460 employees. Three variables of WLB were used such as
meaningfulness, pessimism about organizational change and self- determination and
job satisfaction. Test used for data analysis were factor analysis, Bartlett test and
Kaiser-Meyer-olkin. The Findings showed that three WLB variables are significantly
related to job-satisfaction and perception of employees towards WLB also directly
related to Job satisfaction. There is no satisfaction towards other job-related aspects
such as health care benefits, working environment, flexible work, relationship with

37
peers and superiors.

11. ChandranshuSinha (2012),factors affecting Work life Balance : Empirical

Evidence from Indian Organizations. Sampling size was taken for this research was
100 employees and Career growth & development, Organizational Culture, emotional
supervisory support, flexible work arrangement, employee motivation, Organizational
commitment, job satisfaction, rewards and benefits and compensation used as a
dimension of WLB. Dataanalyzed through Kaiser Meyer Olkin which determine the
sufficiency of the sample size and Bartlett test of sphericity was calculate the
meaningfulness of the correlation matrix and factor analysis. According to this
research paper comes on conclusion that profit of successful organization is not
achieved at the expense incurred to the employee by organization.

12. Ayesha T. (2012)evaluated the Work life Balance of the faculty members
of private universities in Bangladesh with the objective is to investigate the factors
affecting the overall perception of WLB. Dimensions of WLB was taken fair
competition, growth security, work and life system, development human capacities,
social integrate, social relevance. The method used for data collection was cluster
sampling. Spearmen’s rank correlation technique was applied which is suitable for
ranking data and also the test is non-parametric. Results after test showed dimensions
are significantly co-related with WLB. There is highly satisfaction in the female
regarding WLB dimensions compared to male. Teaching experience of less than one
year is more positive about their WLB and its related dimensions compared to
experiencedteachers.

13. S. Mortazavi (2012)studied the Role of the Psychological Capital on Work life
Balance and organization performance. Data was collected from nurses of four
hospitals in which two hospitals were private and two hospitals were public. Sample
size was 207 nurses which were selected random sampling method and Self-
efficacy,Optimism, Hope, Resiliency, Survival Needs, Belonging Needs and
Knowledge Needs are treated as exogenous variables and Psychological Capital and
WLB are treated as endogenous variable. For data analysis researcher used scale
means, reliability, and inter-scale correlations. One of the most important factors that
plays positive role is Psychological Capital of human resource of that organization.

38
Research shows that Psychological Capital is a more state-like factor than
personality traits and WLB has positive and significant relation with organization
performance.

14. Mina. P et al (2013)studied on Relationship between self –esteem,

organizational attachment and perceptions of WLB in Jihad-e-Keshavarz
Organization of Isfahan. The objective of the research was to find out the relationship
between self-esteem organizational attachment and perception ofWLB.Samplesize
has taken 195 employees and simple random sampling for data collection. Pearson
correlation coefficient and multiple regressions were used to analysis the data.
Variables studied that were dimensions of WLB: Employee participation, career
development, problem solving, job security, employee communication, job pride, fair
pay, industrial safety and protection, and organizational identity, Dimensions of
self-esteem: self-acceptance, living consciously, self-responsibility, living purposely,
personal integrity and self- assertiveness, dimensions of Organizational attachment:
Organizational Commitment, Job Satisfaction, intend to leave the organization, group
coherence, organizational identity and organizational interest Findings showed that positive
relationship between dimensions of Organizational Attachment and WLB.There is a Positive
relationship between pillars of self-esteem and dimensions of WLB.Self-
responsibility,integrity,fair pay with living purposefully,living consciously, self-
acceptance,job security with purposefully are not co-relatedwitheachother.Self –esteem is co-
related with organizational Attachment.

15. NoushinKamaliSajjadet al (2013)studied on relationship WLB and

Organizational Commitment due to this research researcher wanted to recognize
relationship between WLB and OC and its components. The methods used were
random stratified sampling for data gathered. To analyze the data, Pearson correlation
coefficient used to calculate the rate of significant relationship between components
Kolmogorov-Smirnov test to identify the statistical population normality. Variable
used the findings pertained that there is direct and significant co-relation between fair
and enough payment (salary and allowances) and Organizational Commitment and
also significant correlation between health security and work conditions and
Organizational Commitment and balance in work and other life aspects with
organizational commitment. Researches gave the rankingof dependent and
independent variable due to which social integration, cohesion and general space of

39
life had most related with job-performance .fair and enough payment and growth
opportunity and continuous security had least related with job-performance. Salary
and allowance have at least effect on Organizational Commitment.Health and
security,work condition most important factor affecting OC. Development is not
leastnot important factor affecting OC.

16. Aloys.N.K (2013)studied on working Environment Factors that Affect

WLB among Attendants in Petrol Stations in Kitale Town in Kenya. The objective
was to identify working environment affect WLB.The method used was exploratory
survey with coefficient of co-relation test for data analysis. Findings showed that
positive co-relation between work environment and mode of WLB job enrichment,
job rotation, autonomous,flexible workingtime,workgroups,career growth and
development, relation with supervisor. The result showed that there is no significance
relation between experience, career growth and development. Therewas the most significant
relationship between work environment and organizational trust then physical environment.
The relationship between colleagues and supervisor affects the work environment on WLB.

Empirical Review
For the better understanding of the nexus between WLB and Commitment, the
researchers have articles from 1970’s onwards. Assuming of the articles received
are listed below. WLB has its own impact in various dimension and industry.
International views a study has undertaken in different part of the world and found
remarkable outcomes. In a Canadian textile industry employees of midrange
companies were more satisfied with “working conditions”, “social integration”,
“constitutionalism” and meanwhile in active companies “work and life components
found to be in a better place (Wilcock, A., & Wright, M. 1991).Work life Balance
enhances workforce productivity and intern contribute organization (Cummings, T.
G., & Molloy, E. S. 1977). Transformational and transactional leadership styles
were significant predictors of Work life Balance and gender and income were not
significant antecedents of WLB (D Kara et al. 2018), There are several factors that
influencesWork life Balance . Positive relationship between implicit ethics
institutionalization and Work life Balance (Huynh,
P. N. 2017). One of the key factors are the demographic variable, significant
difference between the means of ages, experiences and qualification of the employees

40
and the factors influencing the Work life Balance . There was no significant
difference between the means of designations of the employees and the Work life
Balance (Krishna, V. M. 2017). In India by exploring Work life Balance functions in
various public-sector unit found to be positive correlation between the variable and
indicated one among the powerful management tool which significantly contribute to
employee motivation (Singh,
P. 2017).The problems associated with stress and job satisfaction are evident for
healthcare workers and nurses, a reliable tool to assess employees’ quality of working
life is required. Factors like Job and Career Satisfaction, General Well-Being, Home–
Work Interface, Stress at Work, Control at Work and Working Conditions are highly
influence WLB (D Van Laar et al. 2007), There is significant relationship between
Work life Balance (WLB) programs and quality of life (QOL). The most
influencing factors on quality of life (WLB)work environment followed by job
facets and factors like emotional

wellbeing, personal development, social inclusion and interpersonal relations found to

be most influence factors (HNarehan et al. 2014).Similarly,significant difference
exists between the local private and foreigncommercial bank’s employees’
perception over WLB and in the following factors ofWLB; adequate and fair
compensation, work and total life space, opportunity todevelop human capacities,
flexible work schedule and job assignment, andemployee relations (A Tabassum et al.
2011). Four dimensions namely WLB labeled, favorable work environment, personal
growth and autonomy, nature of job, and stimulating opportunities and co-workers
(TA Wyatt et al. 2001).

3.2 Human resource management:-evolution

The early part of the century saw a concern for improved efficiency through careful
design of work. During the middle part of the century emphasis shifted to
the employee's productivity. Recent decades have focused on increased concern for
the quality of working life, total quality management and worker's participation in
management. These three phases may be termed as welfare, development and
empowerment.
Thus, WLB is a comprehensive construct that includes an individual’s job
related well-being and the extent to which work experiences are rewarding,

41
fulfilling and devoid of stress and other negative personal consequences.

3.3 Humanised Work Through WLB

One option was to re-design jobs to have the attributes desired by people and re-
design organizations to have the environment desired by the people. This approach
seeks to improve WLB. There is a need to give workers more of a challenge, more of
a whole task, more opportunity to use their ideas. Close attention to WLB provides a
more humanized work environment. It attempts to serve the higher-order needs of
workers as well as their more basic needs. It seeks to employee the higher skills of
workers and to provide an environment that encourages them to improve their skills.
The idea is that human resources should be developed and not simply used. Further,
the work should not have excessively negative conditions. It should not put workers
under undue stress. It should not damage or degrade their humanness. It should not
be threatening or unduly dangerous. Finally, it should contribute to or at least leave
unimpaired workers’ abilities to perform in other life roles such as citizen, spouse and
parent. That is work should contribute to general social advancement.

3.4 Job Enlargement vs. Job Enrichment:-

The modern interest in Work life Balance was stimulated through efforts to
change the scope of people’s jobs in attempting to motivate them. Job scope has two
dimensions – breadth and depth. Job breadth is the number of different tasks an
individual is directly responsible for. It ranges from very narrow (one task performed
repetitively) to wide (several tasks).Employees with narrow job breadth were
sometimes given a wider variety of duties in order to reduce their monotony; this
process is called job enlargement. In order to perform these additional duties,
employees spend less time on each duty.
Another approach to changing job breadth is job rotation, which involves periodic
assignment of an employee to completely different sets of job activities. Job rotation
is an effective way to develop multiple skills in employees, which benefits the
organization while creating greater job interest and career options for the employee.

3.5 The Human Resource Department’s Role

The role of human resource department in WLB efforts varies widely. In some
organizations, top management appoints an executive to ensure that WLB and
productivity efforts occur throughout the organization. In most cases, these executives

42
have a small staff and must rely on the human resource department for help with
employee training, communications, attitude survey feedback, and similar assistance.
In other organizations, the department is responsible for initiating and directing the
firm’s WLB and productivity efforts.
Perhaps the most crucial role of the department is winning the support of key
managers. Management support- particularly top management support appears to be
an almost universal prerequisite for successful WLB programs. By substantiating
employee satisfaction and bottom-line benefits, which range from lower absenteeism
and turnover to higher productivity and fewer accidents, the department can help
convince doubting managers. Sometimes documentation of WLB can result from
studies of performance before and after a WLB effort. Without documentation of
these results, top management might not have continued its strong support.

Both employers and employees now better appreciate the importance of the Work life
Balance in an organization. Work life Balance is important to organizational
performance (Grayson,1973).Work life Balance is an important factor that affects
motivation at work (Ghosh, 1992).Work life Balance programmers has two
objectives: To enhance the (i)productivity and the(ii)satisfaction of employees
(Garden, 1984). Work life Balance is the quality of the content of relationship
between employees total working environment with human dimensions added to the
usual technical and economic.

43
 CHAPTER – V

DATA ANALYSIS &

INTERPRETATION

44
DATA ANALYSIS AND INTERPRETATION OF
QUALITY OFWORKLIFE

PERCENTAGE ANALYSIS

One of the simplest methods of analysis is the percentage method. It is one of the
traditional statistical tools. Through the use of percentage, the data are reduced in the
standard form with the base equal to 100, which facilitates comparison. The formula
used to compute Percentage analysis is,

45
 1. Why have you chosen to remain employed with the HINDUJA GLOBAL
SOLUTIONS ?
a) Career advancement opportunities
b) Challenging work
c) Salary
d) Employee benefits
e) Less travel
f) Supervision/management
Table No- 1
S. No OPTIONS RESPONSES PERCENTAGE
1 Career advancement 33 27%
2 Challenging work 19 16%
3 Salary 24 20%
4 Employee benefits 24 20%
5 Less travel 12 10%
6 Supervision/management 8 7%
TOTAL 120 100

CHART - 1

Career advancement opportunities

career advancements
7%
10% 27% challenging works
20% salary
16% employee benefits
20%
less travel
supervision

INTERPRETATION
From the above table it is interpreted that 27% of the employees responded that they
have been provided with career advancement opportunities, 16% respondents said
that they have been provided with challenging work, 20% of the employees said that
are fairly and equal justice was given in the remuneration provided, 16% of the
respondents were satisfied with the benefits and other allowances of the organization.

46
 2. Please rate the following items regarding your employment with the HINDUJA
GLOBAL SOLUTIONS ?
Positive work environment (relationships, values and culture)
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 2
S. No OPTIONS RESPONSES PERCENTAGE
1 Excellent 66 55%
2 Good 39 32%
3 Average 14 12%
4 Poor 1 1%
5 Very poor 0 0%
TOTAL 120 100

CHART – 2 Positive work environments

Positive work environments

0%
12%
1% Excellent
Good
32% 55%
Average
Poor
Very poor

INTERPRETATION
From the above table, it is confined that 55% of the respondents said that there is
healthier working environment (relationships, values and culture) existed. 12% of the
employees said that the working conditions of the organization are average. These
employees have to be given proper guidance and have to be encouraged by the
superiors.

47
3. Equitable compensation
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No – 3

S. No OPTIONS RESPONSES PERCENTAGE

1 Excellent 48 40%
2 Good 46 38%
3 Average 24 20%
4 Poor 2 2%
5 Very poor 0 0%
TOTAL 120 100

CHART – 3 Equitable Compensation

Equitable Compensation
2%
0% Excellent
20%
33% Good
Average
40%
Poor
Very Poor

INTERPRETATION
From the above table, it is interpreted that 73% of the respondents fully satisfied with
their compensation. 20% of the respondents are said that equitable compensation is
average. These employees have to be given fair compensation to their work.

48
4. Appropriate balance of work/life issues
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 4
S. No OPTIONS RESPONSES PERCENTAGE
1 Excellent 18 15%
2 Good 66 55%
3 Average 30 25%
4 Poor 6 5%
5 Very poor 0 0%
TOTAL 120 100

CHART - 4

work life balance

5%
0%15%
25% Excellent
Good
Average
55%
Poor
Very Poor

INTERPRETATION
From the above table, it is confined that 15% of respondents said that Excellent, 55%
respondents said that good, 25% of respondents said that average in balance of
work/life issues. 5% of respondents hadn’t satisfied. So that organization needs to
provide appropriate balance of work.

49
5. Flexibility in work schedule/telecommuting
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 5
S. No OPTIONS RESPONSES PERCENTAGE
1 Excellent 48 40%
2 Good 60 50%
3 Average 6 5%
4 Poor 6 5%
5 Very poor 0 0%
TOTAL 120 100

CHART - 5

Work Flexibility
5%
5%
0% Excellent
40% Good
Average
50%
Poor
Very poor

INTERPRETATION
Form the above table, it is observed that 95% of the respondents are satisfied with
their flexible work schedule. 5% of respondents are not satisfied. These employees
have to be given proper guidance and have to be encouraged by the management.

50
6. Training/educational opportunities
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 6

S. No OPTIONS RESPONSES PERCENTAGE

1 Excellent 44 36%
2 Good 48 40%
3 Average 28 24%
4 Poor 0 0%
5 Very poor 0 0%
TOTAL 120 100

CHART – 6

Training opportunities

0%
24% 0% Excellent
36%
Good
Average
40% Poor
Very poor

INTERPRETATION
From the above table, 36% of respondents said that excellent, 40% of respondents
said that good, 24% of respondents said that average on training opportunities. All
respondents were satisfied with their training opportunities given by the organization.

51
 7. On-the-job training and developmental experiences
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 7
S. No OPTIONS RESPONSES PERCENTAGE
1 Excellent 38 32%
2 Good 38 32%
3 Average 44 36%
4 Poor 0 0%
5 Very poor 0 0%
TOTAL 120 100

CHART - 7

On-the-job training and developmental

experiences
0%
0%
Excellent
36% 32%
Good
Average
32% Poor
Very poor

INTERPRETATION
From the above table, 32% of respondents said that excellent, 32% of respondents
said that good, 36% of respondents said that average on On-the-job training and
development. So finally, all of the respondents satisfied with their On-the-job training
and development.

52
 8. Opportunities for advancement
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 8
S. No OPTIONS RESPONSES PERCENTAGE
1 Excellent 32 26%
2 Good 50 42%
3 Average 38 32%
4 Poor 0 0%
5 Very poor 0 0%
TOTAL 120 100

CHART - 8

Opportunities for advancement

0%
26% Excellent
32%
0%
Good
Average

42% Poor
Very poor

INTERPRETATION
From the above table, 26% of respondents said that excellent, 42% of respondents
said that good, 32% of respondents said that average on Opportunities for
advancement. Organization need to provide career advancement opportunities to
employees.

53
 9. Appropriate resources and equipment to perform the job
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 9
S. No OPTIONS RESPONSES PERCENTAGE
1 Excellent 28 23%
2 Good 48 40%
3 Average 38 32%
4 Poor 6 5%
5 Very poor 0 0%
TOTAL 120 100

CHART - 9

Appropriate resources and equipment to

perform the job
0%
5% Excellent
23%
32% Good
Average
40% Poor
Very poor

INTERPRETATION
From the above table, 23% of respondents said that excellent, 40% of respondents
said that good, 32% of respondents said that average on Appropriate resources and
equipment to perform the job. 5% of respondents did not satisfy. Organization need to
provide appropriate resources in work environment.

54
10. Please rate the following statements regarding supervision received:
Sets clear goals/performance expectations
a) Always
b) Sometimes
c) Never
Table No - 10
S. No OPTIONS PERCENTAGE
RESPONSES
1 Always 86 72%
2 Sometimes 34 28%
3 Never 0 0%
TOTAL 120 100

CHART - 10

Supervision received

0%
28%
Always
Sometimes
72% Never

INTERPRETATION
From the above table, 72% of responded always, 28% of responded rarely they set
clear goals/performance expectations. Organization should facilitate an opportunity in
taking employees expectations into consideration.

55
11. Distributes workload equitably
a) Always
b) Sometimes
c) Never
Table No – 11

S. No OPTIONS PERCENTAGE
RESPONSES
1 Always 54 45%
2 Sometimes 66 55%
3 Never 0 0%
TOTAL 120 100

CHART - 11

Workload Equitably

0%

45%
55% Always
Sometimes
Never

INTERPRETATION
From the above table, 45% of responded always, 55% of responded sometimes on
distribution of workload.

56
12. Provides information needed to perform job
a) Always
b) Sometimes
c) Never
Table No- 12
S. No OPTIONS PERCENTAGE
RESPONSES
1 Always 72 60%
2 Sometimes 48 40%
3 Never 0 0%
TOTAL 120 100

CHART - 12

Provides information needed to perform

job

0%

40%
Always
60%
Sometimes
Never

INTERPRETATION
From the above table, 60% of responded always, 40% of responded sometimes on
information provided by management.

57
 CHAPTER – V

FINDINGS, SUGGESTIONS AND

CONCLUSIONS

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5.1 INTRODUCTION
The Work life Balance (WLB) is a wide term covering an immense of programmers’
variety, techniques, theories and management styles through which organizations and
jobs are designed so as grant employees more autonomy, responsibility and authority
than is usually done.
It is a comprehensive, department- wide program designated to improve employee
satisfaction, strengthening workplace learning and helping employees (Anonymous,
2005). A high Work life Balance is essential for organizations to continue, to attract
and retain employees (Sandrick,2003).
Many factors contribute to WLB which includes adequate and fair remuneration, safe
and healthy working conditions and social integration in the work org. that enables
an individual to develop and use all his or her capacities; it holds that people are the
most important resource in the organization as they are trustworthy, responsible and
capable of making valuable contribution and they should be treated with dignity and
respect. (Straw, R.J. and C.C.Heckscher, 1984).

5.1.1 OBJECTIVE OF STUDY

 To understand the meaning and objectives of Work life Balance at Hinduja
Global Solutions .
 To gain insight of the quality of working performance of employees over all
at Hinduja Global Solutions
 It is always not necessary that the employees respond interestingly to the
questions.
 As the respondents come from different walks of life, problems were
faced while interviewing them.
 To know the employees’ feed back towards the redressed of grievances by
Hinduja Global Solutions .
5.1.2 SCOPE OF THE STUDY
 The scope of project work is to get the opinions from respondents on the

issues mentioned earlier.

 It is limited to the twin cities of Hyderabad is confined to the urban areas as

therespondents are the subscribers of Hinduja Global Solutions services is
one form or the other.
 The principle of democracy: (meaning greater authority responsibility to

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 employees, it empires (WLB)
 Organizational changes.
 Employee’s participation in management.
 Security of employment.
 Rewards and recognitions

5.1.3 RESEARCH METHODOLOGY

Research methodology is the investigation of specific problem in detail. At first
problem is defined carefully for conducting research .There should be a good research
planfor conducting research. No research can be done without data collection. After
all this analysis is made for getting solutions for problem.
 Defining the problem
 Defining the sampling plan
 Collection of data
 Analysis and interpretation

Defining The problem :-

Defining the research problem is first necessary step for any research. This work
should be done Carefully .Here research problem is to know Work life Balance at
Hinduja Global Solutions

SAMPLING DESIGN :-

Sample element/sample unit

Our sample element consists of HR dept employees of Hinduja Global

SolutionsSample extent

Hinduja Global Solutions , India, Pvt, Ltd(HYD)Sample size

Across 100 employees of Hinduja Global Solutions are covered.

DATA COLLECTION:
Sources of data collection:
Primary Data
Primary Source of information is collected type job interview about WLB

Secondary Data Secondary data is collected from internet, registers, records,

journals, articles, magazines and annual reports of the organization.

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 Data collection Instrument: Questionnaire Design begins with an understanding of
the capabilities of a questionnaire and how they can help in research. If it is
determined that a questionnaire is to be used, the greatest care goes into the planning
of the objectives.

DATA SAMPLING:
Data sampling process includes the following steps that are sequentially shown
 Define the Target Population
 Define the Sampling frame
 Determine the sample size
 Execute the sampling process

Sample Size Design

It refers to the number of elements to be included in the study. Asample design is a
definite plan for obtaining a sample from a definite population. It refers to the
technique or the procedure the researchers would adopt in selecting items for the
sample. It is determined before data is collected. In this study
100 samples are collected from the employers.
Sampling Process
Convenience Sampling: A convenience is obtained by selecting ‘convenient’
population units. The method of convenience sampling is also called the chunk. A
chunk refers to that fraction of the population being investigated which is neither by
probability nor by judgement but by convenience.

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 5.2 FINDINGS

 Social security scheme as well as welfare measures that are undertaken by the
company are appreciable. These measures are not only for the company but also for
the employees through satisfaction levels a company can ascertain whether an
employee has shown his/her best performance on given job. Welfare measures of the
employees should be taken seriously by the top management to improve the
satisfaction level by providing various benefit field facilities to them.
 Each employee of Hinduja Global Solutions is responsible for the quality and
constant improvement of their work, environmental protection and protection of the
company’s property and information.
 The management of Hinduja Global Solutions supports its employees in their
personal development creating a favorable environment. In accordance with the
principles of occupational health and safety in order for them to be content and
deliver competitive
 Hinduja Global Solutions creates mutually beneficial and balanced relations with its
employees, contractual partners as well as the public.
 Hinduja Global Solutions is very particular about the prevention of environmental
pollution and theeconomical exploitation of natural
 Resources, using environmentally friendly materials and technologies. And it requires
the same from its contractors.

5.3 CONCLUSION

 The study was conducted in HINDUJA GLOBAL SOLUTIONS , Hyderabad,

Telangana. The Work life Balance was studied with respect to individual plants and
as a whole comparing these two plants.
 The Work life Balance was correlated with demographic factors of respondents’
employees and studied in detail.
 The most influencing factors of Work life Balance are ranked. While ranking, it was
found that Compensation of Employees, Opportunity for Growth and Development
and Working Conditions prevailed in the company dominated all other factors and
was ranked I, II and III respectively.
 Discriminant Function Analysis was applied to the respondents based on the

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 classification of employees based on the felt impact like low impact group and high
impact group. Length of Service, Cadre, Educational Qualification and Monthly
Income were found significantly discriminate the two groups.

Positive Impact

 High brand equity enjoyed by HINDUJA GLOBAL SOLUTIONS 

 State of the art infrastructure

 A vast variety of stuff available under one roof

 Everyday low prices, which attract customers

 Maximum percent of footfalls converted in sales

 Huge investment capacity

 Biggest value retail chain in India

 It offers a family shopping experience, where entire family can visit together.

 Available facilities such as online booking and delivery of goods.

5.4 SUGGESTIONS

 Improving more policies and some good entertainment and relaxation programs
for employees.
 Improving good relationship with employees and providing friendly environment in
theorganization.
 Making the employees to enjoy the work.
 Regular rewards and recognitions to be conducted.
 Establish career development systems.
 Help to satisfy the employees esteem needs.
 Gift vouchers for the top performers in the department for giving an
innovative idea for solving problems which is cost saving, time saving and is
beneficial to the organization.

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 5.5 LIMITATIONS OF THE STUDY
The below are the limitations faced by me when undergoing this project on Work life
Balance at Hinduja Global Solutions.
 It is always not necessary that the employees respond interestingly to the questions.
As the respondents come from different walks of life, problems were faced while
interviewing them.
 The information which I gathered isn’t purely based on primary data but also based
onsecondary data from the website of the company and magazines.
 It isn’t necessary that the information given by the respondents are very much true.
This analysis is purely based on the responses of the employees. No information is
either included or excluded from it.
 The sample size is 100. The study was confined to it.

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BIBLIOGRAPHY

65
 BIBLIOGRAPHY
Books referred :-

1. Anita, B., and Subba Rao, P., (1998), Work life Balance in Commercial Banks,
Discovery Publishing House, New Delhi.

2. Batra, G. S., and Dangwal, R. S., (2004), Human Resource Management New
Strategies, Deep and Deep Publications Pvt. Ltd, New Delhi.

3. Blue, Stone, Towards New Freedom of Work Place, in Ghosh and Kumar (Ed),
(1980), Encyclopedia of Commerce and Management, Anmol Publications, New
Delhi.

4. Cascio, W.F., (1995), Managing Human Resources, 4th den, McGraw-Hill, New
York.

Website:- www.HINDUJA GLOBAL SOLUTIONS .in www.HINDUJA GLOBAL

SOLUTIONS .in www.HINDUJA GLOBAL SOLUTIONS .com

Newspapers:- Times of India Deccan Chronicle

66
APPENDIX

67
 1. Why have you chosen to remain employed with the HINDUJA GLOBAL
SOLUTIONS ?
a) Career advancement opportunities [ ]
b) Challenging work [ ]
c) Salary [ ]
d) Employee benefits [ ]
e) Less travel [ ]
f) Supervision/management [ ]
2. Please rate the following items regarding your employment with the HINDUJA
GLOBAL SOLUTIONS ?
Positive work environment (relationships, values and culture)
a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]
3. Equitable compensation
a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]

4. Appropriate balance of work/life issues

a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]
5. Flexibility in work schedule/telecommuting
a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]

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 6. Training/educational opportunities
a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]

7. On-the-job training and developmental experiences

a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]

8. Opportunities for advancement

a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]

9. Appropriate resources and equipment to perform the job

a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]
10. Please rate the following statements regarding supervision received:
Sets clear goals/performance expectations
a) Always [ ]
b) Sometimes [ ]
c) Never [ ]

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11. Distributes workload equitably
a) Always [ ]
b) Sometimes [ ]
c) Never [ ]

12. Provides information needed to perform job

a) Always [ ]
b) Sometimes [ ]
c) Never [ ]

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