A

PROJECT REPORT
ON
“Effect of culture on leadership style of leader’’
At
SUBMITTED
BY
Pawar Pooja Vasant
Under the Guidance of
Prof. Nisha Wagh

In partial fulfillment of Requirements for the Award of Degree

MASTER OF BUSINESS ADMINISTRATION
DR. B.V. HIRAY COLLEGE OF MANEGEMENT AND RESEARCH
CENTRE
2020-21

DECLARATION
I hereby declare that this Project Report “Customer Satisfaction for Digital Marketing (Bajaj FinServ Ltd.
Malegaon)’’ at Bajaj FinServ Ltd. submitted by me is based on actual work carried out by me under the
guidance of Prof. Nisha Wagh. Any reference to work done by any other person or institution or any
material obtained from other sources have been cited and referenced. It is further to state that this work is
not submitted anywhere else for any examination.

Place: Malegaon PAWAR POOJA VASANT

Date:

1
ACKNOWLEDGEMENT

I would like to take this opportunity to express my deep regards towards all those who offered valuable
guidance.

I am highly obliged to my project guide Prof. Nisha Wagh without whose assistance this could ever see the
light of the day.

I would like to express my appreciation to all the people who have contributed to the successful completion
of the project.

PAWAR POOJA VASANT

2
STUDENT DECLARATION

I,Pawar Pooja Vasant (Name of Student) hereby declare that the project entitled
“ Customer Satisfaction for Digital Marketing (Bajaj FinServ Ltd. Malegaon) ” is a
genuine and original work for the partial fulfillment of Master in Business Administration to Savitribai
Phule Pune University. To the best of my knowledge, any part of this context has not been submitted earlier
for any degree, or Certificate examination. The collected data and certificate are true. Further I undertake
that I will be solely responsible for anything arise out of unfair mean.

Date: - / /

Place: -

Name:……………………..

Sign: ………………………...

INDEX

Chapter No. Title of contents Page No.

1 Introduction 1-6

3
 Project Profile 7-12
Objective of the study
2 Scope the Study
Limitation of Study

Company/Organization Profile (Including 13-17

3 Company/Organization chart)

Research Methodology 18-28

4 Statement of the problem
Research Design
Hypothesis if any
5 Data Interpretation 29-37
(Chart, Graph, Diagrams)
Finding 38-41
6 Suggestions & Recommendations

7 Conclusion 42-44

References 45-48
Appendix

4
INTRODUCTION

5
In today’s world every successful employee has to pass through the dilemma of work life balance in
personal and professional life. A major portion of employees’ productive time is spent at the workplace.
Any problem either at the workplace or in the family will definitely disturb the overall performance so it is
necessary to address the various factors related to work and family which can directly or indirectly affect
the overall performance of employees and job satisfaction. Thus Work-life balance is about effectively
managing the juggling act between paid work and other activities- including spending time with family.
Balancing these two extremes is the cause of burn out of employees and hence the employers recognized
this as an important factor and want to introduce the work life balance strategies, plans and formulate
polices to improve the employee morale, motivation and productivity. Work life balance does not mean
working less to fulfill personal responsibilities at the cost of organizational productivity. In fact it is to work
productively and improve the personal life simultaneously. The work life balance practices achieve
retention of the employees. This paper enlightens the wide options for employers and employees to link
work life balance practices for effective organizational magazines, reports and studies were referred for the
conceptual frame work of the study and personal performance. This study is based on primary sources of
data and to some extent secondary sources. Various refereed journals, books and literature on the subject,
newspapers, The data was collected by distribution of close to 300 questionnaires in Coimbatore
government hospital. The percentage of response was in overall 100%. To know the perception level
percentage method included in the questionnaire with close end options. Questions have covered
demographic factors like age group, designation, years of working, family size etc. The analysis is carried
out on the basis of socio economic profile and general perception towards the personal and professional life.
This study tries to identify the work life balance issues in Government Hospital Employees of Coimbatore
District.

In a society filled with conflicting responsibilities and commitments, work/life balance has become a
predominant issue in the workplace. Three major factors contribute to the interest in, and the importance of,
serious consideration of work/life balance: 1) global competition; 2) renewed interest in personal lives/
family values; and 3) an aging workforce. Research suggests that forward-thinking human resource
professionals seeking innovative ways to augment their organization’s competitive advantage in the
marketplace may find that work/life balance challenges offer a win-win solution. 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 a different programs such as flexible
hours, shifts, team outing, day care centers, health care centerzs, 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.Lack of work flexibility, high work pressure and
longer working hours are stressing out many BPO industry workers, reducing their job performance and
productivity as well as causing broken homes. In the community, there is growing concern that the quality
of home and work life is deteriorating. These have resulted to poor employee input and performance at their
job place, because an employee, who finds it difficult to properly balance his or her family life, tends to also
have difficulties managing tasks at his or her workplace, therefore resulting in poor employee performance.
6
Moreover, there is a view, widely promoted by some management professionals but not strongly supported
by sound empirical evidence, that workers are less willing to display unlimited commitment to the
organization. One reason offered for this is the changing nature of the psychological contract at work;
turbulence in organizations has made it less feasible to offer secure progressive careers and therefore to
justify why workers should be committed.In the traditional era, the women were confined to household
work like cooking, washing, cleaning, taking care of children, etc. They were considered as home makers
and were deprived of the right or opportunity to go outside home. But now the story is different. Apart from
home maker role, they also have a significant role to engage even outside the home. With the increase in
cost of living on one hand and the improved education and employment opportunities on the other

7
2 PROJECT PROFILE

8
2. PROJECT PROFILE

2.1 Objective of the study

The objectives of the project report are as follows:

 To know the demographic details of the respondents.

 To study the existing system of Work-Life Balance of Employees in Information Technology Sector.

 To find out the factors influencing Work life balance of Employees.

 To analyst the benefits of Work life balance.

 To suggest suitable strategies to improve the level of Work life balances

 To identify the factors that impact the employees work life balance.

 To know the relationship between employee’s job and its impact on employee’s personal life.

 To know the relationship between the supervisors’ support and employee’s job performance.

 To find out reasons for work life balance of employees in CANDID BPO services, Mumbai.

 To gain an insight in to current work time policies and practices, as well as work life balance issues
in CANDID BPO services.

 To find out effectiveness of work life balance of employees in CANDID BPO services, Mumbai.

 To find out how to improve work life balance of employees in CANDID BPO services, Mumbai.

9
2.2 Scope the Study

The study covers the various aspects in employee work life Balance and measured increase in productivity
accountability, commitment better team work and communication improved morale, less negative
organizational stress.

The present study is confined to women employees in Bangalore city. Bangalore city is one of the
developed cosmopolitan cities in India. Women employees who have been working in different
organizations covering different sectors like Banking, Insurance, Education, IT, BPO and Health care were
considered for the purpose of the study

2.3 Limitation of Study

In the present scenario, due to many changes happening in the work place and family systems, a vast
majority of women are finding it difficult to achieve a desired Work-Life Balance. In comparison with men,
women have more responsibilities at home. Though there are studies on WorkLife Balance, relatively there
are fewer studies on work-life balance of women employees. The studies were more confined to sectors like
IT/BPO. Therefore there is a need to study how women are balancing their work and family life in different
sectors like IT, BPO, health care, education, insurance and banking.

10
 3 Company/Organization Profile
(Including Company/Organization chart)

11
  COMPANY PROFILE

CANDID BPO provides specialized end to end solutions in the Acquisitions and Marketing Services for
Telecom / Real Estate and Finance Sector. We offer Outbound, Inbound, Lead Generation, Lead fulfilment,
Documentation – Pick up & scrutiny, Backoffice management, Audit (specialized on filed audit) at a very
competitive cost with highest quality guaranteed. Qualified Workforce Stringent recruitment process and
continuous training of our employees ensure that you always have qualified workforce at your disposal.
Easy Scalability Whether you need five workstation for your business process or fifty, we assure that the
scalability will be easy and smooth for your business needs. Quality Service At CANDID quality is given
the highest priority. Our quality control process enables us to provide quality service to our customer. We
believe that a Happy Customer = Repeat Business. LEAD MANAGEMENT We specialized in lead
generation and lead fulfilment using different channels for acquisition of quality leads for your business.
Wouldn‘t it be nice if every person you talked to was an ideal candidate for your product or service?
Imagine a world where interested consumers came to you – and you knew exactly what 28 they wanted,
how they got there, and that to win them over, all you had to do was provide the right information faster
than your competition. While that sort of sales utopia may always remain a dream, modern technology is
helping to streamline the overall sales experience. Lead management is one such feature helping businesses
track and optimize the entire sales process. If you‘re new to sales or marketing, you might not be familiar
with the concept. Below, we explain how it works and why your business needs it. What is Lead
Management? Lead management is the process of tracking and managing prospective customers.
Sometimes referred to as customer acquisition management or contact management.

It generally encompasses the following processes:

 Lead generation:

Businesses create consumer interest and inquiry into products or services through a range of marketing
tactics. These often include blog posts, advertisements, white papers, social media, events, and PR
campaigns.

 Customer inquiry and capture:

Consumers of marketing respond with interest and their data is recorded. This creates a sales lead.

 Filtering, grading, distribution, and contact:

Leads are sorted by the validity of the request, prioritized based on likelihood of becoming a customer, and
then dispersed to sales reps to be contacted. Depending on the size of your marketing program, a lot of work
can go into defining how to accurately categorize and sort individual leads. Lead nurturing: Leads are sorted
by contacted or uncontacted and scheduled for follow-up processes. They may be put into drip-marketing
campaigns, or followed-up with on the phone by a company rep. 29 If the process ends with a sale, the lead
has successfully traveled down the sales funnel and emerged as a customer. But the work doesn‘t end there.
Lead management becomes more complex as companies scale – managing 200 leads is a lot different than
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managing 2,000 or 20,000 or even 200,000. And when those leads turn into customers, businesses must
continue to nurture those relationships. In short, follow up is critical to maintaining high levels of customer
satisfaction and sales efficiency. Lead vs. Customer Lead management is often mentioned as a feature when
discussing customer relationship management (CRM), so it‘s sometimes difficult to figure out the difference
between the terms.

 Prospect:

person in your target demographic and market

 Lead:

person in your target demographic and market, who wants to learn more about solutions you offer

 Customer:

a person who‘s purchased your solution Although this seems clear, even a straight forward process can
become complex as your business begins to produce a variety of sales opportunities. Lead management
makes your sales team more effective by creating a pool of interested consumers and then filtering out the
unqualified leads. After all, it‘s more efficient for a sales rep to call 10 qualified leads than 30 unqualified
ones. Why You Need Lead Management The process of managing leads helps businesses understand which
tactics are bringing in the best leads, so you can optimize your sales strategy to be both effective and
efficient. Additionally, since lead management documents a person‘s full history of interactions and
experiences with your company, you can analyze exactly how a person was converted from a prospect, to a
lead, to a customer. 30 Besides the marketing benefits, it can have a huge impact on the bottom line. As you
can see in the infographic below, up to half of all leads will go with the first vendor that responds: How lead
management helps businesses To successfully manage these sales funnels, automated databases are
becoming more and more popular. The sales process should integrate with lead management seamlessly,
which is why more and more CRM software is offering these features. Automating the sales process means
calls, demos, and meetings — and even revenue — aren‘t falling through the cracks. Lead management is
the backbone of a successful sales operation. Without effective leads, there‘s no need for a CRM or even a
sales team in the first place. This concept covers the first step in the sales cycle to create qualified
opportunities, and ultimately, satisfied customers. IN-BOUND / OUTBOUND CALL Our in-bound and
outbound teams are well trained in telephonic etiquitte and are assigned for work after thorough training.
Inbound and outbound customer service provide various forms of support to your customers by telephone.
Inbound customer service is the traditional approach to telephone-based customer service. Here, the
customer calls your company with a service request or an inquiry. Outbound customer service represents a
more proactive approach. An agent from your call center contacts customers to follow up on a service issue
or to notify customers of new products or policy changes. 31 Inbound Service An inbound customer service
facility works best when it provides customers with a single point of contact for all their service questions.
Customers ring a single number to order products, make a payment, register a purchase or obtain product
information. They can also place a support request or make an inquiry about a product. The agents handling
the incoming calls must have the product and technical knowledge to deal with the call personally or, if
necessary, transfer the call to a specialist. Customers appreciate the convenience of a single point of contact,
provided they receive an appropriate response. Service Standards Maintaining a consistent standard of
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service at all times can prove costly. The call center must have enough agents on duty to answer calls
quickly and minimize waiting times for customers. However, incoming call volumes vary throughout the
day. Waiting times may increase at peak times, while agents may be underused during quieter times. Call-
center managers therefore aim to match staffing levels with call volumes to maintain prompt, convenient
service and control staff costs. Outbound Service Outbound customer service provides two important
benefits. Managers can make greater use of agents during quiet periods, improving productivity further.
Outbound calls can also strengthen customer relationships by increasing contact and improving the quality
of customer experience. A welcome call to a new customer, for example, reinforces the relationship and
provides an opportunity to offer additional products or services. Calling a customer for feedback after a
service visit demonstrates that you are concerned about the quality of service. 32 DOCUMENTATION &
AUDIT At CANDID we undertake document pick-up from your lead / customer and an un-baised scrutiny
of the documents. BACKOFFICE MANAGEMENT CANDID offers back office management to handle
various business process related to your business whether simple or complex. In an environment of constant
change, ever more demanding and competitive, private and public organizations have to maximize their
agility and their level of performance by refocusing on their core expertise. In this context, the necessary
changes to optimize customer relations management can be entrusted to a partner who is an outsourcing
expert. CANDID undertakes to improve your operational and financial performance thanks to the
systematization of your customer relations processes.

Features CANDID offers you the most suitable solutions to perform the daily
management activities in your customer contracts lifecycle:

 Handling business processes, whether simple or complex

 Services provided from our own skill centers or on your site

 Operations carried out directly on your own departmental systems or using applications which are
implemented and hosted by CANDID 33 Customer benefits

 Improve customer satisfaction by developing a responsive and efficient interface

 Guarantee excellence in processing, in terms of quality, security and continuity of service, to your
customers

 Benefit from new processing methods for complex documents (mixed formats, nonstandard, including
handwritten and multilingual)
 Gain more flexibility for your highly-seasonal activities

 Convert fixed costs into variable costs. Reduce overall costs by automating tasks and by sharing resources

 Free yourself up from investments which have to chase market and technology developments

 Benefit from the best organizational practices and real-time traceability to control your outsourced
activities

 Redeploy your resources internally to focus on your strategic activities

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  WORK-LIFE BALANCE

Work-life balance is a combination of interactions among different areas of one’s life, the advantages and
disadvantages associated with that balance/imbalance can affect multiple levels of society. The issue of
work-life balance has permeated the business community for decades (Carruthers, 2005; Spinks, 2004;
Parsons, 2002), and companies have responded with work-life programs to address the issues raised by their
employees (Roberts, 2005). According to a study by the Families and Work Institute (1991), the strongest
predictor of corporate family friendliness is change, such as downsizing, because the company sees worklife
balance initiatives as a way to retain workers All rights reserved 806 that during times of organizational
change, corporate culture becomes more malleable. According to the study of Spherion (2003), there were
96 percent said that an employer is more attractive when it helps employees meet family obligations through
options such as flextime, job sharing, or telecommuting. Perhaps more important, the survey found that
workers who take advantage of the work-life balance options their employers offer are 20 percent more
likely to stay with their employer for the next five years. Work-life balance is a concern not just for women,
but also for men who are tired of missing out on the rest of life. The challenge of work/life balance in our
society is unlikely to disappear. Identified and discussed as follows are four work/life balance trends.
Awareness of these trends will place the human resource professional in a position to better educate
management and work closely with employees.

 WORK-LIFE RESEARCH IN INFORMATION TECHNOLOGY SECTOR

Information Technology (IT) sector in India is doing very good. There are more job opportunities due to
the IT boom. Just after the completion of professional qualifications like B.Tech and MCA (engineering
graduates and computer post graduates), the applicants are getting jobs. The pay and perks are encouraging.
But the work life is highly complicated and highly demanding. There are many pulls and pressures during
the work life. There are too many commitments and deadlines and there are too much of unpredictable
peaks and troughs during the course of the working time. Managerial personnel have to work for long hours
and in different shifts to meet those deadlines. All these things make the work as a hectic activity and a
strenuous one and creating enormous stress due to work-life conflict there by hampering performance,
which is causing decline in productivity levels and also forcing them to leave organizations due to work-life
problems. Many organizations of Information Technology sector adopted work styles and organizational
practices from developed countries in the west. Workers were expected to work 24/7 × 365 days of the year.
To prevent such a work style from affecting worker health and productivity, workplaces offered services
traditionally associated with the family and non-work domain within their premises such as gymnasiums,
day-care facilities, laundry facilities, canteen facilities, even futons to sleep on if felt like a nap

 ROLE OF HR DEPARTMENT IN WORK LIFE BALANCE

Human Resource Development (HRD) Department can play a very crucial role in implementing policies
that aid in reducing work stress and work-life imbalance. Few initiatives that HR can bring forth are listed
below.

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 • Reduce unnecessary burden of fixed timings at work. If some of the work can be done even at home
during office hours, enables the professionals to do so.

• Job share – where you dovetail your work role with a partner of colleague

• Short-term or interim roles – working full time but a month here and a month there depending on the
individual contract

• Reduce bureaucracy – unnecessary time spent on procedural issues like approvals should be reduced. All
rights reserved 807

• Allow women employees to work from home especially during pregnancy and immediately after child
birth.

• Providing child care facilities can help retain employees.

• Facilitating fun and relaxation – parties and fun at workplace can provide some relief to the professionals.
Also leave options for travelling with family and compulsory offs after fixed time of continuous work
should be implemented.

The Effects of Work-Life Conflict

Work life balance is one of the most important social policy issues in today's 'knowledge society’. Work-
life balance is an issue for both parents . No employees can innovate, prevent mistakes and absentesim if
there are problems in his personal life-may be child sick or parents hospitalized. With nuclear families
increasing – this issue is getting critical, wherein both parents are working and how to take care of children
and elders. There are numerous houses in India wherein a child is likely to be without an adult. Just
watching movies, hanging on with video games will definitely lead to behaviour problems in future. NO one
wants to put future generations in such conditions. Long work hours and highly stressful jobs not only
hamper employees’ ability to harmonize work and family life but also are associated with health risks, such
as increased smoking and alcohol consumption, weight gain and depression. Work life conflict has been
associated with numerous physical and mental health implications. A recent global economic indicator
survey conducted by Regus Group revealed significant increase of work-related stress during last two years
in most of the countries. The highest increase was recorded where about 86% employees reported a rise in
stress. On the other hand, Netherlands recorded the least but still 47%.India ranked comparatively higher, as
57% of its workers said stress increased. Also, occupational stress induced diseased could total a staggering
loss of $200 bn [appox. Rs 7,800tn] in next ten years.

16
Working time and place

Before several decades, the workplace and hours were clearly specified. But today due to creation of global
organization and communication technologies, employees work at any time and on any day, in fact many
employees of global firms are “on call” 24 hours a day. Nowadays employers are in the habit of cutting
costs. Flexi time is one such work-life balance practice that does not add

students say that attaining a balance between personal life and work is a primary career goal. They want “a
life” as well as a job! Organizations that fail to help their people achieve work/life balance will find it
increasingly hard to attract and retain the most capable and motivated employees. Even the highest of
salaries and the most promising career opportunities are of little use if your private life suffers as a result of
too much work. Nowadays, when applicants decide on where to work, one major consideration is whether
companies encourage their employees to focus on their working and family life in equal measure. Today
work-life balance has become an increasingly pervasive concern for employers as well as employees and
when work and life balance, everyone wins. Demographic changes as seen in the increasing number of
women in the workplace and dual career families have generated an increasingly diverse workforce and a
greater need of employees to balance their work and nonwork lives. The researchers say that 1. The
healthcare expenses are almost 50 % higher who report high level of stress, 2. People who experience
work/life imbalance are three times more likely to suffer from heart problems, infections, injuries, mental
health problems and back pain, and five times more likely to suffer from certain cancers, 3. Workers who
have to take time off work because of stress, anxiety or a related disorder will be off the job for about 20
days Work life balancing programs start with Growth of the welfare provisions. Government mandated
welfare provisions as prescribed by labour legislations focuses on the facilitating factors to balance the work
and life. But this is the high time to go beyond welfare provisions. This is the time to shift our focus from
employee friendly to family friendly. 2. The Effects of Work-Life Conflict Work life balance is one of the
most important social policy issues in today's 'knowledge society’. Work-life balance is an issue for both
parents . No employees can innovate, prevent mistakes and absentesim if there are problems in his personal
life-may be child sick or parents hospitalized. With nuclear families increasing – this issue is getting critical,
wherein both parents are working and how to take care of children and elders. There are numerous houses in
India wherein a child is likely to be without an adult. Just watching movies, hanging on with video games
will definitely lead to behaviour problems in future. NO one wants to put future generations in such
conditions. Long work hours and highly stressful jobs not only hamper employees’ ability to harmonize
work and family life but also are associated with health risks, such as increased smoking and alcohol
consumption, weight gain and depression. Work life conflict has been associated with numerous physical
and mental health implications. A recent global economic indicator survey conducted by Regus Group
revealed significant increase of work-related stress during last two years in most of the countries. The
highest increase was recorded where about 86% employees reported a rise in stress. On the other hand,
Netherlands recorded the least but still 47%.India ranked comparatively higher, as 57% of its workers said
stress increased. Also, occupational stress induced diseased could total a staggering loss of $200 bn [appox.
Rs 7,800tn] in next ten years.
Working time and place Before several decades, the workplace and hours were clearly specified. But today
due to creation of global organization and communication technologies, employees work at any time and on
any day, in fact many employees of global firms are “on call” 24 hours a day. Nowadays employers are in
the habit of cutting costs. Flexi time is one such work-life balance practice that does not add any cost to the
employers but moreover it adds many benefits to the bottom line like improved retention, increased
17
performance apart from reduction of employee stress. Shell being one of the multinational companies
believes and practices employee diversity and work-life balance. Employees are given options such as
flexitime and work from home. Employees’ perception about work-life balance is assessed every year in
their Annual Global People Survey to see where the company stands and what should they do to help
employees achieve a healthy work-life balance. It advocates video or teleconferences to reduce business
related travel. It also organises midweek meetings to avoid weekend travel. It discourages overtime work
and taking work home on weekends. Personal leaves cannot be carried over to next year and are not
encashable so that employees will use personal leaves for self and family. These practices show the
organization’s concern for employee work-life balance.

Gender related problems in working time

Today’s married employee is typically part of a ‘Dual-Career Couple’, which makes it difficult for married
employees to find the time to fulfill commitments to home, spouse, children, parents and friends. In the
countries where the family care is still provided by women, work life balancing is at utmost priority. Rather
the global companies concern with the higher and higher productivity, work and life always should be
reflectd together because of the closed dependency between the productive and the reproductive sphere. The
assumption here is that societal development depends basically on social reproduction which means
upbringing children, sociality, education, creation of cultural goods and much more. The part time or the
flexible working time can be one of the solutions to deal with such gender related issues and can be
favorable both to the businesses as well as employers. It also can be a great tool to attract the qualified and
competent female employees. Infosys have launched “Infosys Women’s Inclusivity Network (IWIN)” in
2003 to create a gender sensitive and inclusive work environment in the company. This network addresses
the work/life balance and the developmental needs of their women employees. A special mentoring
programme for women was launched in 2008.

Child Care Employees

difficulties with childcare can undermine the competitive edge and success of organizations. Also child-
care costs create labor market barriers for parents who want or need work. Finding available, affordable and
high quality child care is a major concern for working parents. Employer supported child care refers to
various strategies-onsite and offsite, emergency/ backup care, subsidies and vouchers, resource and referral-
offered to assist employees with their child care needs. Diverse strategies provide different benefits for
employees. Employer- supported child care is an important business issue at intel; employer-sponsored
child care is a win-win situation. It is good for their children who benefit easily from accessible, high
quality care. For every dollar spend on child care three dollars are saved in absenteeism, turnover and work
disruption caused by child care problems. Our programs not only help intel employees but also communities
where they operate. Providing child care is one of the intel’s ways to make it a great place to work at.
Infosys created “Family Network Matters” in 2008 to help employees with parenting and work/life
balancing issues. Employees are given online expert counseling and provided referral services for daycare
and information on schools for their children.

Organizational Culture

It has been argued that the success of work life balancing programmes generally depends on the culture of
the organization. Ultimately the management plays an important role in making all implicit or explicit
choices regarding the adoption of workplaces practices, which make them enable to encourage or
18
discourage employees efforts to balance their work and family lives. As the supportive management culture
encourage the employees to take the benefits of such work/life balancing programs, the fear of negative
consequences can discourage the employees to take the benefits out of it. The supportive culture alone is
enough for grabbing the talented employees in the organization. The TATA groups, the oldest and largest
business conglomerates, known as most people focused company by having high rates in all the welfare
parameters. To manage the workforce diversity, the initiatives are tailored to balance their work and life
conflicts. They provide education programmes and education for family planning to their illiterate
employees. To support their female employees they provide crèches facility. By providing the facilities of
flexi-timings and by encouraging the formation of the program “Maitree” for the spouses of employees,
TATA has develop the supportive culture for bringing the families of the employees together.

Individual Approach in Achieving Work-Life Balance Keep a Log:

try and note all you work and activities for the week including working and non working activities. List out
your priorities and tasks you like most. Discuss this with your employer. Learn to say “no”: Saying no is an
art. Master this art by practicing it everyday and doing activities which you are capable of. Don’t carry the
guilt of saying no, no man can manage everything, and it will provide you with time to do activities of your
liking Leave work at work: Technology has invaded the drawing rooms and bedrooms of people as there are
no boundaries. Turn your work mobile and laptops off. If to pick up the phone is required ask if you can talk
tomorrow about it. Manage your time: organize household tasks efficiently. Its no point making a mess than
tiding it up. Prepare a weekly calendar for household tasks to avoid panic. Rethink your cleaning standards:
an unmade bed or sink of dirty dishes wont impact the quality of your life. Let go the urge of cleaning by
self. Nuture yourself: Develop a hobby, walking, listening to music, reading. Pamper and spoil yourself
after the hectic day. Set aside one night each week for recreation: Discover the activities you can do with
your partner, family or friends. Make time for activities you enjoy, it will help rejuvenate you. Protect your
day off: Try and relax at weekend by doing little work more on weekdays. Sleep: Never cut down your
sleep. There is nothing more dangerous, stressful and harmful to your health and productivity by cutting
your sleep. Seek Help: Don’t forget to ask help from doctors, psychologists, counselors or friends assistance
whenever needed. Share your stress, hardship with your friends, family or partner who ever you feel
comfortable with. Creating work-life balance is not one shot deal but continuous, ongoing process to be
practiced everyday till you master it.

Employers approach to work-life balance Part Time:

not very popular in India but in foreign countries, where a person can take advantage of working lesser
hours a week, so reduced work load and job responsibilities. Women with kids can avail this opportunity by
working at time the kids are at school.

Flexi time: Employers can provide “core hours” when an employee should be present and work around
different start and finish times. They can also help increasing the time by few hours so that an extra day off
can be provided at the weekend. Job Sharing: Again not popular in India. An employee can work for hours
he is comfortable with and share the job with person for other hours comfortable to him. They can adjust
time mutually. Working from home: this option is for normally software companies wherein employee can
take work home and finish it. If somebody in your family is unwell, or you want a change this option is
19
used. The Economic Times and Great Place to Work Institute joined hands to find out the best workplaces;
companies that cared for its employees and vice-versa. More than 500 companies signed up for this year's
survey, of which 471 met the strict eligibility criteria. According to this survey Google, Intel technology and
Makmytrip are the best companies to work. Following are some other organisations providing work life
balancing programmes.

20
ORGANISATIONAL CHART:

 The Influence of the Work–life Balance Strategies on the Retention of Talented

HR

Based on the literature of work–life balance strategies, the objective of this paper is to propose a model
encompassing the most relevant factors for retaining valuable HR in an organization. As can be seen, the
integrated model stems from previous research and has been analyzed together with the informants in the
case study. Results from information gathering, transcription, and a summary are described below.

21
22
Societal Changes Driving Work–Life Balance Policies

Firms no longer conceive HR as resources whose cost should be minimized, but rather as strategic assets. In
this regard, economic and social changes have led companies to become more involved in the problems of
HR at work and also in their personal lives.
Globalization and competiveness are critical issues when addressing HR management. The emerging
markets are nurturing their own growth through young HR, many of them coming from other countries [13].
As a result, the labor market has become global, leading to an interdependent economy [10]. Organizations
must be aware of this context in order to achieve and maintain a sustainable competitive advantage. In this
context, companies find themselves in a costly and complex situation to recruit and retain the best talent,
whatever their origins or culture might be [11]. From a general point of view, the most valuable HR are
those who are technological experts, operationally agile, and have a global mentality that works locally [14].
In addition to economic trends, social changes are also occurring. Almost two decades ago, experts in HR
and organizational behavior began to be concerned about the aging of baby boomers and the decrease in
birth rates, which would give rise to a talent crisis in companies [13].
In Europe, we are experiencing a “demographic winter”, which anticipates an immediate problem for the
recruitment and retention of talent [15]. Due to the aging of the population and the decrease in birth rates, it
is harder to find talent. Companies are forced to squeeze their older HR because of the lack of a younger
workforce
Furthermore, in the past 10 years, the Y generation, also known as millenials, have joined the labor market.
Currently, they compose the HR segment that is growing the most in the majority of countries. The
millenials have behaviors, values, and attitudes that are very different from those of the preceding
generations As an example, in contrast to the baby boomers, for these employees, family is more important
than work Additionally, feeling committed to an organization is a key factor for them. Consequently, they
are more interested in jobs that respect their free time and offer them opportunities to practice sports,
improve their training, or dedicate themselves to improving social well-being, above and beyond the salary
Finally, in competitive environments such as the current one, there is a continuous demand for HR to give
their best. Long work shifts and rigid schedules can decrease the predisposition to work and reduce
employees’ creative and innovative capacities Furthermore, difficulties in finding a balance between work
and personal life lead to stress and emotional fatigue, contributing to inefficiencies and mistakes [19]. These
elements have become an important source of HR turnover

Work–Life Balance Policies and Talent Management

In the highly competitive environment in which businesses operate, it is essential to rely on the most
talented employees, not only to develop the activities of the firm, but also to survive and succeed [2]. Talent
requires specific management, since HR are critical for business survival in the current situation of
complexity and uncertainty. The notion of talent is usually defined as “excellent abilities”, however it also
refers to key employees—those individuals with high potential who are particularly valuable for an
organization [1]. Accordingly, within the framework of strategic human resource management (HRM),
talent management practices are focused on the systematic attraction, identification, development,
engagement and retention, and deployment of talents [21]. All this has led many organizations to use talent
managers in HR departments.
Corporate social responsibility (CSR) is such a critical tool for talent management that some authors
advocate a co-created model, where CSR and HRM practices are designed together. On the one hand, CSR
23
policies are potential instruments to attract talented individuals to organizations given the higher levels of
attractiveness of socially responsible firms . On the other hand, CSR practices of firms can directly impact
the positive relationships between a company and the workforce. Thus, socially responsible firms will
facilitate employee identification with them, which in turn will influence employees’ commitment and
retention . From a general point of view, CSR as a long-term strategy is associated with firm-level
outcomes, such as firm performance and shareholders’ benefits Talent management practices also result in
different organizational outcomes, such as company attractiveness, the achievement of business goals, and
corporate profit. Moreover, these practices also have a positive impact on human resource outcomes, such
as job satisfaction, motivation, commitment, and trust in leaders .
It should be noted that substituting talented and valuable HR has high associated costs, while investing in
HR is much less expensive than replacing them The direct costs associated with the loss of these types of
workers include the costs of substituting them, the inactivity in their job position, the period of recruitment
and hiring, and the training of the new employee Some authors estimate these costs at between 1.5 and 2.5
times the annual salary of the lost worker Furthermore, there are also indirect costs, such as interruption of
work, loss of organizational memory, and decreased strategic knowledge and productivity . In this context,
firms must be aware of the relevance of retaining valuable and talented workers.
Although traditionally the salary as the main part of the reward for a worker, some other compensation
schemes, such as the use of financial instruments, have been frequently used to increase the involvement of
executives, who can be considered critical employees. In the case of equity incentives (shares and stock
options), firms must be aware of their size, growth opportunities, and proxies for monitoring costs in order
to design an optimal portfolio of incentives The use of promises of receiving fixed sums in the future, such
as pensions or deferred compensations, frequently called inside debt , is based on the sensitivity of
managers to the firm’s bankruptcy risk, as well as to the firm’s value in the event of bankruptcy. In this
context, a credit crisis can result in an increase in executive conservatism These kinds of reward schemes
can also be used for other talented employees
In addition to the widespread consideration of talent, significant demographic, economic, and cultural
changes are now taking place, such as rising numbers of women in the labor force, transformation of the
family structure, an ageing population, and technological advances enabling near constant contact with the
workplace. These factors have led employees to become increasingly concerned with harmonizing demands
between work and home. Karatepe and Udalug observe that employees that have difficulty spending time
with their families or finding time for their social relationships are more likely to be being emotionally tired.
This fatigue, in turn, has an impact on their dissatisfaction with their job and an influence on their intention
to leave the organization In addition, overworked employees often create a climate of discontent, leading to
decreased job performance. In this context, organizations are forced to adopt work practices and
compensation policies intended to balance the worker´s employment-related and personal responsibilit

the propositions suggested in the model are summarized, along with the HR practices enacted by the
organization related to work–life balance strategies and the results of valuable HR retention. Along with the
reflections made by the three HR managers in the company, our study also included 54 open interviews with
people from different organizational levels and different departments, along with informal contact with
them during the five years. Their words and experiences support the propositions previously presented and
the “work–life balance practices” and results of HR retention” .

24
  Propositions, practices, and results regarding work–life balance management
and their implications in the retention of valuable HR.

 H
o
w

Work-Life Balance Can Benefit Your Organization

October is National Work and Family Month so we wanted to dedicate this month’s blog post to the topic of
Work-Life Balance. Have you ever heard someone say, “Happy wife, happy life?” In our brief review of the
subject of work-life balance it seems the same thing can be said about the employee/employer relationship.
If employees feel that their employers instill a culture where work-life balance is important, the employers
are often rewarded with employees who are more loyal, attentive and committed. And the benefits do not
hinge on employees actually participating in the work-life services offered by their employer. Employees
just need to be reassured that the service is there and that they have the option to participate if they want
to.So how does an organization go about creating this culture? First we will look at the advantages of
creating a work culture where work-life balance is important both to employees and employers. Next we’ll
list some ideas for creating this culture and lastly, we’ll list some resources you can follow for more
information.

25
Advantages Work -Life balance advantages:

A good work/life balance can enable employees to feel more in control of their working life and lead to:
Increased productivity
Lower absenteeism
A happier, less stressed workforce
Improvements in employee health and well-being
A more positive perception of you as an employer
Greater employee loyalty, commitment and motivation

Work-Life balance advantages:

The benefits of a work-life balance initiative are not confined to just the workforce. Work-life policies and
flexible working practices can also help you to:

 Measured increases in employee accountability and commitment

 Better teamwork and communication
 Improved morale
 Increased engagement and commitment levels
 Less negative organizational stress
 Reduces Staff Turnover and Recruitment Costs
 React to changing market conditions more effectively and meet customer demands - for example,
shift work, part-time work and flexitime can help you open longer without making your employees
work longer hours
 Meet seasonal peaks and troughs in your business boost your competitiveness
 Become recognised as a business that people want to work for

Ideas for implementation

 Flexible working practices. This includes:

 part-time working
 flexi-time
 job sharing
 working from home

26
Make the working environment more attractive. Typical techniques include:

 Free exercise classes

 A free/subsidised canteen
 Company Days Out
 Childcare Vouchers
 Funding or time-off for learning

27
RESEARCH METHODOLOGY

28
Research Methodology

4.1 Statement of the problem

Diversity and work/life initiatives can be found at the core of the new social contract being negotiated
between employers and employees. “The basic outline of the social contract, as it has emerged during the
past several years, calls for workers to commit their best contributions and greatest energies to the job in
return for interesting work, respectful treatment, developmental opportunities, and an environment that
responds to individual needs. Where those provisions conflict (e.g., the degree of commitment and energy
expected by employers versus the flexibility required by employees), the expertise of both diversity
management and work/life professionals will be critical to find win-win solutions. Life and work are
essentially two separate spheres of activity, but they overwhelmingly intermingle. This overlapping has
blurred borders between the two spheres. In this corporate working scenario, work in the office seems
unending. Demand in life home and family reach new heights. An individual may work too much,
sacrificing quality family time, reaches the top of the corporate ladders quickly but the achievement and
material gain will not compensate the price he has forced to pay in the long run. This obviously leads to
work stress, less time to spend with their family and shallow relationship with their family. The current
emphasis on fulfillment makes the need for balancing greater and more pressing. In the present day world
where technology and speed gives “lead” time in the area of production, speed delivery has become a
necessity in the service sector, leading to greater time demands professionals. While some companies may
view diversity and work/life balance as separate functions, the business case for managing diversity is, in
large part, the same for work/life balance. Both diversity and work/life initiatives promote employee
commitment, improve productivity, lower turnover, result in fewer employee relations challenges, and
decrease the likelihood of unethical business practices. Thus the researcher decided to focus to study the
Work Life Balance of Employees working in Information Technology Sector at Chennai.

Management and employees in every organization try to achieve the goals of the organization. Employees
need knowledge, skills, job satisfaction, supervisor and peer support to execute the responsibilities
effectively. In present times the business environment demands efficiency and hence organizations go extra
mile to achieve the benchmark performance. Since employees need to concentrate on their work and family
responsibilities, many a times either one of them will overtake the another one leading to imbalance in
family life and work.
Today, career for women is continuously challenged by the increasing demands at work place. When the
day is completed at the office, they will have responsibilities and commitments to handle at home. Majority
of the working women are stretching themselves to discharge their roles at office and home and in the
process experience work-life imbalance which will have undesirable consequences for individuals in the
form of increased levels of stress complaints, depression, lower mental health, higher family conflicts, less
life satisfaction, etc., as well as for the organizations such as decreased job satisfaction, increased
absenteeism, reduced organizational commitment, reduced productivity, employee disengagement and high
turnover intention.

29
4.2 Research Design

The researcher adopted ‘Descriptive design’ for this study. The researcher personally visited and collected
the data from the respondents. The researcher conducted Pilot study to find out the feasibility of the
research. The researcher conducted Pre-test with 10 respondents and he made some modifications in the
tool. The study was conducted in four Information Technology Industries at Chennai. The Researcher has
used questionnaire method for collecting the data for this research study. Questionnaire is a list of
structured, predetermined questions in written form which is given to the responsible for eliciting the
relevant responses. The sample size of this study was 100 respondents. The researcher adopted simple
random sampling and the questionnaire was given to the employees based on the selection through random
number method. The data are analyzed and interpreted with a view to study the Work Life Balance of
Employees.
The Coimbatore district of Tamil Nadu have been purposively selected for the present study. The
Employees working in government hospitals have been selected by adopting convenience sampling
technique. The sample size for the present study is 300 employees working in government hospital. In order
to examine the socio-economic profile of the employee’s frequency, rank analysis, factor analysis and
percentage analysis have been carried out.

The study adopted the descriptive type of research approach for analyzing the work life balance of
employees in Bosch. Simple Random sampling technique is used to get the response from the employees.
The study sampling unit targeted was managerial level employees. The sample size was 60. Structured
questionnaire was designed to collect the primary data from the employees. Secondary data was collected
from company’s official website, internet, journals and text books. Statistical techniques such as multiple
regression analysis, ANOVA and percentage analysis are used to analyze the data.

Research is an art of scientific investigation. Research comprises defining and redefining problems,
formulating hypothesis or suggested solutions, collecting, organizing and evaluating data, making deduction
and reaching conclusions and at last carefully testing the conclusion to determine whether they formulating
hypothesis.

Data collection:

Collection of the data is of primary importance in the research process. Data which is collected for the
purpose of research helps in proper analysis which is helpful to conduct research effectively. The data
source, which is very important in the collection of data, is primary data and secondary data. Both primary
and secondary data are taken into consideration for the study of work life balance.

 Primary Data : Interview with HR executives and other employees

 Secondary Data  Journal papers  Financial statements from the company  Related online
information  Other relevant books 35
 Sampling: Sample will be HR executives, HR professionals and trainers in the company having
knowledge in all HR roles and responsibilities. The total samples taken for the study are 100.

 Sampling Technique:
Random sampling can be used to select the individual units for better productivity of the questionnaire.
30
TABLE 1 mean scores of satisfaction with work-life balance of employees in different sectors.

It is that based on the mean scores calculated on a five point scale, Banking sector has topped the list
followed by BPO, health care, insurance and education sector. IT sector was down the list. It implies that
employees from banking sector are relatively more satisfied with work-life balance and employees from IT
sector are least satisfied.

Table2: levels of satisfaction with work life balance

31
 Greater part of the banking sector respondents (86%) reported highestlevel of work-life balance. It is
followed by BPO sector respondents (77%) and Insurance sector respondents (77%) occupying the second
place. The finding is in accordance with study revealed that respondents from the banking sector enjoyed
better work-life balance as compared to the respondents from other sectors. 68% of IT sector respondents,
63% of Education sector respondents and 63% of Health care sector are highly satisfied with work-life
balance. As far as the respondents who have low level of work-life balance, IT sector respondents topped
the list constituting 14%. It may be because of the influence of technology which has blurred the line
between work life and personal life.

Table 3: Ability to balance work life and personal life

depicts whether respondents of select service sectors of the study are able to balance their work life and
personal life. It is clear from the table that out of 360 respondents, 76.4% (275) respondents say they are
balancing their work and personal life. 17.8% (64) are neutral in their response and 5.8% (21) respondents
articulated that they were unable to balance their work-life.

Table 4 : level of work-level balance facilliated in different sectors

depicts the degree to which different sectors are facilitating better work-life balance for women employees.
32
Respondents expressed that Banking sector (73%) and BPO sector (73%) facilitate high level of work-life
balance for women employees followed by Insurance sector (65%). Education, ITand Health care sectors
are down the list.

COMPENSATION

1. GENERAL MEANING OF COMPENSATION:

Compensation is the remuneration received by an employee in return for his/her contribution to the
organization. It is an organized practice that involves balancing the work-employee relation by providing
monetary and non-monetary benefits to employees. Compensation is an integral part of human resource
management which helps in motivating the employees and improving organizational effectiveness.

2. IMPORTANCE OF COMPENSATION:

Labour therefore expects to have fair share in the business/production process. Therefore a fair
compensation system is a must for every business organization. The fair compensation system will help in
the following:

 An ideal compensation system will have positive impact on the efficiency and results produced by
employees. It will encourage the employees to perform better and achieve the standards fixed.

 It will enhance the process of job evaluation. It will also help in setting up an ideal job evaluation and the
set standards would be more realistic and achievable.

 Such a system should be well defined and uniform. It will be apply to all the levels of the organization as a
general system.

 The system should be simple and flexible so that every employee would be able to compute his own
compensation receivable.

 It should be easy to implement, should not result in exploitation of workers.

 It will raise the morale, efficiency and cooperation among the workers. It, being just and fair would
provide satisfaction to the workers.

 Such system would help management in complying with the various labor acts.

 Such system should also solve disputes between the employee union and management.

 The system should follow the management principle of equal pay.

 It should motivate and encouragement those who perform better and should provide opportunities for
those who wish to excel.

33
 Sound Compensation/Reward System brings peace in the relationship of employer and employees.

 It aims at creating a healthy competition among them and encourages employees to work hard and
efficiently.

 The system provides growth and advancement opportunities to the deserving employees.

 The perfect compensation system provides platform for happy and satisfied workforce. This minimizes the
labour turnover. The organization enjoys the stability.

 The organization is able to retain the best talent by providing them adequate compensation thereby
stopping them from switching over to another job.

 The business organization can think of expansion and growth if it has the support of skillful, talented and
happy workforce

 The sound compensation system is hallmark of organization‘s success and prosperity. The success and
stability of organization is measured with pay-package it provides to its employees. Components of
compensation system Compensation systems are designed keeping in minds the strategic goals and business
objectives. Compensation system is designed on the basis of certain factors after analyzing the job work and
responsibilities. Components of a compensation system are as follows: 15 Types of Compensation

34
Direct Compensation

Indirect Compensation DIRECT COMPENSATION Direct compensation refers to monetary benefits

offered and provided to employees in return of the services they provide to the organization. The monetary
benefits include basic salary, house rent allowance, conveyance, leave travel allowance, medical
reimbursements, special allowances, bonus, Pf/Gratuity, etc. They are given at a regular interval at a definite
time. Compensation provided to employees can direct in the form of monetary benefits and/or indirect in the
form of non-monetary benefits known as perks, time off, etc. Compensation does not include only salary but
it is the sum total of all rewards and allowances provided to the employees in return for their services. If the
compensation offered is effectively managed, it contributes to high organizational productivity.

 House Rent Allowance

Organizations either provide accommodations to its employees who are from different state or country or
they provide house rent allowances to its employees. This is done to provide them social security and
motivate them to work.

 Basic Salary

Salary is the amount received by the employee in lieu of the work done by him/her for a certain period say a
day, a week, a month, etc. It is the money an employee receives from his/her employer by rendering his/her
services.

 Conveyance
Organizations provide for cab facilities to their employees. Few organizations also provide vehicles and
petrol allowances to their employees to motivate them.

35
  Leave Travel Allowance

These allowances are provided to retain the best talent in the organization. The employees are given
allowances to visit any place they wish with their families. The allowances are scaled as per the position of
employee in the organization.

 Medical reimbursement

Organizations also look after the health conditions of their employees. The employees are provided with
medi-claims for them and their family members. These medi-claims include health-insurances and treatment
bills reimbursements.

 Bonus

Bonus is paid to the employees during festive seasons to motivate them and provide them the social
security. The bonus amount usually amounts to one month‘s salary of the employee.

 Special Allowance

Special allowance such as overtime, mobile allowances, meals, commissions, travel expenses, reduced
interest loans; insurance, club memberships, etc are provided to employees to provide them social security
and motivate them which improve the organizational productivity. Indirect compensation refers to non-
monetary benefits offered and provided to employees in lieu of the services provided by them to the
organization. They include Leave Policy, Overtime Policy, Car policy, Hospitalization, Insurance, Leave
travel Assistance Limits, Retirement Benefits, Holiday Homes.

 Leave Policy

It is the right of employee to get adequate number of leave while working with the organization. The
organizations provide for paid leaves such as, casual leaves, medical leaves (sick leave), and maternity
leaves, statutory pay, etc. Perspectives of work-life balance:
No single framework or perspective of work-life balance is universally acceptable a lot depends on the
frame of reference scholars are 18 using. As Morris and Madsen (2007) note, the academic body of
knowledge regarding work family or work-life balance scholarship relies on a variety of theoretical
frameworks, which include spillover, compensation, resource drain, enrichment, congruence, work-family
conflict, segmentation, and integration theories Spillover is a process whereby experiences in one role affect
experiences in the other, rendering the roles more similar (Rothbard and Dumas, 2006).

36
How to Improve Work/Life Balance for Employees

here are a lot of options for employers seeking to improve work/life balance for employees. Whether the
goal is to improve retention, avoid employee burnout, improve employee health, reduce absenteeism, or
increase productivity, there are many reasons employers want to work on work/life balance for everyone at
the organization. Here are some ways that can be accomplished.

37
Here are several ways employers can help employees achieve that ever-elusive goal of work/life balance.
Consider:

 Allowing work from home

even part of the time. Consider whether even 1 day per week would be acceptable if you’re not comfortable
with full-time options. Or consider allowing meetings to be attended remotely (with the help of technology)
rather than in person.

 Restricting hours worked.

This means having a culture in which employees are not expected to work after they leave the worksite. It
can also mean restricting how many hours are expected of any employee in a given week. Some
organizations even stop their e-mail servers from forwarding messages after hours.

 Focusing on the image and culture that top management projects

. If they’re promoting (and living) the idea of work/life balance, employees will be more encouraged to do
the same and be less fearful that the culture will not support it.

 Focusing on outcomes, not hours worked.

High productivity doesn’t necessarily come in 8-hour segments. In other words, productive employees may
get their work done efficiently, and not need to be at the worksite a full 8 hours every day.

 Looking deeper at workplace culture. 

Does the culture promote overwork? Are there manageable workloads? Are there reasonable expectations?

 Promoting breaks in the work day

which can go a long way toward keeping stress in check. Take action to prompt employees to take lunch
breaks and rest breaks—taking breaks has been shown to actually increase productivity levels. Higher
productivity means less need to work late.

 Giving employees information about work/life balance.

While simple, just the act of providing information about work/life balance to employees can foster a better
culture. This idea can result in employees taking better care to ensure this balance exists.
38
  Allowing extra time off for charitable pursuits or volunteer work.

This usually means employees are able to pursue things that keep them happy and satisfied in life, and it
can also help the company image.

 Unlimited vacation time policies.

If that’s too much, consider expanding the number of vacation days available. Also consider giving extra
days as a form of bonus for completion of goals or to celebrate milestones. A separate but related idea:
consider encouraging all employees to use up their vacation time, rather than to let it sit.

 Providing childcare benefits.

This could be in the form of discounts at nearby childcare centers or it could be in the form of on-site
childcare options. Either way, if parents have options that remove some stress, it can help to achieve that
balance.

4.3 HYPOTHESIS IF ANY

H0

– There is no relationship between the employee’s job and its impact on employee’s
personal life.

H1

- There is a relationship between the employee’s job and its impact on employee’s personal
life

39
 5 DATA INTERPRETATION
(CHART,GRAPH,DIAGRAMS)

40
 1. How many days in a week do you normally work?

ATTRIBUTES NO.OF PERCENTAGE

RESPONDENTS
LES THAN 5 0 0
DAYS
5 DAYS 0 0

6 DAYS 90 90

7 DAYS 30 10

TOTAL 100 100

Interpretation:

90% of the employees are working 6 day in a week. 10% of employees are working 7 days in a week. From
the above analysis we can know that most of the employees are working 6 days in a week and 10% of
employees are 7 days a week. And they need some rest, at least 2 Saturdays in a month to spend with their
families.

41
Q.2 How many hours in a day do you normally work

ATTRIBUTES NO OF PERCENTAGE
RESPONDENTS
7-8 HOURS 15 15
8-9 HOURS 45 45
9-10 HOURS 25 25

10-12 HOURS 15 15
MORE THAN 12 0 0
HOURS
TOTAL 100 100

Interpretation:
 15% of employees are working 7-8 hours per day.
 45% of employees are working 8-9 hours per day.
 25% of employees are 9-10 hours.
 15% of employees are 10-12 hours. From the above analysis we can know that the maximum no of
employees are working more than 8 hours to reach their targets in time by setting goals and also working
more effectively and efficiently to increase the company standards in quality. (For this, at least they should
have the flexible staring time).

Q.3 Do you generally feel you are able to balance your work-life?

42
 ATTRIBUTES NO OF PERCENTAGE
RESPONDENTS
YES 74 74

NO 26 26

TOTAL 100 100

Interpretation:
 37% of employees are saying yes.
 13% of employees are saying no. From the above analysis we can know that maximum no of employees
are having the good work life balance, and 13 percent of employees are saying no

43
Q.4 How do you feel about the amount of the time you spend at work?

ATTRIBUTES NO OF RESPONDENTS PERCENTAGE

VERY UNHAPPY 5 5
UNHAPPY 5 5
INDIFFERENT 25 25
HAPPY 55 55
VERY HAPPY 10 10
TOTAL 100 100

Interpretation:
 5% employees feel very unhappy.
 5% employees feel unhappy.
 25% employees feel indifferent
 55% employees feel happy
 10% employees feel very happy From the above analysis we know that half of the employees are happy
with the time they are spending in office and 25% of employees are indifferent and rest of them is unhappy

44
Q.5 How do manage if stress arising from your work.

ATTRIBUTES NO OF RESPONDENTS PERCENTAGE

YOGA 10 10

READING BOOKS 10 10

ENTERTAINMNT 80 80

TOTAL 100 100

Interpretation:

80% of employees are in to entertainment. 10% are doing Yoga. 10% are Reading books. From the above
analysis, we can know that 80 Percent of employees are in to different entertainment programs to take out
there stress and rest of them are doing Yoga and reading books.

45
Q.6 Does your company have a separate policy for work-life balance?

ATTRIBUTES NO OF PERCENTAGE
RESPONDENTS
YES 10 10

NO 35 35

NOT AWARE 55 55

TOTAL 100 100

Interpretation: 55% of employees are not aware the separate policy for work life balance. 35% of employees
have said no. 10% of employees have said yes. From the above analysis we can know that half of the
employees are not aware of work life balance policy in company, 35 percent have said ‗NO‘ and 10% have
said ‗YES‘.

46
Q.7 Does your organization provide you counseling service for employees

ATTRIBUTE NO OF PERCENTAGE
RESPONDENTS
YES 81 81

NO 19 19

TOTAL 100 100

Interpretation:
From the sample size 20, 16 members have gave response for this question. 19% of employees have the
counseling service. 31% are saying NO they don‘t have counseling service. From the above analysis we can
know that maximum no of employees are not taking part in counseling, very less percent of employees are
going for counseling.

Q.8. Does your organization provide you Health programs?

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 ATTRIBUTES NO.OF PERCENTAGE
RESPONDENTS
YES 11 32

NO 6 18

TOTAL 17 50

Interpretation:

From the sample size of 20, 17 members have gave the response. 32% are saying YES they have the regular
health checkup in office. 18% are saying NO. From the above analysis we can know that there is a regular
health checkup is going on in office.

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We do not have a good work life balance in our country

We carried out a snap survey of over 400 people across the UK about how they balance their work and their
personal life — and found that almost 4 in 5 (77%) of us said the UK doesn’t have a good work/life balance.
This is why:

 Work is making us work (out of hours)

We also found that work pre-occupies us too much — especially when we have to do too much of it.
Almost 3 in 4 (74%) of our bees said that working overtime shouldn’t be the norm.
Despite that, 50% say they often have to work overtime, while 36% are regularly on call outside of work
hours.

 Work is making us sick

Around 1 in 2 people (45%) in the UK say that their job has a negative impact on their mental and physical
health — an astonishing stat in the context of the overall workforce.

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6. FINDING

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6.1 finding

The major finding of this study is that the work is having a negative effect on the life of the employees and
the overtime working, demands of the work, quality time of the employees is missed with their family
because of work and the meetings conducted after the office hours. BIMS International Journal of Social
Science Research ISSN 2455-4839 67 From the test conducted we came to know that the employee’s job
has an impact on their personal life. Majority of the employees agree that they get support and help from
their immediate supervisor or the manager. From this study we can infer that the factors like overtime,
travelling to work, meetings and training after the working hours impact the work life balance of the
employees. Majority of the employees feel that the flexible finishing time in the organisation helps them to
balance their work life effectively. Majority of the employees at Bosch feel that the policy on work life
balance provided by the organisation is indifferent. Most of the employees agree that the organisation gives
an opportunity for the employee’s family members to participate in the company’s celebrations or other
activity which is a good sign as the employees feel good about the organisation as well as their family
members which helps in building good relationships. It is seen from the analysis that majority of the
employees feel happy about the time they spend at the work place.

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 6.2 Suggestions & Recommendations

As a result of the data analysis and interpretation, here are some suggestions to improve the Employee work
life balance at CANDID BPO.

 The effective employee work-life balance has better organizational commitment which leads to
better production output and minimum employee turnover.

 Continue with the environment and sanitation hygiene facilities as the employees are very much
satisfied with them.

 Quality of food in the canteen of the company must be improved so that it will satisfy the employee
tastes.

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7. CONCLUSION

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 Conclusion

From the study it is clear that employee work life balance in CANDID BPO is good, But there is a small
gap from employee satisfaction to company. Work-life balance programmers offer a win-win situation for
employers and employees. While the employee may perceive work-life balance as the dilemma of managing
work obligations and non-work responsibilities, work-life balance from the employer‘s point of view
encompasses the challenge of creating a supportive company culture where employees can focus on their
jobs while at work. In whichever way it is viewed, the existence of effective work-life balance programmers
in an organization will do both the employee and employer good. For the employer, work-life initiatives
create positive employer branding, promote being an employer of choice, foster organizational citizenship,
and support diversity initiatives. For the employee, there is lesser stress, increased happiness, motivation,
and productivity, and a better chance of reaching both personal and career goals satisfactorily. The key role
of HR therefore, is to understand the critical issues of work-life balance, integrate it into the organization‘s
HR policy, and champion work-life balance programmers.

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 REFERENCES

1. Blair-Loy, M., & Wharton, A.S. (2002). ―Employees‟ use of work-family policies and the workplace
social context‖. Social Forces, 80, 813-845.

2. Blood, R.O., & Wolfe, D.M. (1960). Husbands and wives. New York: Macmillan.

3. Champoux, J.E. (1978). ―Perceptions of work and non-work: A reexamination of the compensatory and
spillover models‖. Sociology of Work and Occupations, 5, 402-422.

4.Work–Life Balance and the Economics of Workplace Flexibility; 2010. Available online:
https://obamawhitehouse.archives.gov/files/documents/100331-cea-economics-workplaceflexibility.pdf
(accessed on 16 January 2020).

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