SIDHO KANHO BIRSHA UNIVERSITY

Department of Business Administration

MBA 4th Semester 2025
Paper Code: - 407

A Dissertation Project
on

A STUDY ON TREND OF EMPLOYEE WORK LIFE BALANCE IN

INDIAN ORGANIZATIONS

In Partial Fulfilment of the Requirement for the Degree of Master in

Business Administration

Submitted By: - SAURAV BANERJEE

Roll: - 86410023 No: - 0029
Registration No: - 018465 of 2023-2024
 ACKNOWLEDGEMENT

I wish to express my heartfelt gratitude to the following individuals whose guidance and
support were invaluable in the completion of my dissertation on “A study on Trend of
Employee Work Life Balance in Indian Organizations” for the MBA Department of
Sidho-Kanho-Birsha University.

Dr. Pradipta Banerjee, Head of the MBA Department, for his invaluable guidance,
encouragement, and support throughout this research journey.
Dr. Jagannath Ghosh, whose expert advice and insightful feedback greatly influenced the
direction and quality of this dissertation.
Mr. Sourav Dasgupta, Ms. Khushbu Mahato, and Dr. Srimoyee Datta for their scholarly
inputs, constructive criticisms, and encouragement that enriched the depth and clarity of this
study.
I am also grateful to all the faculty members of the MBA Department at Sidho- Kanho-
Birsha University for their teachings and academic support.

Lastly, I extend my sincere appreciation to my friends whose encouragement, discussions,

and support were instrumental in navigating challenges and maintaining motivation
throughout this academic endeavour. And my family for their patience, understanding and
unwavering support during this challenging yet rewarding journey.

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SAURAV BANERJEE
MBA 4th Semester
Roll: 86410023 No: 0029
Registration No: 018465 of 2023-2024
Sidho-Kanho-Birsha University, Purulia
 DECLARATION

I, Saurav Banerjee, (MBA 4 th Semester, Roll: 86410023 No: 0029, Registration No:
018465 of 2023-2024) enrolled in the MBA Department at Sidho- Kanho- Birsha University,
hereby declare that the dissertation titled “A Study on Trend of Employee Work Life
Balance in Indian Organizations” is my own original work. It is submitted in partial
fulfilment of the requirement for the MBA Degree at Sidho- Kanho- Birsha University.

Throughout the research and writing process, I have independently conducted comprehensive
study and analysis. All sources of information used or referred to have been acknowledged
and cited appropriately in accordance with academic standards and the guidelines provided
by Sidho- Kanho- Birsha University.

I affirm that this dissertation represents my personal efforts and contributions. I take full
responsibility for the content and conclusions presented herein. No part of this dissertation
has been submitted for any other academic qualification.

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Signature
Date:
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 ABSTRACT

This dissertation explores the critical role of Work Life Balance in enhancing organizational
performance through the lens of staff satisfaction. It investigates various strategies,
methodologies, and frameworks utilized by Indian organizations to effectively maintain the
Work Life Balance of the Workforce. The study emphasizes the significance of Work Life
Balance Programs in fostering employee growth, improving job satisfaction, and increasing
organizational productivity. Through a comprehensive literature review and theoretical
analysis, this research aims to provide insights into the key factors influencing successful
Work Life Balance initiatives. By focusing on practical implications and theoretical
foundations, the dissertation contributes to a deeper understanding of how organizations can
strategically implement Work Life Balance practices to achieve sustainable competitive
advantage and organizational success.
 INDEX

Serial Number Content

1. Introduction

2. Importance of Work Life Balance in Indian Companies

3. Literature Review

4. Objectives of Study

5. Research Gap

6. Scope

7. Theories of Work Life Balance

8. Implementation of Work Life Balance in an Organization

9. Work Life Balance of different companies in India

10. Consequences of poor Work Life Balance

11. Research Methodology

12. Data Analysis and Interpretation

13. Findings

14. Suggestions

15. SWOT Analysis

16. Conclusion

17. References

18. Scope for Further Research

 INTRODUCTION

Research has shown that in Indian society, work and home (or family) are the two most
important aspects in the life of an employed individual. While some may argue that we
may realise ourselves through work, being able to self- actualise or attaining the very top
of our chosen career, a truly all-encompassing self- actualisation however, will integrate
both our work and life which includes family, personal life, community service etc.
When an individual is thus employed in an organization, he does not give up his life in
exchange for work rather he tries to maintain a balance between them. This balance is
necessary for a healthy life.
For many employees, the day does not end when they return home. While on the
contrary, a second day of work starts and for most working mothers, they return home on
the 2 nd shift to compensate for the demands of wife and mother.
The challenge of balancing work and family (non- work) demands is one of the central
issues in Indian society. The increasing emphasis on increasing the weekly and daily
working hours by some CEOs like Infosys CEO, Mr. Narayana Murthy and OLA CEO
Mr. Bhavish Aggarwal has led to debate among the Indian working class about the Work
Life Balance environment of India. People who find better balance in this regard
experience greater job satisfaction and consequently perform better in their respective
job roles.

Such employees are more loyal towards their company and have a higher level of trust.
In contemporary work-places, employers are cutting costs mainly through lay-offs and
demanding more on the lean staff left behind. Companies are providing excuse for lay-
offs is to stay afloat in times of global economic recession. This implies that the more
employees give their time and energy to work, the less time and energy they have to
attend to their personal lives thus creating a work-life imbalance which entails negative
consequences for both the employee and the organization. The right work life balance
varies with every individual at different times of their lives. A balanced life is one where
we spread our energy and effort, including emotional, intellectual, imaginative, spiritual
and physical among vital areas of importance. Any negligence on one or more of these
areas may affect the vitality of the individual.

Kirchmeyer defined work-life balance as achieving satisfying experiences in all domains

of life with personal resources such as energy, time and commitment well distributed
across domains.

According to Kofodimos, work- life balance is a satisfying, healthy and productive life
that includes work, play and love, that integrates a range of life-activities with attention
to self and to personal and spiritual development which expresses a person’s unique
wishes, interests and values.
Clark views work- life balance as satisfaction and good functioning at work and home
with a minimum of role conflict.

According to Duxbury and Higgins, work-life balance is commonly defined as an

absence of work- family conflict coupled with high levels of work-family enrichment.
 IMPORTANCE OF WORK LIFE BALANCE IN INDIAN
ORGANIZATION

Achieving a healthy work-life balance is essential for overall well-being and productivity,
and maintaining this balance is particularly important in today’s ever-connected world, where
work demands and personal commitments can easily become overwhelming.
Finding a healthy balance between work and life has numerous benefits that can improve
various aspects of an individual’s life.

A balanced lifestyle is essential for maintaining good physical and mental health. When a
person achieves a healthy work-life balance, he/she can better manage stress and reduce the
risk of developing chronic health conditions such as heart disease, anxiety, and depression.
Striking the right balance allows oneself to focus on self-care, engage in regular exercise, and
maintain a nutritious diet. In turn, these healthy habits promote mental well-being and
resilience, making it easier to cope with the demands of both professional and personal life.
By effectively managing work and personal time, employees can focus more on the tasks at
hand and perform at his/her best. A healthy work-life balance enables a person to approach
his work with greater enthusiasm, creativity, and motivation. As a result, he can accomplish
tasks more efficiently and produce higher quality work. When employees find harmony in
balancing their personal life and their work life, they can better concentrate on their
professional responsibilities, leading to increased productivity and a sense of
accomplishment.

Maintaining a balance between work and personal life can significantly reduce overall stress
levels. Overworking and neglecting personal responsibilities can lead to burnout, which
negatively impacts both mental and physical health. By prioritizing self-care and setting
boundaries between one’s professional and personal life, a person can prevent burnout and
keep stress at bay. This balance allows a person to recharge and return to work refreshed,
leading to a more relaxed and enjoyable work environment.

Making time for family, friends, and personal interests is crucial for maintaining strong
relationships and support networks. When a person strikes a healthy work-life balance, he can
dedicate quality time to the people and activities that matter most to him. This investment in
personal relationships fosters deeper connections, increased emotional support, and improved
communication. Strong relationships are essential for overall well-being and can provide a
valuable safety net during times of stress.

Employees who feel they have a good work-life balance are more likely to be satisfied with
their jobs and remain loyal to their employers. When employees can successfully manage
their professional and personal responsibilities, they are less likely to experience feelings of
resentment or frustration towards their work. This satisfaction can lead to increased
motivation, improved performance, and a stronger commitment to the organization.
Additionally, employers who support work-life balance are viewed more favourably, which
can help attract and retain top talent.
 LITERATURE REVIEW

Verma E. (2019), in her project entitled ‘A study on Employee Welfare and Work
Life Balance in Shree Nursingsahay Mudungopal Engineers Pvt. Ltd.’ found that the
issue of work-life balance requires considerable attention from the society. The study
also found that the changing nature of the global economy and technological
advancements have brought new options like Work from Home which brings the
issue of Work-Life Balance to the forefront. The report also found that working
longer hours leads to decreased work-life balance which in turn leads to increased
dissatisfaction at work.

Kumari V. (2020), in her project entitled ‘A Project Report on Work Life Balance of
Employees’ found that employees from joint families experience more work-life
balance as compared to employees from nuclear families. The study also found that
employees with executive positions who have flexible office schedules can balance
their work-life responsibilities more easily as compared to intermediate and low-level
employees who often have rigid work schedules.

J. Justin Jaya Prakash (2021), in his project entitled ‘A Study on Quality of Work
Life Balance of Employees in a Company’ found that leave policies and shift timings
play a pivotal role in the quality of work life balance of employees.

Purnima P. (2023), in her project entitled ‘A Study of Work Life Balance of

Employees at Bharat Heavy Electrical Limited (BHEL), Chennai’ found that the
growing diversity of family structures exhibited in the Workforce which included
dual earner couples, single parents, blended families, employees with elder care
responsibilities and the increasing number of people choosing to leave alone has
heightened the relevance of work-life balance for a substantial segment of employed
men and women. She found that the provision of Work Life Balance programs is
beneficial to both the employees and the employers.

Mourya V.R. (2023), in his project entitled ‘The Study on Work Life Balance at Tata
Consultancy Services, Nagpur’ discovered that organizations play a key role in the
recognition of employee welfare and the overall success of the company. Proactive
policies aimed at work-life balance promote productivity, motivation and long-term
sustainability.
 OBJECTIVES OF THE STUDY

1. To understand the nature of Work Life Balance in India.

2. To explore the problems associated with poor Work Life Balance in

India.

3. To suggest measures to minimize or eliminate poor Work- Life Balance.

4. To study the benefits of Employee Work Life Balance in India.

 RESEARCH GAP

1. Effectiveness of Work Life Balance Programs: - Investigating whether current

Work Life Balance programs are achieving desired outcomes in terms of enhancing
employee competencies, satisfaction, and performance.

2. Alignment with Organizational Goals: - Assessing how well work life balance
programs align with the strategic goals and objectives of the organization, and
whether there are discrepancies that need addressing.

3. Impact on Employee Motivation and Satisfaction: - Exploring how work life

balance initiatives impact employee motivation, job satisfaction, and retention rates
within the organization.

4. Technological Integration in Work Life Balance: - Studying the integration of

technology (such as remote work, and entertainment systems) in work life balance
programs and its effectiveness compared to traditional methods.
 SCOPE OF THE STUDY

1. Benefits: - Understanding the impact of work life balance on employee

performance, job satisfaction, retention rates, and overall organizational success.

2. Challenges: - Addressing potential challenges such as budget constraints, time

limitations, resistance to change, and ensuring that work life balance programs
align with organizational goals.

3. Evaluation: - Assessing the effectiveness of the Work Life Balance programs

through feedback, tests, or other evaluation methods. This helps determine if the
work life balance programs have achieved its objectives and if there’s a need for
further improvement.
 THEORIES OF WORK LIFE BALANCE

1. Spill-Over Theory: - For most of the work on work-life balance theories that has been
done in the last twenty years, a good deal of literature has focused on positive and
negative spillover. Originally proposed by Wilensky (1960), spillover model is based on
the notion that there is an ‘extension’ of experiences from the sphere of work to non-work
in a way that the perception of the social experience of the spheres of work and non-work
for an individual is effectively boundary-less. Theoretically, spillover has been
characterized as Positive Spillover and Negative Spillover. Positive spillover appears in
the literature under various names like extension, generalization, familiarity, identity,
isomorphism, continuation and congruence. Positive spillover refers to the fact that
positive experiences in one domain result in fulfilment and attainment in another domain.
The negative approach, which is also referred to as contrast, complementarity, opposition,
regeneration and heteromorphism etc. in the literature, states the relationship between
work and non-work spheres is inverse and antithetical. Elsewhere, spillover has also been
categorized as Vertical and Horizontal Spillover. Horizontal spillover is defined as the
effect that one domain of life has on the neighbouring domain e.g., the effect that job
satisfaction may have on private life. Vertical spillover has been expressed in terms of
domain hierarchy which refers to the hierarchical organization of domains of life like job,
family, leisure etc. Satisfaction or dissatisfaction in a subordinate domain spills over into
superordinate domain. Overall life being the most superordinate of the domains ends up
being affected the most. The spillover effect has been worked into scales by several
researchers. The first empirical measure of work-life balance is traced back to Small &
Riley (1990) who developed Work Spillover Scale (WSS). Grzywacz & Marks (2000),
recognizing both positive and negative spillover effects, developed a 16- item scale
measuring the effects of work-family spillover. It was followed by Kinnunen, Feldt,
Geurts, & Pulkkinen (2006) four factor model measuring negative work to family
spillover, negative family to work spillover, positive work to family spillover and positive
family to work spillover. Other measures and scales that have been developed in spillover
measurement are: Greenhaus & Beutell’s (1985) interdomain conflict, Kirchmeyer’s
(1993) (2000) assessment of positive and negative spillover, Higgins, Duxbury, & Lee’s
(1992) use of role enhancement theory for developing measures for positive, negative and
neutral impacts of work-family spillover. Even though a good deal of research has been
done on spillover, it has its detractors as well. Guest (2002) referring to the spillover
theory states that as a proposition, the spillover theory has been stated in a general way
such that it has little or no value and that a detailed analysis of causes, reasons and
consequences are needed.

2. Conflict Theory: - Conflict theory, originally propounded by Greenhaus & Beutell

(1985) posits that the fulfilment and achievement in one aspect of life result in sacrifice in
the other aspect. This is based on the assumption that the two domains viz life and work
are fundamentally incompatible with each other and that they have different norms and
requirements. Work-life conflict is defined as “a form of interrole conflict in which the
pressures of the role from the work and family domains are mutually unharmonious in
some respect”. That is, taking part in the one role is made more difficult by virtue of
 participation in the other role. Powell & Greenhaus, (2010) base the conflict theory on
role theory. The role theory itself is based on scarcity perspective, according to which
there is a limited quantity of time and energy that is available to the individuals that may
be divided among the various roles. In describing the conflict theory, Greenhaus &
Beutell (1985) differentiate between three types of conflict viz; Time based conflict,
Stress based conflict and Behaviour based conflict. The time-based conflict occurs
because of limited time which makes it difficult to manage effectively the demands of
different roles. Long working hours, irregular shift work and work time not being flexible
have been pointed out to being the source of the time-based work-life conflict. Strain
based conflict arises from psychological demand of work, interaction fatigue and job
burnout. Behaviour based conflict arises from a situation when work demands exhibiting
behaviours which may not be conducive to a family role and switching between the two
roles can be a source of conflict. Research has also led to the fact that the relationship of
conflict that work and life has is bidirectional. That is, the domain of work can interfere
with the domain of non-work and nonwork can interfere with the work. Both of the
aforementioned conflicts have a negative effect on work and family domains. A great
amount of research has focused on the implications of the work-life conflict which
include poor health, depression and hypertension, coronary heart diseases, male-related
physical problem, anxiety & irritability among others.

3. Border and Boundary Theory: - Boundary theory emphasizes on the ways that workers
create, preserve and alter boundaries so that they may simplify and classify the world that
they experience. The boundary theory has its origins in the sociological work of Nippert-
Eng (1996) wherein he describes how people seek to find and assign meaning to work
and home and ease the transition between the two. Boundary theory posits that there are
psychological, physical and/or behavioural boundaries existing between the work and
nonwork aspects of individual’s life which outline the two domains as being different and
distinct from each other. Basing her premises on the boundary theory, Clark (2000)
launched her idea of work/life border theory which posits that the individuals manage and
negotiate the work and non-work domains in a way so that a balance may be attained
between them. This idea is based on the assumption that ‘work’ and ‘non-work’ are two
separate domains but that they affect each other. The border theory views this relationship
between the domains on a continuum which ranges from segmentation to integration,
such that on the pole of segmentation the two domains are mutually exclusive and on the
pole of integration the two may be conceived as identical. The dialectic of segmentation
and integration is further analysed by determining the permeability and flexibility of the
boundaries between the two domains. Flexibility signifies the malleability of the borders
between the two domains and permeability deals with as to what extent the boundaries
allow psychical or behavioural elements to pass from one domain into another
(Saarenpää, 2016). The flexibility of the boundaries is seen in the policies like flexitime,
job-sharing, part-time work and telecommuting. In having described the boundaries
according to permeability and flexibility, Clark (2000) asserts that the boundaries could
be strong (impermeable and inflexible) to weak (flexible and blended), suggesting that the
individuals accordingly can be characterized as ‘border crossers’ and ‘border keepers.
Individuals are generally seen to be border-crossers who manage and negotiate the
 domains of work and family. The border crossers are characterized as Central Border
Crossers and Peripheral Border Crossers. Central border crossers are greatly influential in
both the domains and that they tend to affiliate with the central members of each domain.
The border theory posits that central border crossers achieve greater work-family than the
peripheral border crossers.

4. Enrichment Theory: - For most of its history Work Life Balance studies were dominated
by conflict-oriented perspective but there has been a change in the contemporary
perspective as researchers have started to look into the potential symbiotic relationship
between work and life. Enrichment theory was developed by Powell & Greenhaus (2006)
in order to analyse the phenomenon of enrichment processes that link work to family and
family to work. Enrichment is defined as a process that occurs when experience in one
role improves the quality of life in another role. Alternatively, it can also be defined as
accumulation of psychological resources in a given role that are spilt over into another
role. The model has been posited to be bidirectional as both family-to-work enrichment
and work-to-family enrichment have been shown to occur by researchers. Although many
similar constructs like facilitation and positive spillover have been used interchangeably
with enrichment but there is a fundamental difference. Enrichment represents acquiring
the resources and experiences that are useful for individuals facing challenges of life.
Thus, enrichment theory suggests that enhancing of role performance in one domain is
dependent upon gaining of resources in another domain. On the other hand, positive
spillover describes transference of experiences, skills, moods and behaviours from one
domain to another. A fundamental difference between the two concepts is that transferred
experiences in spillover may not necessarily improve the life or increase the performance
of the individual in another domain. Facilitation is assumed to take place when engaging
in one domain produces gains that enhance the functioning of another life domain. The
distinction between enrichment and facilitation is that of the level at which the analysis is
done. Enrichment focuses on the individual quality of life whereas the facilitation delves
into improving the functioning of the system. Powell & Greenhaus (2006) assert that
enrichment may occur along with one of the two pathways viz; Affective path and
Instrumental path. Affective work-life enrichment occurs when workers transfer positive
behaviour and emotions between work and family. Instrumental work-life enrichment
occurs when skills and behaviours gained in one domain increase the performance and
effectiveness of that individual in another domain. Powell & Eddleston (2011) add family
derived enrichment to the mix. Family derived enrichment occurs when the family
members of worker support and assist him/her in work. Carlson et al (2006) improvising
on Greenhaus and Powell’s model described a four-dimensional resource gain to measure
work-life enrichment namely Developmental, Efficiency, Affective and Capital gains.

5. Facilitation Theory: - Facilitation is defined as “A form of interaction in which

resources linked with one role improve or make easier partaking in the other role”. Frone
(2003) describes it as the extent to which participation in a role leads to experiences,
learning of skills, gaining opportunities which make participation easier in another role.
Central to facilitation theory is that performing in a given role is made easier due to
participation in another role. Although facilitation is conceived as a theoretical
counterpart to work-life conflict but they are not be considered as opposite poles on the
work-life theoretical continuum. The facilitation theory has its beginnings in the study
conducted by Barnett (1998) who conceived the idea of facilitation in describing a work-
life fit. With the foundation of ecology theory, Grzywacz (2002) explains that facilitation
occurs when individuals and social systems use given means to achieve higher
complexity (which is their inherent tendency) (Grzywacz & Butler, 2005). Facilitation
may occur bi-directionally i.e. from work to family and family to work although both are
conceived as being distinct. Wayne, Grzywacz, Carlson, & Kacmar (2007) posit that
facilitation consists of three components namely engagement, gains and enhanced
functioning. He further defines engagement as degree to which an individual invests in
the respective domain activities. The gains are characterized as development gains
(acquisition of skills, knowledge etc.), affective gains (Alteration in moods, behaviour
etc.), capital gains (Monetary, health, social assets) and efficiency gains. Enhanced
functioning is defined as enhancements in functions that are fundamental to performance
in a domain, e.g. problem-solving. Van Steenbergen et al. (2014) have described
facilitation along four themes: energy-based facilitation, time- based facilitation,
behaviour-based facilitation and psychological facilitation. Positive spillover and
facilitation both relate to how an individual functioning in one domain can seek the
benefits of that in another domain but facilitation occurs not only through personal gains
but through capital gains as well.
 IMPLEMENTATION OF WORK LIFE BALANCE IN AN
ORGANIZATION

1. Encourage Time Off: - A break from work will provide employees with the
chance to switch off and enjoy themselves, it is also a great opportunity to
recuperate and recharge. This is essential to help the people improve productivity
and focus when they return to the office. Numerous studies show that holidays
increase company productivity and reduce stress. The American Sociological
Association compiled a report, which suggests that a larger number of vacations
lead to a decline in the psychological distress of people. An effective way to
encourage employees to take time off is to implement a “use it or lose it” system
– whereby any unused days will not be carried over at the end of the year or
repaid financially.

2. Implement Short Breaks throughout the Day: - If taking time off isn’t an
option for some employees, then it is important to encourage small breaks
throughout the day. The human body was not designed to stare at a bright screen
for hours on end. It is not good for employee’s health, or mental wellbeing.
To combat this, managers could consider installing a games room where people
can socialise and take their minds off work. Consider encouraging light exercise
throughout the day and introducing walking meetings outside. They can even go
out as a team to grab a coffee. Technology can also be helpful; investment in
subscriptions to mindfulness or meditation apps to help calm and de-stress
employees. All of these techniques positively impact the teams’ work
performance, productivity and workplace happiness.

3. Ask Employees for Guidance: - If it is noticed that the employees are struggling
to find balance, then find out what changes they think would improve their
situation. By collaborating with the team, managers will get more insight into the
way they think, and will be able to work together on strategies more effectively in
future. To help facilitate these discussions, consider having regularly scheduled
meetings, or implementing employee surveys to provide managers with data-
driven insights. This way they can accurately gauge how their employees are
feeling at any given time and make adjustments to ensure that they have the right
balance.

4. Lead by Example: - Finally, it is important to lead by example. If managers tell

their employees to shut off their laptops at six and not work over the weekend,
but they’re sending them emails during these periods, it sends a very mixed
message. It also puts additional pressure on employees to mirror the manager’s
working hours. Therefore, it is essential to lead by example and witness how the
work practices will permeate throughout the business.
WORK LIFE BALANCE OF DIFFERENT COMPANIES IN INDIA

1. Google: - Google with its primary offices across major Indian cities like Bangalore,
Hyderabad, Mumbai and Gurgaon has a positive Work Life Balance according to the
reviews of its employees. The Company offers several benefits like flexible working
hours, incorporation of fitness centres and areas in the office premises for the physical
and mental well-being of employees, generous maternal and paternal leave policies,
the company also has a policy of sabbatical vacations for long term employees.

2. Cisco Systems: - Cisco has a widespread presence in New Delhi, Mumbai,

Bangalore, Chennai, Pune, Kolkata, and Hyderabad. Cisco offers Work from Home
(WFH) options to needy employees, offers variable workweeks according to market
demand. The Company also provides wellness programs and Health Insurance
Policies to its employees as well as professional development initiatives for career
advancement.

3. Tata Consultancy Services (TCS): - TCS has largest campus in Chennai with a
major regional centre in Mumbai. The company also has offices in Kolkata, Pune,
Bangalore, Gurgaon and Hyderabad. It offers flexible work arrangements to its
employees, personal development programs for career advancement, numerous health
and wellness program for its employees as well as on-site daycare facilities to its
employees.

4. Infosys: - Infosys with its formidable presence in key cities in India like Bangalore,
Chennai, Hyderabad, Pune, Mumbai, Delhi, Jaipur, Chandigarh, Kolkata and
Bhubaneshwar offers several benefits to maintain the work- life balance of its
employees. This includes Work from Home (WFH) and flexitime facilities, Voluntary
Leaves, initiatives for tackling mental health issues as well as parental leave policies.

5. Flipkart: - Flipkart is headquartered in Bangalore. The company also has offices in

major Indian cities like Chennai, Pune, Hyderabad, Lucknow, Kolkata, Gurgaon,
Ahmedabad, Ludhiana and Jaipur. It offers flexible work arrangements to its
employees, parental leave benefits, mental health support programs as well as
learning and development opportunities.
 CONSEQUENCES OF POOR WORK LIFE BALANCE

The global Work Life balance scenario is gradually evolving in favour of the employees
as seen in provision of 4- day work weeks and flexible work models. But the situation is
drastically different in India where employers continue to equate long work hours with
dedication and commitment. While India’s corporate landscape has evolved, traditional
Work- Life balance perceptions persist.

In India, earnings are often tied to number of hours worked, which reinforces the belief in
employers as well as employees that longer hours are necessary to match global income
levels which drives employees to ignore their Work Life Balance. It is observed that
countries with higher wages and better living standards can more easily prioritize work-
life balance.

Long Work hours and poor Work Life Balance can harm employee well-being, ultimately
affecting business outcomes.
As a result, employees face physical and mental health issues, strained relationships, and
reduced job satisfaction, leading to disengagement and higher attrition. Which in turn
translates to lower productivity, increased turnover, and rising hiring and training costs for
companies.

In India, cultural and societal norms view workaholism as an admirable trait, coupled
with a scarcity of employers offering flexible options or incentives for meaningful breaks,
exacerbate the challenge of achieving a true work- life balance.

The lack of Work Life balance in India manifests itself in personal life as well which
results in strained relationships, domestic disputes, lack of care for the sick and the
elderly people on the part of the working members of the family. Poor Work Life balance
also causes several physical problems for employees like deterioration of eyesight,
orthopaedic problems like back and heel pain as well as obesity.
It also contributes to poor mental health among employees which can lead to headaches,
migraines, insomnia and other behaviour related problems.
 RESEARCH METHODOLOGY

Research Methodology encompasses the systematic processes and techniques used to

conduct research, aiming to explore, interpret, and explain phenomena. It serves as the
blueprint for researchers to follow, guiding them from the formulation of research
questions to the interpretation of findings. Central to this methodology is the selection of
appropriate methods and techniques tailored to the nature of the research topic and
objectives. These methods may include qualitative, quantitative, or mixed- method
approaches, each chosen based on their suitability for gathering and analysing data
effectively.

Ethical considerations also play a crucial role, ensuring that research respects the rights
and privacy of participants and adheres to ethical standards. Researchers must address
potential biases and limitations inherent in their chosen methods, striving for objectivity
and rigour in their investigations. By adhering to a well- defined methodology,
researchers enhance the reliability and validity of their findings, contributing to the body
of knowledge within their respective fields. Ultimately, research methodology serves as a
disciplined framework that underpins the scientific process, facilitating the advancement
of understanding and the development of practical solutions to complex problems.

DATA COLLECTION

Data collected from various sources relies on secondary data, derived from pre-existing
records of sources rather than through direct primary research methods. This type of data
is valuable for analysing trends, historical patterns, and broad-scale phenomena. It offers
a comprehensive view based on cumulative information available across different studies
or repositories.

Researchers use secondary data to validate findings, compare results, or conduct meta -
analyses across diverse datasets, ensuring robustness in conclusions drawn from the
collective body of existing knowledge.

DATA ANALYSIS

Data analysis involves interpreting secondary data using tools like pie charts and
histograms. These visualizations help illustrate patterns, trends, and distributions within
the dataset. They provide insights into relationships and proportions, aiding in informed
decision-making and understanding complex data structures effectively.
 DATA ANALYSIS/ INTERPRETATION

Data collected from various sources indicates that the analysis is based on secondary data.

SATISFACTION OF EMPLOYEES WITH THEIR CURRENT

WORKING HOURS

Satisfied Not Satisfied NEUTRAL

Satisfaction of 45 47 8
Employees with
their Current
Working Hours

Satisfaction of Employees with their current Working Hours

Neutral
8%

Satisfied
45%

Not Satisfied
47%

Satisfied Not Satisfied Neutral

INTERPRETATION: - From the above pie chart, we can infer that the majority of
employees working across various companies in India are not satisfied with their current
working hours while an almost equal share of employees are either satisfied or neutral with
their current working hours.
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 FREQUENCY OF OVERTIME WORK OF EMPLOYEES

Often Sometimes Never

Frequency of 60 30 10
overtime work of
employees

Frequency of overtime work of employees

Never
10%

Sometimes
30%

Often
60%

Often Sometimes Never

INTERPRETATION: - From the above pie chart, we can see that the majority of
employees in Indian companies often work overtime while about 30% of employees work
overtime occasionally according to demand.

https://www.scribd.com
 HAVE YOU MISSED A PERSONAL EVENT BECAUSE OF WORK

Yes No Neutral

Have you missed a 40 40 20

personal event
because of Work

Have you missed a personal event because of work

Neutral
20%

Yes
40%

No
40%

Yes No Neutral

INTERPRETATION: - From the above pie chart, we can conclude that about 40%
of employees in Indian companies missed their personal commitments because of work
while the rest 40% were of the opinion that their work commitments didn’t lead to their
absence in personal events. Also 20% employees were neutral regarding this matter.

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 FREQUENCY OF EMPLOYEES WORKING AT HOME

Often Sometimes Never

Frequency of 67 20 13
Employees
working at home

Frequency of Employees Working at Home

80

70

60

50

40

30

20

10

0
Often Sometimes Never

Frequency of Employees Working at Home

INTERPRETATION: - From the above bar graph, we can conclude that the
majority of employees in Indian companies take their work at home often. While about 20
employees take their work at home sometimes. While some employees never take their
work to home.

https://www.scribd.com
 FREQUENCY OF EMPLOYEES WORKING ON WEEKENDS

Often Sometimes Never

Frequency of 43 28 29
Employees
Working on
Weekends

Frequency of Employees Working on Weekends

Never
29%

Often
43%

Sometimes
28%

Often Sometimes Never

INTERPRETATION: - From the above pie chart, we can infer that about 71% of
employees of Indian companies work either sometimes or often during the weekends.

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 FREQUENCY OF EMPLOYEES WORKING ON VACATIONS

Often Sometimes Never

Frequency of
Employees 60 30 10
Working on
Vacations

Frequency of Employees Working on Vacations

Never
10%

Sometimes
30%

Often
60%

Often Sometimes Never

INTERPRETATION: - About 60% of employees working in Indian companies are

of the opinion that they are assigned some form of office work during vacations on a
regular basis. Also, 30% employees are of the opinion that they are assigned work during
vacations at least on some occasions during their professional life. While 10% employees
are never assigned any work during vacations.

https://www.scribd.com
 SATISFACTION OF EMPLOYEES WITH THEIR WORK
SCHEDULE

Satisfied Not Satisfied Neutral

Satisfaction of
Employees with 37 54 15
their Work
Schedule

Satisfaction of Employees with their Work Schedule

60

50

40

30

20

10

0
Satisfied Not Satisfied Neutral

Satisfaction of Employees with their Work Schedule

INTERPRETATION: - From the above bar graph, we can observe that about 34.9%
of employees working in Indian companies are satisfied with their current work schedule.
Also, 50.94% employees are not satisfied with their current work schedule. While, about
14.15% employees are neutral regarding this matter.

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 DURATION OF SLEEPING HOURS OF EMPLOYEES ON
WEEKDAYS

Number of Hours Number of Employees

More than 8 12

5-8 66

Less than 5 22

Duration of Sleeping Hours of Employees on Weekdays

70

60
Number of Employees

50

40

30

20

10

0
More than 8 5 to 8 Less than 5
Number of Hours

INTERPRETATION: - From the above bar graph, we can conclude that about 66%
of employees working in Indian companies sleep 5 to 8 hours during weekdays, 22%
employees for less than 5 hours during weekdays and 12% employees sleep for more than
8 hours during weekdays.

https://www.scribd.com
 EMPLOYEE PRIORITY ON JOB AND PERSONAL LIFE

Priority of Job and Personal Life Number of Employees

I prioritize my job over my personal life 70

I prioritize my personal life over my job 36

I prioritize job as well as personal life in 14

a balanced way

Employee Priority on Job and Personal Life

I prioritize job as well
as personal life in a
balanced way
12%

I prioritize my
personal life over my I prioritize my job
job over my personal life
30% 58%

INTERPRETATION: - From the above pie chart, we can conclude that a vast
majority of employees namely 58% in Indian companies prioritize their jobs over their
personal lives, 30% of employees prioritize their personal lives over their jobs, while 12%
of employees prioritize their jobs as well as their personal lives in a balanced way.

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 DAILY COMMUTING TIME OF INDIAN EMPLOYEES

Number of Hours Number of Employees

Between 3-5 34

Between 1-3 77

Less than 1 12

Daily Commuting time of Indian Employees

90

80

70
Number of Employees

60

50

40

30

20

10

0
Between 3-5 Between 1-3 Less than 1
Number of Hours

INTERPRETATION: - From the above bar graph, we can see that about 62.6%
employees working in Indian companies have a daily commute time of between 1-3 hours
from their home to office. Also, about 27.64% employees have a commute time of
between 3-5 hours from their homes to offices. About 9.75% employees have a commute
time of less than 1 hour.

https://www.scribd.com
 FINDINGS

(1) The majority of employees working in Indian companies are not satisfied with their
current working hours. While an almost equal number of employees are either
satisfied or reluctant to talk about it.

(2) It is observed that a majority of employees working in Indian companies have to work
overtime while about 30% employees work overtime occasionally.

(3) About 40% employees missed a personal event because of work.

(4) According to the above research, about 60% employees had to do some official work
during vacations while 30% employees had to work sometimes according to
requirements.

(5) The majority of employees working in Indian companies sleep between 5-8 hours a
day, while a significant number of employees get less than 5 hours of sleep.

(6) The commute time of most of the employees working in Indian companies is between
1-3 hours, while about 34% employees have a commute time of between 3 -5 hours.
 SUGGESTIONS

1. Indian organizations should include more fresher employees in its workforce to

harness the local talent and bring creativity, fresh perspectives and youthful energy
into the organization.

2. The companies should provide periodic breaks and reasonable working hours to
improve employee satisfaction.

3. The companies should regulate their working hours in accordance with the national
and state standards and consider their commute time also to ensure that employees get
the required amount of sleep in their homes and remain productive throughout the
day.

4. The employers should conduct counselling sessions by trained professionals for its
employees to help them find the right work-life balance according to their unique
abilities and attributes.

5. Companies may provide housing facilities to their employees and their families near
to their places of work to reduce their commute time.

6. Indian Organizations can undertake a variety of measures like providing flexible

working hours, conducting co-curricular activities in the office and assignment of
work according to the experience and expertise of employees to reduce the exhaustion
and burnout levels of employees at the end of the workday.

7. Companies should promote a transparent and more inclusive Work Environment to

facilitate communication between employees and their superiors about their
professional and personal problems.
 SWOT Analysis

STRENGTHS: -

(1) Growing recognition of the importance of mental health and personal time has led
many Indian companies to introduce Work-Life Balance initiatives.

(2) Hybrid and remote work options, especially post- pandemic, have helped many
employees manage personal and professional responsibilities better.

(3) Labour reforms and maternity/ paternity leave policies contribute to improved
Work- Life practices.

(4) Many leading companies have wellness programs, counselling support, and
recreational activities to reduce stress and burnout.

WEAKNESSES: -

(1) Many Indian companies, especially in sectors like IT, Finance and Consulting,
often demand extended work hours, disrupting personal life.

(2) Work- Life Balance initiatives are often limited to large corporations. Small and
mid- sized enterprises lag behind.

(3) There is often an unspoken expectation to prioritize work over personal life,
especially in high-pressure job roles.

(4) Supervisors may not be trained or willing to support flexible work arrangements,
impacting the success of such policies.
OPPORTUNITIES: -

(1) Technology enables efficient remote collaboration, offering companies new ways
to support Work- Life Balance.

(2) Millennials and Gen Z employees increasingly value flexibility and wellness,
pushing companies to adapt.

(3) Educating managers and HR Teams on the benefits of Work- Life Balance can
lead to better workplace culture.

(4) Companies that offer better Work- Life Balance can attract and retain top talent
more effectively.

THREATS: -

(1) With remote work, the line between office time and home time is often unclear,
leading to overwork.

(2) Highly competitive environments may discourage employees from fully utilizing
flexible policies.

(3) Traditional Management mindsets may resist implementing progressive Work-

Life initiatives.

(4) During downturns, companies may prioritize productivity and cost-cutting over
employee wellness programs.
 CONCLUSION

From the above study, we can conclude that Employee Work-Life Balance is an
integral aspect of the contemporary corporate culture of Indian societies because it
increases employee productivity and loyalty. Various Indian companies or companies
that have branches in India like Google, Cisco, TCS, Infosys and Flipkart take various
measures to ensure Employee Work Life Balance like flexible working hours, leave
policies, Work from Home arrangements, Transport Facilities etc. so that employees
get ample time to tend to their personal responsibilities and keep employee morale
high. Employee well- being is directly proportional to good performance, increased
engagement level and an important tool in maintaining a higher retention rate.
 REFERENCES

(1) Verma, E. (2019) “A study on Employee Welfare and Work Life Balance in Shree
Nursingsahay Mudungopal Engineers Pvt. Ltd.” scribd.com

(2) Purnima, P. (2023) “A study on Work Life Balance of Employees at Bharat

Heavy Electrical Limited (BHEL), Chennai” slideshare.net

(3) Kumari, V. (2020) “A project report of Work Life Balance of Employees”

scribd.com

(4) Justin Jaya Prakash J. (2021) “A study on Quality of Work Life Balance of
Employees in a Company” sist.sathyabama.ac.in

(5) Mourya V.R. (2023) “The Study on Work Life Balance at Tata Consultancy
Services, Nagpur” shikshamandal.org

WEBSITES

(1) https://www.scribd.com
(2) https://thecsruniverse.com
 SCOPE FOR FURTHER RESEARCH

(1) The study can be expanded to include more mid- sized and small companies as well
as startups in India to know about their viewpoints and perspectives.

(2) A more in-depth data analysis by using advanced mathematical tools can be
conducted to get more meaningful and insightful results.

(3) A questionnaire can be prepared to gather primary data to perform data analysis on a
particular time or geographical area.

(4) A historical study of Work Life Balance in India can be conducted to understand how
these trends are changing over time.