HR - Work Life Balance

 

Project Report On Work Life Balance of Employees

PREFACE

The Field of Human Resource Management is developing very fast and every department of Human activity is realizing it’s important in the smoo sm ooth th fu func ncti tion onin ing g of the orga organi niza zati tion on.. In Inno nova vati tive ve te tech chni niqu ques es ar are e developed to improve the culture at workplace so that the employees are motivated to give in their best to the organization as also to attain  job satisfaction. Hence, it important implements the latest human resource practices in the organization.   The Latest Techniques in the field of Human Resource Development are Employees for Lease, Moon Lighting by Employees, Dual Career Grou Gr oup, p, Work Work Life Life Balan alance ce (f (fllexi exi ti tim me & fl fle exi wor ork) k),, Tra raiini ning ng & Developmen Devel opment, t, Mana Management gement Partic Participati ipation on in Empl Employees’ oyees’ organi organization zation,, Empl Em ploy oyee ee’s ’s Pr Proxy oxy,, Hu Huma man n Re Resou source rces s Ac Acco coun unti ting ng,, Orga Organi niza zati tion onal al Politics, Exit Policy & Practice, etc.

This project is about WORK LIFE BALANCE BALANCE.. A latest technique in the field of a human resource. To see how the organization is adopting the new trends in the HR field.

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Project Report On Work Life Balance of Employees

CONTENTS SL. NO.

TOPIC

PAGE NO.

INTODUCTION OF CONCEPT (Work life Balance)  CHAPTER 1:

1.1

History

1.2

What Is Work Life Balance?

1.3

What’s The Issue

1.4

Drivers For Change

1.5

Effect Of Work-Life Balance

1.6

Characteristics

1.7

Work Life Balance Benefits As

1.8

Some Reasons For WLB

1.9

Balancing 5 Things In WLB

1.10

Work Life Balance Includes

1.11

Stress And Work Life Balance

1.12

Flexible Work Life

CHAPTER 2:

PROFILE OF BUSINESS UNIT

STUDY OF SELECTED METHODOLGY CHAPTER 3:

3.1

Research Objective

3.2

Sample Information

3.3

Analysis Design

3.4

Analysis Of Data

CHAPTER 4: 4.1

FINDINGS AND CONCLUSION

Summary Of Findings

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Project Report On Work Life Balance of Employees

4.2

Conclusion

4.3

Limitations

4.4

Recommendation

CHAPTER 5:

 ANNEXURE  ANNEXU RE  

5.1

Figure Of Work Life Balance

5.2

Questionnaire

5.3

Bibliography

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Project Report On Work Life Balance of Employees

CHAPTER 1 INTRODUCTION OF CONCEPT (Work life balance)

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Project Report On Work Life Balance of Employees

History The

work-leisure

dichotomy

was

invented

in

the

mid-1800s.Paul

Krassneer remarked that anthropologists use a definition of happiness that is to have as little separation as possible "between your work and your play". The expression "work–life balance" was first used in the United Kingdom in the late 1970s to describe the balance between an individual's work and personal life. In the United States, this phrase was first used in 1986. Most recently, there has been a shift in the workplace as a result of advances in technology.. Employees have technology have many methods, such such as emails, computers, computers, and cell phones, phones, which enable them to accomplish their work beyond the physical boundaries of their office. Researchers have found that employees who consider their work roles to be an important component of their identities will be more likely to apply these communication technologies to work while in their non-work domain. Many authors believe believe that parents being affected by work-lif work-life e conflict conflict will will either either reduce the number of hour’s one works where other authors suggest that a parent may run away from family life or work more hours at a workplace. This implies that each individual views work-life conflict differently. Employee assistance professionals say there are many causes for this situation ranging from personal ambition and the pressure of family obligations to the accelerating pace of technology. According to a recent study for the Center for Work-Life Policy, 1.7 million people consider their jobs and their work hours excessive because of globalization.

WHAT IS WORK-LIFE  BALANCE?  Work-life balance is about effectively managing the juggling act between paid work and the other activities that are important to people. It's not about saying that work is wrong or bad, but that work shouldn't completely crowd out the other things that matter to people like like time time with with famil family, y, partic particip ipati ation on in commun community ity activ activiti ities, es, volunt voluntary ary work, work, pe perso rsonal nal development, developmen t, leisure and recreation. The 'right' balance is a very personal thing and will change for each person at different times of his or her lives. For some people the issue is being able to get into work or find more work rather than having too much work. There is no 'one size fits all' solution.

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Project Report On Work Life Balance of Employees

 A balanced life is one where we spread our energy and effort - emotional, intellectual, imaginative, spiritual and physical – between key areas of importance. The neglect of one or more areas, or anchor points, may threaten the vitality of the whole.

WHAT'S THE ISSUE? Work-life balance is increasingly an issue for any country. Jobs, the workplace and the workforce are changing as:



More women and sole parents go into work.



More people juggle more than one job.



The workforce ages and is increasingly increasingly diverse.



Businesses continue to compete globally to hire skilled workers.



Technology changes the way we work - e.g. cell phones and PCs blur the distinction between work and personal time.

For any country, the two biggest work-life balance problems are: 

People with not enough work or income



People who have too much work: the low paid who need to work long hours to earn enough and the higher paid who may feel trapped into working more hours than they want to.

Through the consultation, employers told that they wanted to address worklife balance issues in their workplaces, and that they wanted practical tools to implement work-life balance initiatives. Workers, families and individuals told us that the key iss issues ues for the them m in ach achiev ieving ing wo work-l rk-life ife bal balanc ance e con concer cerned ned the their ir caring caring responsibilities, workplace practices and cultures, and the need to earn sufficient income.

Drivers for Change Work-l Wor k-life ife ba balan lance ce ha has s become become increa increasin singly gly import important ant for a nu numbe mberr of socia sociall and economic reasons that are making: 

organizations think about how they work

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Project Report On Work Life Balance of Employees 

Government think about how people balance paid and unpaid work and care



Individuals think about the role work has and will have at different stages of their lives.

Broadly, this shift is influenced by changes to markets, ways of working, the labour market and expectations of work. In the public sector, these drivers mean: 

Pressu Pre ssures res to increa increase se effici efficien encie cies s while while at the same same time time respon respondin ding g to the demands of service users, creating more flexible and responsive public services.



That there is a need to understand better and respond respond to customer requirements in a population that is becoming older and more ethnically diverse. Therefore people who po poss sses ess s thes these e skil skills ls and and rela relati tion onsh ship ips s are are cr cruc ucia iall to help helpin ing g orga organi niza zati tion ons s understand new customer segments, promote creativity and cope with increasingly complex business models.

Effect of Work-Life Balance The case for work-life balance tends to be made on two counts. 

First, that work-life balance improves individuals’ individuals’ health, wellbeing wellbeing and job satisfaction.



Second, that business can benefit from work-life balance because these policies: 

improve productivity and worker commitment



reduce sickness absence



increase retention rates for talented workers and reduce replacement costs



allow organizations organizations to recruit from a wider pool of talent



Enable organizations to offer services beyond usual business hours by employing workers on different shifts that fit in with caring responsibilities. responsibilities.

Characteristics 

Work Life Balance Business Benefits.



Not constant, comes and goes with life changes



It takes WORK



The process of seeking balance can be deeply rewarding

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Work Life Balance benefits as 

 Attracts new employees employees



Helps to retain staff 



Builds diversity in skills and personnel



Improves morale



Reduces sickness and absenteeism absenteeism



Enhances working relationships between colleagues



Encourages employees employees to show more initiative and teamwork



Increases levels of production and satisfaction



Decreases stress and burnout

Some reasons for WLB  A review of public holidays holidays and paid holidays across a sample of countries, including  Australia, China, France, Germany, Singapore, Singapore, the US and the UK shows that India is actually quite comparable in terms of the number of days of vacation and holidays provided by law and general practice. It would, therefore, be fair to assume that the intent of law as well as the espoused values of organizations organizations seems to be in favor of providing a fair amount of leisure and balance. Whether it has translated into reality is another matter. 

Gender Concerns



Young Generation



Identity Through Work

 Gender

concerns

Similar discrimination is experienced by men who take time off or reduce working hours for taking care of the family. For many many emplo employee yees s today today—bo —both th male male an and d femal female—t e—thei heirr li lives ves are be becom comin ing g more more consumed with a host of family and other personal responsibilities and interests. Therefore, in an effort to retain employees, it is increasingly important for organizations to recognize this balance.

 Young generation  According to Kathleen Gerson, Sociologist, Sociologist, young people "are searching for new ways to define care that do not force them to choose between spending time with their

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Project Report On Work Life Balance of Employees

children and earning an income" and " are looking for definition of personal identity that do not pit their their own development development against against creating creating committed committed ties to others others readily readily.. Young Young adults believe that parents should get involved and support the children both economically and emotionally, as well as share labor equally. Young people do not believe work-life balance is possible and think it is dangerous to build a life dependent on another when relationships are unpredictable. They are looking for partners to share the house work and famil fam ily y work work togeth together er.. Men Men and women women be beli lieve eve that that women women should should have have jobs jobs before before considering marriage, for better life and to be happy in marriage. Young people do not think their mother’s generations were unhappy. They also do not think they were powerless because they were economically dependent.

Identity through work By worki working ng in an organi organizat zation ion,, employ employee ees s ident identify ify,, to some some ex exten tent, t, with with the organiza orga nization tion,, as part of a coll collectiv ective e group. group. Orga Organiza nization tional al values, values, norms norms and interests interests become beco me incorpor incorporated ated in the self-conc self-concept ept as employee employees s increase increase their identify identify with the organ org aniza izatio tion. n. Howe However ver,, emplo employee yees s also also ident identify ify with with their their outsid outside e rol roles, es, or their their "true "true self".. Example self" Examples s of these these migh mightt be parental parental/care /caretaker taker roles, roles, identific identificatio ations ns with with certain certain groups, religious affiliations, align with certain values and morals, mass media etc. Most employees identify with not only the organization, but also other facets of their life (family, children, religion, etc.). Sometimes these identities align and sometimes they do not. When identi ide ntitie ties s are in confli conflict, ct, the sense sense of a he healt althy hy workwork-lif life e ba balan lance ce may be affect affected ed.. Organization members must perform identity work so that they align themselves with the area in which they are performing to avoid conflict and any stress.

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Project Report On Work Life Balance of Employees

Figure 1

Work Life Balance Balancing 5 things in WLB

Figure 2

Work Life Balance  Fa Fami mily ly - Successful parenting, the culture of care and selflessness that are part of

family life, requires energy, time, patience and a tolerance for mess and confusion… a tall order when the working day has proved stressful and long. The key question here is ‘who finds time to care for whom?’, for what often happens is that the timeconsuming listening part of relationships gets ditched in favour of quick fixes, and then the n the unatte unattende nded d ge gett to feel feel unlove unloved d and react react ac accor cordin dingly gly.. Famil Families ies need need nurt nurtur urin ing, g, and and our our re resp spon onse ses s have have to be su suff ffic icie ient ntly ly deep deep and and elas elasti tic c to accommodate the unexpected, not just the scheduled bits that fit in neatly with our  jobs.  Home- Home making is time-consuming. In the making of a home we create an

atmosphere that reflects our sense of place in this world. Like a warm and familiar  jumper, the home provides us with an extension of ourselves, a place where we can feel free in our emotions and content to be who we really are. The paradox is that the more we work, the more desperate we are to find such a home with its timeless

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Project Report On Work Life Balance of Employees

associations and the less time we have to create it. Homes can so easily become houses, pit stops that provide briefly for sleep, rest and the bare essentials in the intervals between works. Friends endship hips s- It’s often been said that the art of friendship requires common skills to  Fri an uncommon degree: a combination of affection, tolerance and patience as well as a sense of constancy in times of struggle and difference. Yet when our work-life balance spirals out of control, often friendships along with exercise are the first things to suffer. In a report entitled ‘Social Trends; British Social Attitudes Survey 30 (HMSO 2000) a significant factor over the past two decades is that we are seeing less of our best friends. Yet, as the extended family gets to be geographically more and more challenged, our friendships become increasingly relevant to our circle of mutual nurture and support. Commun munit ity y- Like family, home and friendships, our local communities depend on  Com our time and energy in order to function effectively, freely and spontaneously. It is in the reciprocal context of its activities that our communal identity can be experienced and enjoyed. Yet if we lose that vital life-work balance then the many activities through which neighborhood neighborhood and locality are expressed are marginalized and we are the poorer for that neglect. Hobbies, interests and sporting pursuits derive much of their meaning through our interaction with others. If we fail to address the issues of work-life balance balance as a society then one of the first casualties will be the richness and diversity of community life. By work life balance we mean that all workers should have a right to work that does not damage their freedom to pursue activities & responsibilities outside the work place. That means making work more sensitive, arranging work more effectively & organizing it more intelligently.

Work Life Balance Includes 

Flexi-time



Staggered hours



Time off in lieu



Compressed working hours



Shift swapping



Self-roistering



Job sharing



Term-time working  Working from home

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Project Report On Work Life Balance of Employees 

Tele-working



Breaks from home

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Project Report On Work Life Balance of Employees

Stress and work life balance:The number of stress-related disability claims by employees has doubled according to the Employee Assistance Professionals Association in Arlington, Virginia. Seventy-five to ninety percent of physician visits are related to stress.  It is clear that problems caused by stress have become a major concern to both employers and employees. Symptoms of stress are manifested both physiologically and psycho psy cholog logica ically lly.. Persi Persiste stent nt stress stress can result result in cardiovascu cardiovascular lar disease, disease, sexu sexual al health health problems, a weaker immune system and system and frequent headaches headaches,, stiff muscles, muscles, or backache backache.. It ca can n al also so re resu sult lt in poor poor copi coping ng skil skills ls,, irritability, jumpiness, insecurity, exhaustion, exhaustion, and difficulty in concentrating . Stress may also perpetuate perpetuate or lead to binge eating , smoking , and   consumption. alcohol  consumption. The feeling that, simply working hard is not enough anymore is acknowledged by many other Multinational/Private Multinational/Private and round round the clock working bank w workers. orkers. “To get ahead, a seventy-hou seventy-hourr work week is the new standard standard.. What lit little tle time is left is often divvied divvied up among amo ng rel relati ations onship hips, s, kid kids, s, and sleep. sleep.”” This This incre increase ase in work work hours hours over over the past past two two decades means that less time will be spent with family, friends, and community as well as pursing activities that one enjoys and taking the time to grow personally and spiritually. Unfortunately, many women feel additional stress when they must decide what they feel is best for their their families or w what hat is best for their their career. According to Sylvia Hewlett, Hewlett, president of the Centre for Work-Life Policy, if a woman takes time off to care for children or an older parent, parent, employers employers tend to “see these people people as less than full committe committed. d. It’s as though their identity is transformed.” Brett Graff, Nightly Business Report correspondent states that (because a female may have trouble re-entering the market or, if she does find a position, it will likely be a lower position with less pay) “If you thought choosing a baby name was hard, you have yet to wrestle with the idea of leaving your career to be a full-time mom or take care of an older parent…Most will want to re-enter, but will do so accepting lesser positions or lower wages.” This circumstance only increases the work-life balance stress experienced by many women employees. Men who take time off or reduce working hours for taking care of the family experience similar discrimination. discrimination.

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Project Report On Work Life Balance of Employees

Flexible Work life  A significant significant feature within the changing world of work is the need to develop a diverse, skilled and motivated workforce able to respond quickly and efficiently to client needs. Ensuring a committed, responsive and high performing workforce often depends on creating an environment that enables employees to more easily manage the demands of work and life—particularly their family responsibilities. Flexible work options for employees contribute to a positive, healthy and productive work environment. Flexible work options are define def ined d as mutual mutually ly agreed agreed longlong- or sh short ort-te -term rm change changes s to worki working ng time time an and d leave leave arrangements within the context of organizational needs. Their successful implementation depends on employee and management knowledge, pre-planning, regular review, and the creation of a supportive workplace culture. BENEFITS OF FLEXIBLE WORK: Workplace practice and culture impact on the work, family and life balance of all employees. International International research and experience across both the public and private sector, and feedback within the Banking sector, highlights the tangible benefits of mutually agreed flexible work options and a supportive workplace culture.

Benefits of flexible work options include: 

Increa Inc reased sed capaci capacity ty to attrac attractt and retain retain skille skilled d and speci speciali alist st employ employee ees s an and d professional staff.



Maximizing returns on training and professional development investment renewed energy ene rgy and freshn freshness ess contri contribu butin ting g to resili resilienc ence e as well well as incre increase ased d moral morale, e, commitment and high work performance from staff.

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Improved learning outcomes through matching work options and available Skills with student needs.

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Increased performance and productivity, through improved organizational climate, reduction of absenteeism and stress and a more efficient use of staff.

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Competitive edge in attracting and maintaining high demand skills to the public education and training system and positive public recognition in both the education sector and across other industries.

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Project Report On Work Life Balance of Employees

The benefits for businesses Research has repeatedly shown that there is significant business benefits associated with implementing work-life balance policies. In a Department of Labour scan of more than 85 case case studie studies s of organ organisa isatio tions ns imple implemen mentin ting g workwork-lif life e ba balan lance ce polici policies, es, employ employers ers experienced experience d benefits such as: 

Improved recruitment and retention rates, with associated cost savings;

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Reduced absenteeism and sick leave usage;

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 A reduction in worker worker stress and imp improvements rovements in employee employee satisfaction satisfaction and loyalty; loyalty;

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Greater flexibility for business operating hours;

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Improved productivity;

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Improved corporate image, becoming an ‘employer of choice’.

  The benefits for employees Employ Emp loyees ees in compan companie ies s alrea already dy implem implemen entin ting g work work - lif life e pract practic ices es enjoy enjoy si signi gnific ficant ant benefits such as: 

Being able to effectively manage multiple responsibilities at home, work and in the community without guilt or regret.



Being Bei ng ab able le to work work in fle flexib xible le ways ways so that that ea earni rning ng an incom income e and managi managing ng family/other commitments become easier



Being part of a supportive workplace that values and trusts staff.

The benefits for families and communities Over the past 20 years the demands of the modern workplace are perceived perceived to have impacted heavily on family and community life. Parents wish they had more time with their children. 'Me time' seems to be shrinking and an ageing population means eldercare is becoming a serious issue. There's also less time t ime for volunteering. Work-life balance initiatives can make it easier to juggle multiple responsib responsibilities ilities at home, work and in the community. People with a good work-life balance are healthy physically, emotionally and socially, socially, and have a sense of control over their life.

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Project Report On Work Life Balance of Employees

CHAPTER 2 PROFILE OF BUSINESS UNIT (-----------)

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Project Report On Work Life Balance of Employees

CHAPTER 3 STUDY OF SELECTED METHODOLGY

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Project Report On Work Life Balance of Employees

Research methodology is a way to systematically solve the research problem. It may be understood as science of studying how research is done scientifically scientifically..

Research objective:

To study how the t he nature of family structure influences work related stress.

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To know that employees employees position in the firm affect their t heir balance between dual life.

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To know that employees are willing to take advantage of flexible schedule.

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To know if individuals individuals are able to attend their family as well as office gathering.

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To know that long working hour affect individual efficiency.

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To know that is there health is affecting due to work.

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To know what are the top most priorities of employees.

Sample Information:•

•

•

•

•

•

•

•

Data Collection

Survey

Type of Data

Primary data & Secondary data

Sample Area

Pyrotech Electronics Pvt Limited

Type of Questionnaire

Structured Questionnaire, Questionnai re, Observation & Personal

Research Instruments Statistical tools used

Interview Column charts & Pie Charts

Sample Size

100

Sampling Technique

Random Sampling

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Project Report On Work Life Balance of Employees

Analysis Design: 

Males are 60 and females are 40

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Project Report On Work Life Balance of Employees

Family Structure of Participates 60 50

50

50 40 30    N    f   s   r   p   e   n   o

20 10 0

Family Structure

Nuclear  Joint

 

50

 

50

50 employees prefer to live in nuclear family where as 50 employees’ lives in joint family.

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Project Report On Work Life Balance of Employees

60 employees are bachelor, 30 married and 10 widowed

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Project Report On Work Life Balance of Employees

50 employees are in 18-25 where as 45 employees are in 25-35 and only 5 are un age of 45-65.

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Project Report On Work Life Balance of Employees

Analysis of Data:1) Normal Normal Workin Working g Hour Hour per Day

Interpretation:Form the surveyed data it is clear that 50 employees are working from 8-10 hr daily. Even 30 empl employ oyee ees s fr from om surv survey eyed ed data data are are worki orking ng fo forr less less th than an 8hrs 8hrs per per day. day. Due Due to privatization working working hour is major factor which affect flexibility of employees.

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Project Report On Work Life Balance of Employees

2) Posi Positi tion on of of emplo employe yees es

Interpretation:Form the surveyed data it is clear that 40 employees are working at executive &Technical position. Even 10 employees from surveyed data are working at skilled craft & secretarial position. Due to privatization working is divided into various head so that best output can be taken.

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Project Report On Work Life Balance of Employees

3) Curr Curren ently tly worki working ng as as

Interpretation:Form the surveyed data it is clear that 100 employees are working as full time employees. Usually employees employees prefer to do work as full time rather than part time.

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Project Report On Work Life Balance of Employees

4) Response Response of employe employees es about about the level level of balance balance between between work life and and home life?

Interpretation:Form the surveyed data it is clear that 40 employees feel that their work life and home life is somewhat balanced. Even 30 employees from surveyed data feel that their work life and home life is very well balanced & balanced. Max no of employees says that they can balance their dual life at certain heights.

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Project Report On Work Life Balance of Employees

5) Which of the the following following is best best describing describing the level level of stress stress among among Employe Employees es about their work life Balance?

Interpretation:Form the surveyed data it is clear that 70 employees feel that balancing dual life is slightly stressful. Even 20 employees from surveyed data feel that balancing dual life is stressful. Making balance between home n work lives increases the stress level.

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Project Report On Work Life Balance of Employees

6) How frequent frequently ly employe employees es do overstay overstay in the the office office to finish their their work? work?

Interpretation:Form the surveyed data it is clear that 40 employees sometimes do over stay at office to finish their work. work. Even 30 employees employees from surveyed surveyed data most of the time times s do over stay at office to finish their work. Max no of employees have to do over stay at office after their normal time to finish their work.

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Project Report On Work Life Balance of Employees

7) Are Employees Employees workin working g unde underr flexible flexible schedule? schedule?

Interpretation:Form the surveyed data it is clear that 60 employees does not get flexible schedule. But 40 employees receive flexi schedule. Max no of employees don’t receive flexi schedule.

If No then:o Is Flexible schedule should be available to all Employees of organization? Yes o

84%

100%

No

0%

Would you have a better Balance of Work/Home with Flexible Schedule? Yes

o

No

Would you like to take advantage of a Flexible Schedule if offered to you? Yes

o

16%

100%

No

0%

Would you be more efficient at your job with a flexible schedule? Yes

100%

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No

0%

 

Project Report On Work Life Balance of Employees

8) How often often do employe employees es find find themselv themselves es working working? ?

Interpretation:Form the surveyed data we can see that 12% employees work during lunch time daily. daily . 24% employees work weekly after their usual working hrs. 28% & 36% employees never work at home & during vacation vacations s respectively respectively.. Max no of employee employees s never never work after they go to home or on vacations.

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Project Report On Work Life Balance of Employees

9) Are employ employees ees able able to attend attend social social gatheri gathering ng in family? family?

Interpretation:Form the surveyed data it is clear that 50 employees Attend family gathering sometimes only.. Even 20 employee only employees s from surveyed surveyed data Attend Attend family gathering gathering most of the times. Max no of employees employees get chance to attend their family gathering.

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Project Report On Work Life Balance of Employees

10) Are employees able to attend social social gathering of office people?

Interpretation:Form the surveyed data it is clear that 40 employees Attend office gathering sometimes only. Even 30 employees from surveyed data attend office gathering seldom only. Max no of employees Attend office gathering sometimes.  sometimes. 

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Project Report On Work Life Balance of Employees

11) Are employees employees able to pay their Home Home Bills (like Electricity Bill, Water Bill, Telephone Bill, etc)?

Interpretation:Form the surveyed data it is clear that 60 employees pay their home bills. 20 employees never or sometime pay their bills. Max no of employees pay their home bills.

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Project Report On Work Life Balance of Employees

12) How frequently they take their family family out on vacation?

Interpretation:Form the surveyed data it is clear that 60 employees take their family out on the vacation once in year. 20 employees from surveyed data take their family out on vacation 2 in a year. But 15 employees never take their family out on vacation. Thus we can say that some employees are balancing their dual life.

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Project Report On Work Life Balance of Employees

13) Do employees go to Grocery Shop for purchasing purchasing Home Articles?

Interpretation:Form the surveyed data it is clear that 50 employees never go for purchasing grocery item from the market. 30 employees from surveyed data go sometimes. It is surprising that max no of employees who are say that they have balanced dual life never goes for grocery marketing.

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Project Report On Work Life Balance of Employees

14) Does long working Hours affect affect their Efficiency? Efficiency?

Interpretation:Form the surveyed data it is clear that 70 employees says that long hours affect their efficiency some of the times. 10 employees from surveyed data say that long hours never affect their efficiency. Thus we can say that sometimes long working hours affect efficiency of employees.

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Project Report On Work Life Balance of Employees

15) Do Health is suffering suffering because of their work?

Interpretation:Form the surveyed data it is clear that 40 employees agree partially that health is suffering due to work. work. 30 emplo employe yees es from from survey surveyed ed dat data a Disag Disagree ree that that health health is suffer suffering ing not suffering due to work. Thus we can say that max employees agree that their work is a major cause of unhealthy. unhealthy.

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Project Report On Work Life Balance of Employees

16) Top most Priorities given given by Employees:

Interpretation:It is clear that 70% employee give preference to career as well as health. Den 25% gives top most priorities to family and wealth. Thus we can say that now employees are more devoted toward their health as well as career.

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Project Report On Work Life Balance of Employees

CHAPTER 4

FINDING AND CONCLUSION (Work life balance)

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Project Report On Work Life Balance of Employees

Summary of Findings 

Women constitute an important section of the workforce. However, the present si situ tuat atio ion n of a larg large e nu numb mber er of we wellll-qu qual alifi ified ed wo wome men n wh who o du due e to va vario rious us circumstances have been left out of their jobs needs to be addressed. The proble pro blems ms fac faced ed are sev severa erall but sig signif nifica icantly ntly,, mos mostt oft often en the "brea "break k in their their careers" arises out of motherhood and family responsibilities.

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When we see the age composition it is clear that the organization is recruiting young individual that is in age group of 18-25 & 25-35 thus organization is have new generation but lack of experienced employees having experiencing more than 30 years.

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Merely half of the employees surveyed works between 8-10 hours this is good thing in the organization but 20% employees work between 10-12 hours which indicates the increase in stress level.

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From survey we can see that company is employing only full-time employees rather than part-time.



100% employees from surveyed data say that they feel that their work life and home life is either balanced or somewhat balanced or very well balanced in short can we can say that employees are balancing their dual life.



Max veto of employees is saying that they find themselves in slightly stressful situation when balancing work life but they somehow balance their dual life.



Max veto of employees do over stay at office to finish their work. Due to this their efficiency decreases as well as they feel themselves in stress.



 All most all the employees think that flexible schedule should be given to them thatt wo tha would uld hel help p the them m to bal balanc ance e wo work rk and home sim simult ultane aneous ous and ev even en increase in efficiency for the job.



 All most all the employee’s work after usual working hour monthly, weekly or daily da ily,, bu butt on only ly 70 70% % wo work rk du duri ring ng lunc lunch h ho hour ur.. 90 90% % em empl ploy oyee ees s en enjoy joy th thei eirr vacation without any work load; even 70% never take their work at their home.

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Project Report On Work Life Balance of Employees



Max veto of employees is able to attend their family gathering. This is some sight of balancing their dual life.



 All most all the employees attend office people people gathering some time but around 10% of emp employ loyees ees nev never er att attend end offic office e gat gather hering ing.. Thu Thus s we ca can n say some people are not interested in attending office gathering.



60% employees employees say that they always pay their home bills Bill, Telephone Bill, etc )



(like Electricity Bill, Water

but 20% never do that.

Max veto of employees take their family out at least once in the year but 10% never take their family out on vacation. Thus can say that employees are not give free time to their family.



 All most all the male employees never go to grocery shop for purchasing home articles. But on other hand female employees goes to grocery shop always or most of the time or some time.



Merely 70% of employees saying that long working hours some time affect their efficiency, but in the same course 10% employees say that long working hour never affect their efficiency as they are those employees who work less than 8 hrs.



 All most 70% of employees say that they are agreeing that their health is suffering due to their work. But 30% of employees say that they disagreeing this.



Career and Health are the two segments which have been set as top most priorities by employees. In the same course family is also given the second most imp priorities by employees.

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Conclusion The family and work life are both important to employees in any sector and if these two are not maintained properly it creates stress and strain and results into various diseases. This study is found important because it tries to know how the work life and family life interface results into stress.  Achieving a good balance between work and family commitments is a growin gro wing g con concer cern n for con contem tempor porary ary emp employ loyees ees and org organ aniza izatio tions. ns. The There re is now mounting evidence-linking work– life imbalance to reduced health and wellbeing among individuals and families. It is not surprising then that there is increasing in inte tere rest st am amon ong g orga organi niza zatio tiona nall st stak akeh ehol olde ders rs (e (e.g .g.. CE CEOs Os,, HR ma mana nage gers rs)) fo forr introducing work–life balance policies in their organizations. Work-life balance policies are most likely to be successfully mainstreamed in organi org anizat zation ions s wh which ich ha have ve a cle clear ar und unders erstan tandin ding g of the their ir bus busine iness ss rat ration ionale ale an and d which respect the importance of work-life balance for all employees.  Conclusion of Research Objective 

From the research we get to know that the employees living in the joint family is either not at all stressful or slightly stressful, but employees in nuclear family who say that their dual life is slightly stressful are bachelor. So now employees prefer joint family.



Employees on executive position says says that their dual life l ife is very well balanced and even some executive things that it is somewhat balanced. But from the study we can say that Technical, Secretarial and Skilled Craft employee’s dual du al life life is ba bala lanc nced ed an and d so somew mewha hatt ba bala lanc nced ed.. Th Thus us al alll th the e su surv rvey eyed ed employees have balanced their dual life.



From the study it is clear that 60% of surveyed employees are not working under flexible schedule. Only those employees who are on executive position

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Project Report On Work Life Balance of Employees

are working under flexible schedule. But if the flexible schedule is given to all the employees surveyed are willing to take advantage of it. i t. 

Most of the executive are able to attend their family and office function, but the employees on clerical and on technical position attend family gathering most of the time and social gathering seldom or never.



70% 70 % of em empl ploy oyee ees s sa says ys th that at long long wo work rkin ing g ho hour ur so some meti time mes s ef effe fect ct th thei eirr worki wo rking ng eff effici icienc ency. y. We ca can n say tha thatt in priv private ate org organi anizat zation ion de decre crease ase in efficiency is very common.



70% employees say that yes their health is suffering due to their work but surprising 30% of employees disagree that health is not suffering due to work and they belong to technical.



  40% emp employe loyees es give top mo most st priori priorities ties to care career, er, at the same ti time me 40% employees give top most priorities to health also but more than half of the employees’ surveyed say that family is their second preference.

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Limitations 

Lack of COMMU COMMUNICA NICATION: TION:   Commu Communica nication tion about work work/life /life progr programs ams is esse es sent ntia ial. l. Alth Althou ough gh an orga organi niza zati tion on ma may y of offe ferr a ri rich ch me menu nu of wo work/ rk/lif life e benefits, the desired effect—yielding positive business results—is unlikely to occur if employees do not know about the programs or understand them.



Tea eam m WO WOR RK: Intro Introducin ducing, g, oper operating ating and imple implementin menting g work work-life -life balan balance ce requires collaborative working and is very much a holistic process.



  Time CONSUMING: Implementing CONSUMING: Implementing a WLB strategy takes time. Timescales for implementation need to be realistic.



LONG working hours: long working hour effect the efficiency of employees. employees.



Work Wo rkin ing g ENV NVIR IRON ONME MENT NT:: La Lazy zy wo work rkin ing g en envi viro ronm nmen entt le lead ads s la lack cks s of motivation thus effect the efficiency of employees.



Work OVERLOAD: Due OVERLOAD: Due to work overload efficiency of employee’s decreases as the time passes.

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Project Report On Work Life Balance of Employees

Recommendation

List of Recommendation on WLB issues of Employees Recomm Rec ommend endati ation on to the Emp Employ loyees ees 

Time Management



Drop activities that sap your time   or energy



 A little relaxation goes a long way way

Rec Recomm ommend endati ation on to the or organ ganiza izatio tions ns

 

 

 



Integration



Offer Flexibility



Childcare Centers at workplaces



Women-friendly workplace



Training Programs Promote awareness



Be Honest



Rethink your errands



Set your priorities

 





Social Networking

 





Learn to say no



Leave work at work



Manage your time



Bolster your support system



Nurture yourself 



Seek help of Counselors



Don't overbook



Use technology



Organize



Use the facilities available for WLB in organizations

 

 

 Availability of accommodations accommodations



Commitment during hiring



Continuous Process



Nominating WLB Champions



Benchmarking against similar organizations



Communication



Survey questionnaire

 



Role of HR Department

 



     

   

 Avoid as far possible possible the long hours of work for employees

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Project Report On Work Life Balance of Employees

Tips for Better WLB 5 practical steps toward better work-life balance:1. Figure Out What Really Matters to You in Life: Personal coach Laura Berman Fortgang says, getting your priorities clear is the first and most essential step toward achieving a well-balanced life. The important point here is to figure out what you want your priorities to be, not what you think they should. We may use an ex exerc ercise ise for fig figuri uring ng out what what ma matte tters rs most; most; contem contempl plate ate the follow following ing serie series s of questions: 1. If my life could focus on one thing and one thing only, what would that be? 2. If I could add a Second thing, what would that be? 3. If I could add a Third thing, what would that be? 4. If I could add a Fourth thing, what would that be? 5. If I could add a Fifth thing, what would that be? If you answer thoughtfully and honestly, the result will be a list of your top five priorities. Fortgang says a typical top-five list might include some of the following: Children, Spouse, Spou se, Satisfying Satisfying career, career, Communi Community ty service, service, Religio Religion/spi n/spiritua rituality lity,, Health, Health, Sports, Sports, Art, Hobbies, such as gardening/ gardening/ adventure/travel, etc. 2. Drop Unnecessary Unnecessary Activities: By making a concrete list of what really matters to you, you may discover you're devoting too much time to activities that aren't a priority, and you can adjust your schedule accordingly. Since having a baby, Al-Ramahi says he and his wife have become much more efficient in managing their time -- cutting back on television, for example. If at all possible, Fortgang recommends dropping any commitments and pursuits that don't make your topfive list, because "unnecessary activities keep you away from the things that matter to you." 3. Protect Your Private Time: You would would probab probably ly think think twice twice be befor fore e skippi skipping ng out on work, work, a parent parent-te -teach acher er conference, or a doctor's appointment. Your private time deserves the same respect. "Carve out hours that contribute contribute to yourself yourself and your your relation relationship ship," ," says says Steven Steven Hobfoll, Hobfoll, PhD, PhD, distinguished professor of psychology at Kent State University. Guard this personal time

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Project Report On Work Life Balance of Employees

fervently and don't let work or other distractions intrude. "Stop checking email and cell phones so often". "Few people are so important that they need their phones on at all times." If work work consis consisten tently tly inter interfer feres es with with yo your ur pe perso rsonal nal time, time, Hobfo Hobfoll ll recomm recommen ends ds discussing some adjustments with your boss. "There's a mythology in the workplace that more hours mean more," he tells WebMD. Demonstrate that you can deliver the same or better results in fewer hours. Your job performance "should never be judged in terms of hours of input". Protecting your private time often leads to "greater satisfaction in both work life and personal life, greater productivity, and more creativity." 4. Accept Help to Balance Your Life:  Allow yourself to rely on your partner, family members, or friends -- anyone who can watch the kids or run an errand while you focus on other top priorities. "Try tag-teaming," Hobfoll suggests. "One spouse works out before dinner, one after dinner, while the other watches the kids."To get more alone-time with your partner, accept babysitting offers from friends and family, or try arranging a regular trade-off with another couple. “I'll watch your kids this Saturday if you watch mine next Saturday.' Tag-teaming is a great way to create extra free time". 5. Plan Fun and Relaxation: Fun and relaxation are an essential part of living a well-balanced life. That's why Brown makes time for weekly guitar lessons, a yoga class, a date night with his wife, and a guys' night out a couple times a month. In addition, he exercises on a trampoline in his backyard most days of the week. How does he squeeze in all this playtime while running his business and sharing the responsibilities responsibilities of raising a daughter? "If you believe that the most important thing is to be happy in life (not when I'm a millionaire or when I retire but right now) then you can always make time." Until you get into the habit of taking time for yourself, set aside space in your planner for relaxation and fun. Plan what you're going to do and make any necessary arrangemen arrangements, ts, such as childcare, to ensure you'll be able to keep your commitment. "Remember, you make time for what you want to make time for". If something is important to you, don't brush it aside with a dismissive "I don't have time for that." You are in charge of your own schedule -- it's up to you to make time.

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Questionnaire (Optional)

Name:-

…………………………………..................

Gender:Male

Female

Below 18

18-25

25-35

35-45

45-65

Above65

Nuclear

Joint

Age :-

 Family Structure:-

 Which best describe your marital status:-

 

Married

Widowed

Bachelor

Divorced

If Married, Is your Spouse is working:Yes

 

No

If Married, No of Children’s:- ….………………… ….……………………. ….

QNo.1 Normal Working Hours per Day:Less than 8 hrs

8 to 10

10 to 12

Above 12

QNo.2 Your QNo.2  Your Position best describe as:Executive/ Administrative/ Management Technical

Clerical/ Secretarial

Skilled craft

Service/ Maintenance

Other Professional

QNo3 QNo 3 You are currently working as: Full Time

Part Time

QNo.4 Describe QNo.4  Describe your current feeling of balance between your work life and your home life:Very well Balanced

Somewhat Balanced

Somewhat out of Balanced

Very out of Balanced

Balanced

QNo.5 Which of the following best describes your feelings of stress (if any) around finding a Work life QNo.5 Which balance? Very Stressful

Stressful

Slightly Stressful

Not at all Stressful

QNo.6 How QNo.6  How frequent you overstay in the office to finish your work:Most of the Time

Some Times

 Always

Never 

Please answer the following questions about flexible work schedules:QNo.7 Are QNo.7  Are you currently working under a Flexible Schedule Yes

No

If No Then, QNo.7a Is Flexible schedule should be available to all Employees of organization? Yes

No

Seldom

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Project Report On Work Life Balance of Employees

QNo.7b Would you like to take advantage of a Flexible Schedule if offered to you? Yes

No

QNo.7c Would you have a better Balance of Work/Home with Flexible Schedule? Yes

No

QNo.7d Would you be more efficient at your job with a flexible schedule? Yes

No

QNo.8 How often do you find yourself working? Daily

Weekly

Monthly

Year

Never  

QNo.8a During your lunch hour  QNo.8b At work after your usual work hours QNo.8c At home after your usual work hours QNo.8d During vacations QNo.9 Are QNo.9  Are you able to attend Social Gathering in Family: Most of the Time

Some Times

 Always

Never 

Seldom

QNo.10 Are QNo.10  Are you able to attend Social Gathering of Office People: Most of the Time

Some Times

 Always

Never 

Seldom

QNo.11 Do QNo.11  Do you pay your Home bill (like Electricity Bill, Water Bill, Telephone Bill, etc? Most of the Time

Some Times

 Always

Never 

Seldom

QNo.12 How QNo.12  How frequently you take your family out on Vacation: Twice in a year

Once in a year

Once in five years

Once in three years

Never  

QNo.13 Do QNo.13  Do you go to near Grocery Shop for Purchasing Home Articles? Most of the Time

Some Times

 Always

Never 

Seldom

QNo.14 Does QNo.14  Does long working Hours affect your Efficiency: Most of the Time

Some Times

 Always

Never 

Seldom

QNo.15 Do QNo.15  Do you agree, “Your Health Is Suffering Because Of Your Work” Strongly Agree

Agree

Disagree

Strongly disagree

QNo.16 Give QNo.16  Give priorities to the following

Partially agree

(1 to 5):

Career

Health

Wealth

Hobbies

Family

QNo.17 Comment what can be the Reasons & Problem behind your Work Life Imbalance? --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Thank you in cooperating in the survey.

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Bibliography Book Referred:-



Human Resource Management concepts and issues By: - T.N.CHHABRA



Human Resource Management By: - Dr. C.B.GUPTA

Site Referred:-



www.pyrot www.p yrotechi echindia ndia.com .com



Work-life balance: Rhetoric versus reality? By: - UNSION

The public service union



www.WORKL www.W ORKLIFEB IFEBALNA ALNACE.c CE.com om



Work Life Balance By: -Wikipedia, the free encyclopedia