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WORK LIFE BALANCE OF EMPLOYEES IN IOCL GUWAHATI

ORGANISATIONAL GUIDE: - ACADEMIC GUIDE:-

Miss ANKITA SRIVASTAVA Mrs. NIRMALA DUTTA

ERO Associate Professor &IOCL Guwahati Refinery Head, Entrepreneurship Cell

SUBMITTED BY:-

HIROKJYOTI KACHARI ROLL NO.1006247140 3rd TRIMESTER MBA

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REGIONAL COLLEGE OF MANAGEMENT

CONTENTS

S.NO

Topic PAGE NO.

1 Preface 32 Acknowledgement 43 Executive summary 54 Chapter 1-General Observation Of

the Organization 6

5 Chapter 2- Introduction to IOCL Guwahti and objective of the project

13

6 Chapter 3-General observation of work life balance

16

7 Chapter 4-Research methodology 24

8 Chapter 5-Interpretation of data and findings

26

9 Chapter 6- Findings 34

10 Chapter7-Overall Recommendation/Suggestion

35

11 Conclusion 3612 Scope for further studies 3713 Annexure 38

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14 Appendix-one 4015 Bibliography 41

PREFACE

Projects are an indispensible part of any kind of formal education. They help us to have a practical exposure as well as better outlook of the subject, which we are studying in a professional college like MBA. The students are equipped with strong theoretical knowledge about the business administration and time tested methods of running a successful business organisation. To make this theoretical knowledge more efficient, the students are assigned certain projects in various organisations to get better exposure to working styles in organization.

I was assigned to do my project in Work Life Balance of employees in Indian Oil Corporation Limited (Noonmati Refinery).The project commenced from May 28th to 17th July 2011.

In order to make the data and findings easily understandable, efforts have been made to present the information in a simplified, lucid and organized manner. All the necessary table and figures have been incorporated. Recommendations have been made on the basis of the findings herein.

This project has given me immense practical working patterns and the environment for improving my practical skills.

Date:-

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Place: - HIROKJYOTI KACHARI

ACKNOLEDGEMENT

It’s a great pleasure to present this report of summer training in Indian Oil Corporation Limited Guwahati in partial fulfilment of MBA Programme under Regional college Of Management, affiliated to Biju Patnaik University of Technical, Bhubaneswar.

At the outset, I would like to express my immense gratitude to my training guide for guiding me right from the inception till the successful completion of the training.

I am grateful to my departmental guide Mrs Nirmala Dutta for her constant guidance in this project.

I would specially thank to Ms Ankita Srivastava for her all her support. As I am falling short of words for expressing my feelings of gratitude towards her for extending their valuable guidance about the organisation and support for literature, critical reviews of project and the report and above all the moral support she had provided me with all stages of this training.

I express my sincere thanks to all the respondents who have spared their valuable time and provided me with the required information in this project.

And finally I am thankful to Regional college of Management and Indian Oil Corporation Limited Guwahati for giving me opportunity to gain practical knowledge in my area of specialization.

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Date:-

Place: - HIROKJYOTI KACHARI

EXECUTIVE SUMMARY

Project title: A Report on work life balance of employees in Indian Oil Corporation Limited Guwahati.

Organization: INDIAN OIL CORPORATION LIMITED GUWAHATI REFINERY

Organisational guide: Ms. Ankita Srivastava. ERO, IOCL-Guwahati Refinery.

Academic Guide: Mrs. Nirmala Dutta. Associate Professor & Head Entrepreneur Cell

Duration: 45 days. (22 nd May to 15th July 11)

Research Methodology :

Research design : Exploratory followed by Descriptive Research

Sampling plan : The sample was selected on the basis of Judgemental Sampling. The sample was taken from about 40 employees out of 900.

Data source : Both Primary and Secondary data.

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Schedule design : A well structured schedule comprised of closed-ended, multiple choice and dichotomous questions.

Method of data collection: Primary data were collected by face to face interview with the help of a well structured schedule and secondary data were collected from books, magazines/journals, and websites.

CHAPTER 1

1.1 Company profile of IOCL

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Indian Oil Corporation Limited or Indian Oil is an Indian state-owned oil and gas

company headquartered at Mumbai, India. It is India’s largest commercial enterprise,

ranking 125th on the FORTUNE GLOBAL 500 list in 2010. Indian Oil and its subsidiaries

account for a 47% share in the petroleum products market, 34.8% share in refining

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capacity and 67% downstream sector pipelines capacity in India. The Indian Oil Group

of Companies owns and operates 10 of India's 19 refineries with a combined refining

capacity of 65.7 million metric tons per year. It was founded in the year 1964.In 2010

the total revenue for IOCL was us$ 51.81 billion. The total number of employees in IOCL

is 34,363.The present chairman of IOCL is Mr. Ranbir Singh Butola.

Indian Oil began operation in 1964 as Indian Oil Company Ltd. The Indian Oil

Corporation was formed in 1964; with the merger of Indian Refineries Ltd. Feroze

Gandhi was the first chairman of Indian Oil Corporation Limited.

1.2 Objectives

To serve the national interests in oil and related sectors in accordance and consistent with Government policies.

To ensure maintenance of continuous and smooth supplies of petroleum products by way of crude oil refining, transportation and marketing activities and to provide appropriate assistance to consumers to conserve and use petroleum products efficiently.

To enhance the country's self-sufficiency in crude oil refining and build expertise in laying of crude oil and petroleum product pipelines.

To further enhance marketing infrastructure and reseller network for providing assured service to customers throughout the country.

1.3 Products

Indian Oil's product range covers Petrol, Diesel, LPG, auto LPG, aviation turbine fuel, lubricants, naphtha bitumen, paraffin, kerosene etc. Xtra Premium petrol, Xtra Mile diesel, Servo lubricants, Indane LPG, Auto gas LPG, Indian Oil Aviation are some of its prominent brands.

Recently Indian Oil has also introduced a new business line of supplying LNG (liquefied natural gas) by cryogenic transportation. This is called "LNG at Doorstep". LNG headquarters are located in Delhi.

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1.4 Group Companies

1.6 Refineries

Digboi Refinery , in Upper Assam, is India's oldest refinery and was commissioned in 1901. Originally a part of Assam Oil Company, it became part of Indian Oil in 1981. Its original refining capacity had been 0.5 MMTPA since 1901. Modernization project of this refinery has been completed and the refinery now has an increased capacity of 0.65 MMTPA.

Guwahati Refinery , the first public sector refinery of the country, was built with Romanian collaboration and was inaugurated by Late Pt. Jawaharlal Nehru, the first Prime Minister of India, on 1 January 1962.

Barauni Refinery , in Bihar, was built in collaboration with Russia and Romania. It was commissioned in 1964 with a capacity of 1 MMTPA. Its capacity today is 6 MMTPA.

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Gujarat Refinery , at Koyali in Gujarat in Western India, is Indian Oil’s largest refinery. The refinery was commissioned in 1965. It also houses the first hydro cracking unit of the country. Its present capacity is 13.70 MMTPA.

Haldia Refinery is the only coastal refinery of the Corporation, situated 136 km downstream of Kolkata in the Purba Medinipur (East Midnapore) district. It was commissioned in 1975 with a capacity of 2.5 MMTPA, which has since been increased to 5.8 MMTPA

Mathura Refinery  was commissioned in 1982 as the sixth refinery in the fold of Indian Oil and with an original capacity of 6.0 MMTPA. Located strategically between the historic cities of Delhi and Agra, the capacity of Mathura refinery was increased to 7.5 MMTPA.

Panipat Refinery is the seventh refinery of Indian Oil. The original refinery with 6 MMTPA capacities was built and commissioned in 1998. Panipat Refinery has doubled its refining capacity from 6 MMT/yr to 12 MMTPA with the commissioning of its Expansion Project.

Subsidiary refineries — Bongaigaon Refinery (2.95 MMTPA), Chennai Petroleum (9.5 MMTPA).

1.7 SWOT Analysis

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A SWOT analysis is a toll to provide a general or detailed snapshot of a company’s health.

In business, it is imperative that the business be its own worst critics’ SWOT analysis forces an objective analysis of a company’s position vis-a-vis its competitors and the market place. Simultaneously, an effective SWOT analysis will help determine in which areas a company is succeeding, allowing it to allocate resources in such a way as to maintain any dominant positions it may have.

1.7.1 Area of strength

Extensive access to rural market. Extensive marketing channels. Proper quality-implementation of quality concepts like Six Sigma

etc. Nearness to the market. Largest pipeline network. Location of refineries near to exploration site. Large variance of products & services. Its growing market share. World class Research & Development centre.

1.7.2 Areas of weakness

Social obligation. Dependence on exploration companies for crude oil. High cost raw materials. No control over fluctuations in the international market.

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1.7.3 Areas of opportunities

As IOCL has entered into new markets like Srilanka, Mauritius it can continue to spread its offshore marketing venture to tap new markets and explore business opportunities.Since IOCL is venturing into business avenues like petrochemicals, bio fuels and power generation, it has entered into a new business arena where it can thrive to be the market leader as it has already established as one in the refining sector.

1.7.4 Areas of threats

Competition from domestic players like Hindustan petroleum, Bharat petroleum and private sector like Reliance group provides stiff competition. Volatility of oil price continues to put pressure on refining and market margin.

1.8 Distinctions

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Indian Oil in Top 10 Indian Companies in Forbes Global 2000 New Delhi, April 25, 2011Indian Oil has once again made it to the list of the Forbes Global 2000, compiled by Forbes magazine for the year 2011. Ranked at the 243rd position, Indian Oil stands in the Top Ten of the 57 Indian companies figuring in the list.

Indian Oil: One of ‘The Best Companies to Work For’

Indian Oil was ranked 29th overall, 4th in the manufacturing sector and 3rd in terms of ‘work-life balance’

Indian Oil: One of the top Global 500 BrandsNew Delhi, March 22, 2011Indian Oil has made it to list of top Global 500 Brands list compiled by Brand Finance for the year 2011. Listed at the 232nd position in the list, the Corporation’s brand value in the year 2011 is pegged at $ 4.3 billion as compared to $ 4.0 billion in the previous year.

Indian Oil tops the Fortune India 500 Rankings New Delhi, December 09, 2010Indian Oil has emerged as the largest Indian Corporate in the latest Fortune India 500 rankings. With revenues pegged at Rs. 266301.52 crore and a net operating income of Rs. 253459.99 crore, Indian Oil stands tall, unmatched by

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the rest of the companies in the list.

CHAPTER 2

2.1 IOCL Guwahati Refinery

Guwahati Refinery was built with a Romanian collaboration and was inaugurated by the Jawaharlal Nehru in the 1st January 1962. The Guwahati petrochemicals plant is the first refinery in the country which belongs to the public sector. It is an important part of the Indian petrochemical industry and belongs to the Indian oil corporation limited (IOCL). It had a capacity of .75 mmtpa when it was commissioned in 1962. Subsequently, modernization has been done of the plant in the Guwahati petrochemicals through projects of debottlenecking. This has increased the production capacity to 1.0 mmtpa.

2.2 Objective of Human Resource Department

The primary objectives of HR department are:-

Design and develop an organizational structure with well defined relationships commensurate with the business plan and corporate strategy.

Promote and develop corporate attitude amongst employers by fostering harmonious relations at all levels and inculcate sense of belongings.

Evolve progressive and pragmatic, personal policies, procedure and practices, ensures uniform interpretation and judicious implementation.

Promote and inculcate the culture of employee’s participation in management.

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2.3 Human resource function

The HR department promotes recruitment by estimating vacancies and recruits to see and attract qualified applicant to fill vacancies. It organises the manpower planning to determine the organisational structure and manpower needed to effectively to meet the corporation’s objectives.

2.3 Work life balance

Work Life Balance consists of the implementation of working arrangements and policies which assist workers in combining employment with other aspects of their lives. Employers can benefit from these policies too as they can help to develop a more committed and productive workforce.

2.4 Scope of the Study

This study will help to know the need of

More value and balance in life Understanding the best work life balance Increased productivity Better relationship both on and off the job Reduced Stress

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Measured increase in productivity, accountability, commitment Better teamwork and communication

2.5 Objective of the study

To find out effects of quality of work life in IOCL Guwahati Refinery. To gain an insight into current working time policies and practices, as well as

work-life balance issues in IOCL Guwahati Refinery.

2.6 Limitation of study

The study suffered from time constraints as it is completed within the short period of two months.

The data collected and all the ground work that was felt necessary had to be done by author itself. Thus huge work force was another constraints in the study

There was dearth of free time in hands of the employees. As such carrying survey and getting the questionnaire filled correctly on time was challenging.

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CHAPTER 3

3.1 History

The expression 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.

Over the past twenty-five years, there has been a substantial increase in work which is felt to be due, in part, by information technology and by an intense, competitive work environment. Long-term loyalty and a "sense of corporate community" have been eroded by a performance culture that expects more and more from their employees yet offers little security in return.

Many experts predicted that technology would eliminate most household chores and provide people with much more time to enjoy leisure activities; but many ignore this option, encouraged by prevailing consumerist culture and a political agenda that has "elevated the work ethic to unprecedented heights and thereby reinforced the low value and worth attached to parenting".

Many Americans are experiencing burnout due to overwork and increased stress. This condition is seen in nearly all occupations from blue collar workers to upper management. Over the past decade, a rise in workplace violence, an increase in levels of absenteeism as well as rising workers’ compensation claims are all evidence of an unhealthy work life balance.

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.

These difficult and exhausting conditions are having adverse effects. According to the study, fifty percent of top corporate executives are leaving their current positions. Although sixty-four percent of workers feel that their work pressures are "self-inflicted", they state that it is taking a toll on them. The study shows

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that seventy percent of US respondents and eighty-one percent of global respondents say their jobs are affecting their health.

Between forty-six and fifty-nine percent of workers feel that stress is affecting their interpersonal and sexual relationships. Additionally, men feel that there is a certain stigma associated with saying "I can't do this".

3.2 Work statistics

According to a survey conducted by the National Life Insurance Company, four out of ten employees state that their jobs are "very" or "extremely" stressful. Those in high-stress jobs are three times more likely than others to suffer from stress-related medical conditions and are twice as likely to quit. The study states that women, in particular, report stress related to the conflict between work and family.

3.3 Work-Life Balance Defined - What it really means!

Work-life balance concerns of men and women alike

Similar discrimination is experienced by men who take time off or reduce working hours for taking care of the family.

For many employees today—both male and female—their lives are becoming 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 views on work-life balance

According to Kathleen Gerson, Sociologist, young people “are searching for new ways to define care that do not force them to choose between spending time with their children and earning an income" and “ are looking for definition of personal identity that do not pit their own development against creating committed ties to others”. 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

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work and family work together. Both men and women believe that women should have jobs before considering marriage; for better life and to be happy in marriage. They also do not think they were powerless because they were not economically dependent.

Work-life balance issues and their influence on children

An increasing number of young children are being raised by a childcare provider or another person other than a parent; older children are more likely today to come home to an empty house and spend time with video games, television and the internet with less guidance to offset or control the messages coming from these sources.

No one knows how many kids are home after school without an adult, but they know the number is in the millions. Also, according to a study by the National Institute of Child Health and Human Development, the “more time that children spent in child care, the more likely their sixth grade teachers were to report behavior problems.”The findings are the results of the largest study of

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child care and development conducted in various countries; the analysis tracked 1,364 children from birth.

3.4 Consequences of an Imbalance

Mental health is a balancing act that may be affected by four factors: the influence of unfavorable genes, by wounding trauma, by private pressures and most recently by the stress of working. Many people expose themselves unsolicited to the so-called job stress, because the "hard worker" enjoys a very high social recognition. These aspects can be the cause of an imbalance in the areas of life. But there are also other reasons which can lead to such an imbalance. Even in the days of illness, the proportion of failures due to mental disorders increased. Statisticians calculated that 41 million absent days in 2008 went to the account of these crises, which led to 3.9 billion Euros in lost production costs. For companies it is time to act and support their employees with a healthy work-life-balance.

3.5 Responsibility of the employer

Companies have begun to realize how important the work-life balance is to the productivity and creativity of their employees. Research by Kenexa Research Institute in 2007 shows that those employees who were more favorable toward their organization’s efforts to support work-life balance also indicated a much lower intent to leave the organization, greater pride in their organization, a willingness to recommend it as a place to work and higher overall job satisfaction.

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Employers can offer a range of different programs and initiatives, such as flexible working arrangements in the form of part time, casual and telecommuting work. More proactive employers can provide compulsory leave, strict maximum hours and foster an environment that encourages employees not to continue working after hours.

3.6 Work life balance matrix

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3.7 ACTUAL BALANCE

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3.8 WORK LIFE BALANCE IN INDIAN CONTEXT

"Hardworking, committed” are words that we hear every time when we try to understand the work ethic of Indians. Whilst EU insists on a 40 hour week and the western world moans about working 50 hours an average Indian works at least 50 hours if not more in a week. We have culturally been groomed to believe in a day’s honest work. It is not that we are incapable of working smart. There are many smart workers who manage their tasks and time efficiently but they also tend to put in long hours. The question that comes is what does work life balance mean in an Asian and specifically Indian context?

In India, these days it is very rare to find a house wife or a house husband. When families have both husband and wife working discussing work life balance discussions from a woman’s perspective is not relevant. More and more couples became vocal about sharing the burden of running a household. Blame it on education, increased awareness.

3.9 The Top 50 companies to work for in India

These are the list of companies who offer better working environment and work life balance to its employees in India.

Rank Name of the Company

Location Number of Employees

Gender Ratio (F:M)

Voluntary Turnover

1 Google India Bangalore 1,259 1:0.99 30%

2 MakeMyTrip Gurgaon 674 1:2.55 23.89%

3 Intel Technology Bangalore 2,430 1:3.99 4.4%

4 Marriott Hotels Mumbai 2,433 1:9.01 27.37%

5 NetApp India Bangalore 1,042 1:4.51 5.95

6 American Express Gurgaon 5,200 1:1.33 15.00%

7 NTPC New Delhi 24,708 1:8.11 0.12%

8 PayPal India Chennai 419 1:3.6 0.48%

9 Ajuba Solutions Chennai 1,612 1:1.41 23.45%

10 SAS Institute Mumbai 108 1:5.75 13.89%

11 Crowne Plaza Today Gurgaon 399 1:5.23 48.87%

12 Dow Corning Mumbai 241 1:6.3 9.96%

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13 Taj Hotels Resorts Mumbai 13,009 1:6.58 11.55%

14 Godrej Consumer Mumbai 1,314 1:30.29 6.24%

15 Whirlpool of India Gurgaon 1,128 1:13.28 8.69%

16 Interglobe Enterprises Ltd

Gurgaon 5,040 1:1.86 12%

17 iNautix Tech Chennai 2,263 1.21 8.66%

18 Hilti India Delhi 427 1:13.72 12.88%

19 Titan Industries Bangalore 4,329 1:3.49 4.87%

20 Intelenet Global Mumbai 25,810 1:2.27 NA

21 Qualcomm India Mumbai 1,073 1:6.5 4.38%

22 Federal Express Corp Mumbai 514 1:4.3 12.65%

23 Kotak Mahindra Mumbai 6,461 1:4.04 18.77%

24 Domino’s Pizza India Ltd

Noida 5,650 1:9.58 53.35%

25 Classic Stripes Ltd Mumbai 325 1:3.28 6.46%

26 Viacom Media 18 Ltd Mumbai 363 1:2 15.43%

27 Bharti Airtel Ltd Delhi 17,227 1:7.33 17.99%

28 BNY Mellon International Ops

Pune 1,816 1:2.71 6.11%

29 Visakhapatnam Steel Plant, Rashtriya Ispat Nigam

Visakhapatnam 17,225 1:35.49 NA

30 Talentica Software India

Pune 104 1:0.2 6.73%

31 Indian Oil

Corporation

Delhi 33,954 1:11.93 0.04%

32 Yum Restaurants Gurgaon 1,713 1:6.39 36.19%

33 Monsanto India Limited

Mumbai 785 1:6.2 22.93%

34 HDFC Standard Life Mumbai 14,228 1:5.51 82.72%

35 Tata Teleservices Limited

Mumbai 8,743 1:11.13 18.99%

36 Marico Mumbai 1,266 1:5.9 16.87%

37 Claris Life sciences Ahmadabad 1,312 1:22.02 20.43%

38 Cadbury India Mumbai 2,347 1:23.45 5.45%

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39 Intuit Technologies Bangalore 304 1:5.2 5.26%

40 Quintiles India Bangalore 1,317 1:0.73 9.57%

41 Blue Dart Express Mumbai 6,015 1:16.33 7.95%

42 Hardcastle Restaurants

Mumbai 891 1:16.76 6.29%

43 Eureka Forbes Mumbai 9,048 1:18.92 52.58%

44 Godrej Industries Mumbai 1,223 1:12.7 2.92%

45 S.C. Johnson Products Delhi 578 1:10.12 16.78%

46 Bajaj Capital Limited Delhi 873 1:4.49 32.88%

CHAPTER 4

4.1 Methods & Process

The following methods will be used to prepare the report:-

Questionnaires, surveys, checklists. Interviews Observation

4.2 Data collection

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Pilot survey : - A pilot survey was done taking 5% of the sample of employees and the questionnaire was also tested before the final distribution.

Primary data : - Collection of information through standardized questionnaires. A questionnaire was prepared for all the officers and non officers. It includes both open ended and close ended and rating method. There was formal discussion with the employees.

Secondary data :-secondary data consisted of materials provided by the organisation, in house journals like silver jubilee, corporate profile, Departmental manuals, intranet, organisational websites etc.

4.3 Analysis

Analysis of primary data

Primary data were collected from the employees i.e. the officers and non officers with the help of a questionnaire. The analysis of primary data with reference and in coherence with the objective of study is presented under.

Analysis of the questionnaires

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Work life balance constitute an important part of a company’s Endeavour to look after the well being and development of its employees in away which will not only help in their career development but also boost their self esteem. These two will lead to job satisfaction. Employees who are satisfied with their job are more productive for organization. Proper employee development methods including proper and timely motivation as well as innovative programs also minimize the losses which are otherwise incurred by a company due to attrition and high employee turnover ratio.

Presented below are the results along with figures and graphical representation. The study was started by analyzing the profile of the respondents which include their departments, designation grade, age, gender and years in the organization.

CHAPTER 5

(INTERPETATION OF DATA AND FINDINGS)

5.1 Respondent’s profile

The ages of respondents (40) were divided into specific age groups for the ease of analyzing. These were: - below 30 years, 31-40 years, above 40 years. The figure is as follows:

AGE GROUP NUMBER OF RESPONDENTS

Below 30 13

31-40 10

Above 40 17

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Below 30 31-40 Above 400

2

4

6

8

10

12

14

16

18

NUMBER OF RESPONDENT

NUMBER OF RESPONDENT

Interpretation

Thus we can see that most of the respondents are in the age group of above 40 followed by age group below 30.

5.2 Educational Qualification

The education qualification of respondents has been divided into the groups:-graduation, post graduation and others. QUALIFICATION NUMBER OF RESPONDENTS

Graduation 25

Post Graduation 10

Others 5

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Graduation Post Graduation others0

5

10

15

20

25

NUMBER OF RESPONDENTS

NUMBER OF RESPONDENTS

Interpretation

The most number of respondents were from graduation group followed by post graduation.

5.3 Experience

It was very important to consider the respondents number of years in the organization as time factor gives a brief idea about his work life balance and its effectiveness. The numbers were once again divided into group which are as follows:- 1-5 years,6-10,years,11-15 years,16-20 years,21-25 years, 26-30 years and 31-35 years. The figures are NUMBER OF YEARS NUMBER OF RESPONDENTS 1-5 2 6-10 7 11-15 8 16-20 3 21-25 11

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26-30 9

1-5 6-10 11-15 16-20 21-25 26-30

0

2

4

6

8

10

12

NUMBER OF RESPONDENTS

NUMBER OF RESPONDENTS

Interpretation

This table clearly shows that most of the respondents have been working in IOCL for more than 25 years which is quite a long time span. It shows the respondents are satisfied by working environment provided by IOCL and its policies.

Question 1.Do you spend more hours than you would like at work RESPONSE NUMBER OF RESPONDENTS

YES 30

NO 10

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YES

NO

0 5 10 15 20 25 30 35

NUMBER OF RESPONDENT

NUMBER OF RESPONDENT

Interpretation

From above table we can see that employees have to work more hours than the stipulated time allotted by the organization. This also shows a kind of imbalance in work life which may lead to less productivity.

Question 2.Does the organization provide any work life balance Programs? RESPONSE NUMBER OF RESPONDENT

YES 25

NO 15

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YES

NO

0 5 10 15 20 25

NUMBER OF RESPONDENT

NUMBER OF RESPONDENT

Interpretation

Here most of the respondents are satisfied with the working environment as well as several programs related to work life balance supported by the organization but still a group of fraction are still unsatisfied.

Question 3.Do you get enough sleep, exercise and healthy food? RESPONSE NUMBER OF RESPONDENT

YES 35

NO 5

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Yes No0

5

10

15

20

25

30

35

40

NUMBER OF RESPONDENT

NUMBER OF RESPONDENT

Interpretation

Although employees are wore working more hours in the organization still have managed to maintain their day to day activities including health. This shows a positive sign towards the organization.

Question 4.Do you believe that your superior support for your work life balance?

RESPONSE NUMBER OF RESPONDENT

SOMETIME 20

ALWAYS 15

RARELY 5

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sometimes Always Rarely0

5

10

15

20

25

NUMBER OF RESPONDENT

NUMBER OF RESPONDENT

Interpretation

From the above table we can see that there is still a gap between high level managers, mid level and low level when it comes for motivation in work life balance. More participation is required by mid level managers.

Question 5.Do any of the following help in balancing work and family commitment?

Often Rarely Don’t

know

Some

times

Never

Spending time with friends 30 5 - 5 -

Get home on time 30 4 - 6 -

Do any study or training you want to do 5 25 - 10 -

Keep healthy and fit 35 - - 5 -

Take part in community activities or fulfil religious commitments

36 1 - 3 -

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Take care of family and spend time with them

28 - - 12 -

Spen

ding time w

ith fr

iends

Get home o

n time

Do any s

tudy or t

raining y

ou wan

t to do

Keep hea

lthy a

nd fit

Take

part in

community

activiti

es or f

ulfil relig

ious commitm

ent

Take

care

of family

and sp

end time w

ith th

em05

1015202530354045

NeverSometimesDon'tknowsometimeRarelyOften

Interpretation

The majority of the employees often spend time in other activities beside work. It helps them to rejuvenate their minds. Finally they can give their best to the organization leading to achievement of organizational goal.

CHAPTER 6

6.1 Findings

1. Each and every employee is well prepared to meet today’s challenges.

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2. The organization encourages for maintaining the work life balance for

every employee.

3. Work life balance policies and practices can help to reduce

discrimination, as staff with caring responsibilities should not be

disadvantaged. However there is still a gap in various level of

management when it comes for supporting work life balance.

4. Non Officers are not motivated enough to work harder as they believe

that they have little or no knowledge about work life balance.

5. Many of the employees have to work more than the stipulated time,

which reduces their efficiency.

6. Most of the employees working in IOCL Guwahati get time for

performing their co-curricular activities beside work.

7. People who are having more than 21 years of experience are mostly

satisfied with the working environment provided by IOCL Guwahati as

compared other groups.

CHAPTER 7

7.1 RECOMMENDATIONS/SUGGESTIONS

1. Work life balance policy of IOCL-Guwahati Refinery should be more transparent to the employees of IOCL- Guwahati Refinery.

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2. There is a need to clearly communicate the IOCL commitment to work life balance, to raise awareness and to improve knowledge and understanding of IOCL relevant policies by making information more accessible to all staff especially for lower level.

3. Line managers have key role to play to ensure the success of work life

balance approach. It is important that their views are sought with regard to work

life issues and that they are encouraged to take ownership of the process. This

could be achieved by conducting a series of focus groups with them that could

also serve as a forum for sharing ideas, concerns, information and good practice

on work-life balance.4. Proper training must be given to employees for improving skill, training &

ability to reduce discontent and unrest. By undergoing training suitable and

competent workers can be reduces stresses leading to a balanced work life.

5. As Indian Oil considers its human resource as assets, it should try to support

more work life balance programs for its employees in IOCL Guwahati.

6. Each and every employee should be treated equally and they should feel at

home while working outside their natives.Some cultural programs should be

organized so to reduce the indifferences.

Conclusion

Indian Oil Limited is one of the best fortune 500 companies of India as well as

of world.

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Among the top best company to work for Indian Oil is the 4th best in the

manufacturing sector and 3rd in terms of ‘work-life balance’ in the world.

Most of the employees are satisfied, who are working for Indian oil. They are

motivated and work together to achieve company’s goal. However some

employees are finding it difficult to maintain a work life balance due to

following reasons:

Inadequate support from the superiors.

Cultural indifferences

Work load

Earning more money is not enough to live, if an employee can’t give time to

his/her family. Flexibility is required in the job if he/she has to give his/her best

to the organisation. If an employee gives his/her best effort to the company then

it is the responsibility of the organisation to provide a better quality of life.

Scope for further studies

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The present study revealed that in certain areas, further study can be done in the near future that will surely help the organization to achieve its goals.

1. How can the grievance of employees about the work life balance are solved.

2. Methods to motivate the existing employees’ especially non officers.

ANNEXURE QUESTIONNARIE ON WORK LIFE BALANCE (Please tick the appropriate boxes)

Native:-

Type of work you do:-

Experience (years):-

1. Age:-

Below 30 years 31-40 years above 40 years

2. Educational Qualification:-

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Under Graduation Post Graduation others, specify…………...

3. Marital status: Married Unmarried

4. Do you spend more hours than you would like at work? Yes No

5. Have you given up activities you enjoy to work? Yes No

6. Do you get enough sleep, exercise and healthy food? Yes No

7. Do you spend most of your time doing what is most important to you?

Yes No

8. Does your organization provide any work life balance programme?

Yes No

9. Do you spend as much time as you’d like with your loved ones?

Yes No

10. Do you believe that your superior support for your Work life balance?

Sometimes always rarely

11. Do any of the following help you balance your work and family commitments?

(Put the symbol ‘tick’ mark for the appropriate one)

Often Rarely Don’t

know

Some

times

Never

Spending time with friends

Get home on time

Do any study or training you want to do

Keep healthy and fit

Take part in community activities or fulfill religious commitmentsTake care of family and spend time with them

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12. How big an impact, work has on Work life balance?

(Put the symbol ‘tick’ mark for the appropriate one)

Yes No

I feel like I have little or no control over my work life

I regularly enjoy hobbies or interests outside of work

I frequently feel anxious or upset because of what is happening at workWhen I am at home I feel relaxed and comfortable

I have time to do something just for me every week

I rarely loose my temper at work

I never use all my allotted vacation days

I frequently think about work when I’m not in work

13. Do any of the following hinder you balance your work and Life?

(Put the symbol ‘tick’ mark for the appropriate one)

Yes No

Unhelpful attitude of superiors

Unhelpful attitude of

colleagues

Appendix one-group profile

The groups included engineers and administrative officers from IOCL:-

Finance and Legal Services

Human Resources

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Fire & Safety department

Learning Resources

Process department

TQM department

Corporate communication

Mechanical workshop

SRU Block

Material department

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