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TABLE OF CONTENTS

LIST OF TABLE

PAGE NO.

PART 1 – COMPANY PROFILECOMPANY PROFILE 1INFRASTRUCTURE 7STRENGTHS 8CERTIFICATIONS 9CLIENTELE 10VISION AND MISSION 11VISION, MISSION AND VALUES 12HISTORY OF INOX INDIA LTD 15GROUP COMPANIES 21BUSINESS AREA 22MANUFACTURING FACILITIES 25STP & SWOT ANALYSIS 27

PART 2 – STUDY ON WORK LIFE BALANCEINTRODUCTION OF WORK LIFE BALANCE 28DEFINITION OF WORK LIFE BALANCE 30WHY IS THERE A NEED FOR WORK-LIFE BALANCE AND FLEXIBLE WORKING?

31

WHAT ARE THE DIFFERENT KINDS OF FLEXIBLE WORKING? 32TEN ESSENTIAL MANAGEMENT ACTIONS FOR CREATING WORK LIFE BALANCE

36

TEN MOST ESSENTIAL “WORK LIFE BALANCE” RETENTION AND ATTRACTION STRATEGIES

39

OBJECTIVES OF WORK LIFE BALANCE 41BENEFITS OF WORK LIFE BALANCE 42SMART GOALS 45PROBLEM STATEMENT OF WORK LIFE BALANCE 46CASE STUDY 47

SUMMARY OF WORK LIFE BALANCE 50PART 3 – RESEARCH METHODOLOGY

RESEARCH DESIGN 52DATA SOURCES 54DATA COLLECTION METHOD 54DATA COLLECTION TOOL 55POPULATION 56SAMPLING METHOD 56SAMPLING FRAME 57DATA COLLECTION INSTRUMENTS 57INSTRUMENT FORMULATION 57

PART 4 – DATA ANALYSIS AND INTERPRETATION 58PART 5 – LIMITATION OF THE STUDY 78

PART 6 – CONCLUSION 79PART 7 – FINDING AND SUGGESTION 81

PART 8 – ANNEXURE 83PART 9 – BIBLIOGRAPHY 89

PART 1:- COMPANY PROFILE

INOX INDIA LTD

COMPANY PROFILE

INOX India limited, a part of US$ 2 billion capital INOX group of companies, is a globally acclaimed company offering comprehensive solutions in cryogenic storage, vaporization and distribution engineering. INOX India recently picked up majority stake in Cryogenic Vessel alternatives (USA), a world leader in large cryogenic transport tanks, oil and gas field pumping units, and mobile LIN storage units. With this acquisition, INOX India

has become the second largest player in this business across the world.

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CRYOGENIC PRODUCTS AND PROJECTS

Headquartered in Vadodara, INOX India has grown to become a market leader in the highly challenging field of vacuum insulated cryogenic equipment in India and across the world. Since inception in 1992, INOX India has created a wide-ranging Portfolio of materials and engineering intellectual property that include:

Cryogenic standard products Cryogenic engineered tanks & systems Large ASU SVD projects Cryogenic scientific projects Cry biological products LNG Turnkey Solutions Disposable Cylinders Other Products for OEMS

CRYOGENIC STANDARD PRODUCTS

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CRYOGENIC ENGINEERED TANKS & SYSTEMS

CRYOGENIC SCIENTIFIC PROJECTS

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CRYOBIOLOGICAL PRODUCTS

LNG TURNKEY SOLUTIONS

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DISPOSABLE CYLINDERS

OTHER PRODUCTS FOR OEMS

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INOX India is an internally approved and widely renowned supplier of engineered cryogenic systems providing total solutions in turnkey projects. We specialize in turnkey projects involving design engineering, manufacture, and supply and commissioning of storage, vaporization and distribution systems on turnkey basis.

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INFRASTRUCTURE

INOX India Limited is equipped with two ultra modern facilities spread over 78151m2 and covered area of 25,500m2 located at Kalol, near Vadodara and Kandla – a port located at Gandhidham (Gujarat). Our modern plants manufacture standard and custom designed cryogenic tanks and other products to International specifications meeting global quality and testing standards. Operational since 2007 and strategically

connected with major sea ports, INOX India’s Kandla plant is a major boost to our production capacity and has opened new avenues to reach the global markets.

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STRENGTHS

INOX India’s strengths lie in shop fabrication of critical components, professional project management and efficient supervision of site construction. With the strong backbone of employee resources in engineering, project management,

manufacturing and other key functions, INOX India delivers projects with total customer satisfaction in stipulated time.

NEW TRANSPORT TANK SHED OF INOXCVA AT KALOL INAUGURATED

To meet the rising demand of its Transport Tanks, INOXCVA- India has established a new manufacturing facility at Kalol, which was inaugurated on 27th Sept. 2012.

 This capacity addition has provided INOXCVA a competitive edge and an ability to supply quality products to its clientele. The shed is completely self-reliant and is equipped with sufficient storage facility for raw materials, semi-finished and finished products. Sophisticated machinery such as CNC Plasma, Plate rolling, Auto welding machine, Helium leak detection and vacuuming have been installed at this workshop, designed to manufacture tanks as per serial production philosophy. The workshop also has a designated Painting Booth for painting the outer surface of the trailer. A highly skilled team of engineers will test the trailers on all parameters in the In-house testing facility of the shed.  

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CERTIFICATIONS

To reiterate its commitment of manufacturing high quality cryogenic products and systems, INOX India acquired standard global approvals and certification, such as ISO 9001:2008,

ASME (U Stamp), ADM, HPO, PED, TPED, CE, DOT 39 and OHSAS 18001.

COMPANY CERTIFICATES:-

Bureau of India Standards Certificates ISO 9001-2008 Certificates NSF Certificates BS OHSAS Dun & Bradstreet KGSC Certificates National Board of Boiler & Pressure Vessel Inspectors NSW Certificates ADG Certificates

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CLIENTELE

The Company with a penchant to perfection, commitment to excellence and meeting world class standards has developed

full range of cryogenic liquid storage tanks, distribution tanks, and flat bottom tanks. INOX India is a reputed supplier to leading International Gas Companies worldwide like air Liquide, air Products, BOC, Linde, Messer, Taiyo Nippon Sanso, Praxair to name a few.

INOX India is also proud to engineer cryogenic turnkey systems for advanced applications in Space Satellite Launch Pads and low temperature research for ISRO (Indian Space Research Organization).

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VISION ANS MISSION

Vision

To be amongst the leading renewable energy companies globally through technological and operational excellence.

Mission

We seek to establish ourselves as a leading provider of integrated wind energy solutions in India and to expand to markets globally. We endeavour to align ourselves with the needs and values of all our stakeholders and we aim to achieve this by:

Expanding and improving our existing manufacturing facilities

Increasing our inventory of quality project sites Improving the cost-efficiency of generating power from

wind energy while maintaining high quality standards and project execution capabilities

Continuing to consolidate our position in the Indian market and grow outside India

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VISION, MISSION AND VALUES

VISION

To be the world's best integrated cryogenic solutions enterprise with leadership position across the products and markets, exceeding customer & stakeholder expectations.

MISSION

Our mission is to reach the acme of perfection by updating our technology and expertise in our concerned arena rendering maximum satisfaction to our clients.

To achieve this we will use all our energies, develop and implement leading edge technologies and draw on both to deliver effective world-class solutions to our customers.

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We ascertain our clients to offer them superior quality products by continuously maintaining the high quality levels with the implementation of stringent checks on regular basis.

VALUES

INOX India stands on the strong pillars of Consistent Quality, Persistent Innovation & Professional Excellence, realizing its ideas and accomplishing all goals.

CUSTOMER SATISFACTION:-

We will remain attuned to market needs; wherever possible, and anticipate market needs responding quickly to changes in customer requirements. We will be completely focused on quality and maintain delivery commitments and ensure that the new products and processes go beyond customer satisfaction.

INTEGRITY:-

As we grow as a company, we abide by all the essential policies, ensuring that all our actions are directed to meet larger dreams and visions.

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PASSIONATE & DETERMINED:-

We value passion, determination and perseverance. Passion permeates everything we do and drives us to thrive individually and as a company.

FAMILY SPIRIT:-

We are more than just a team – we are a family. Respect and honor is an unbreakable contract that drives us to hold each other and ourselves at the highest esteem, both inside and outside of our company.

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HISTORY OF INOX INDIA LTD

1993: Inox India Limited set to manufacture cryogenic vessels

1994: Inox India obtains ISO 9001 Certification

1996: Liquid Nitrogen containers launched with super-insulation technology

1998: Expansion in shop facilities to build large tanks

Vacuum jacket piping (SIP) launched

1999: Inox India built the largest 300m3 tanks

Inox shifts to a new office acquired in ABS Towers, Vadodara Gujarat

2000: Receive ASME “U” stamp pressure vessel certification

2001: Inox India offers custom built engineering packages for EPC and PMS Companies

With the launch of Portacryo, Inox India offers wide range of Micro Bulk distribution systems

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2002: Proud to be a one-shop-stop for all cryogenic equipments and system packages needs

2003: Inox India awarded prestigious Export House status by Director General of Foreign Trade

Inox- Cryostar sign up distribution of their range of cryogenic pumps and hydrocarbon turbines

Inox-Johnsen Ultravac sign-up for distributing the range of High & Ultra High vacuum equipment

2004: Disposable refrigeration Cylinder manufacturing division obtains DOT 39 certification from Department of Transport, USA 2004: HPO approval with cold stretching of equipment from TUV – SUD GERMANY.

2005: Inox successfully demonstrate its capability to design, manufacture, supply and commission Cryo Propellant Storage and Servicing system along with Gas Storage and Servicing facility for Space Research

2006: Inox India forms JV with Prometheus Energy USA for LNG business

Field erected Flat Bottom tanks supplied by Inox, completed the SVD system for large ASU projects

2007: Inox India launches range of IM07 Cryogenic tank containers

OHSAS approval received from BUREAUS VERITAS

Successful development & installation of LN2/GN2 Storage & Vaporization systems for satellite simulation and test systems

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Capacity expansion in existing Kalol units and a new bay dedicated for Transport tanks

“Group breaking” for new unit in SEZ Kandla on the west cost of Gujarat, near all-weather ports (Kandla & Mundra)

2008: ASME cold stretched vessel developed for Cryo application. Amongst the first in IG industry

In-house facility established to produce ‘Dish heads’ for tanks. Amongst the few, manufacturers to have this capability

Dedicated service shop established for repair & rehabilitation of cryogenic tanks for customers

106,000 Gallons biggest horizontal tank of INOX supplied from Kandla

2009: Acquisition of CVA Inc, based out of Houston, Texas, USA and Red Deer in Canada and Joint Venture at Herbei at Beijing, China

2010: Indigenous development of 15 M3 LIN shielded Liquid Hydrogen Tank for ISRO

LNG project for General Motors is commissioned by Inox India. (23rd December, 2010)

2011: INOXCVA Inaugurates Micro Bulk tank facility at Kandla INOXCVA

Successful completion of Design & manufacture of Prototype Cryoline (PTCL)

INOXCVA, at USA, expands its manufacturing facilities at Ameriport, Texas, (USA)

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2012: Construction of new cryogenic equipment manufacturing facility begins at Sao Paulo, Brazil

INOXCVA, Kalol expands its facility for augmenting its Semi-Trailer production capacity – new shed commissioned

Standard Chartered Private Equity invests $45M in INOXCVA

INOXCVA, U.S, completes Phase 2 expansion of Ameriport facility in Baytown, Texas

Inox India's continued contribution in India's Satellite Launch Vehicle Programme: Design, engineering, fabrication, supply, erection and commissioning of Cryo Valve units & Super Insulated piping

First GoLNG system commissioned in the state of Rajasthan: ‘small scale end-to-end solutions’ is born

Commissioned GoLNG system for captive power generation at Maharashtra

Development, supply & commissioning of Gaseous Nitrogen (GN2) system for Acoustic Test Facility in Space Research applications

INOXCVA expands & develops self-sufficiency within house manufacture of dishends: 250 ton press with auto manipulator - thickness reduction of not more than 1.00mm and circumference control of + 3 to 5mm and the ability to manufacture a wide range of sizes (600 to 5000mm diameter), shapes (ellipsoidal, deep torispherical, shallow / flat & standard torispherical) &

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Materials (stainless steel, carbon steel, alloy steel others)

KAIZEN principles implemented, INOXCVA gains momentum 

INOXCVA invests in top management training on global platform in various aspects of leadership, ownership, customer satisfaction and TQM.

2013: INOXCVA expands capacity for transport tanks with the inauguration of a dedicated shop for Semi- Trailers. Latest plasma and TIG welding equipment installed deliver high levels of consistent quality and productivity.

INOXCVA diversifies and ventures into the Food and Beverage industry with the development and satisfactory supplies of Beverage kegs to USA.

INOXCV invests in technology, research and development for road transportation equipment and applications for Space.

INOXCVA introduces highest capacity lowest weight 20 feet IMO7 tank container with the maximum holding time.

Largest cryogenic factory built storage tank for LNG installed in India.

INOXCVA develops and supplies PI marked TPED micro bulk units for Europe

INOXCVA delivers CO2 service Semi-Trailers with the Australian design code and certification

INOXCVA enters the European market with the launch of XE Series tanks, designed and certified for European

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Industrial Gas industry

Open Days for ‘Xe Series - tank viewing’ held in Nov-Dec 2013 attract customer interest and appreciation.

INOXCVA strengthens their presence in Europe with the establishment of “INOXCVA Europe B.V” at Alblasserdam in Netherlands and appointment of Sales in Charge for Europe and technical support group training in servicing and rehabilitation of cryogenic tanks.

INOXCVA successfully develops Super Insulated Pipelines and Catch Tanks for LH2 and LOX at Scientific Research Institutes in India as our contribution to the development of indigenous cryogenic rocket engines.

2014: After an overwhelming response for the previous Open Day for Xe Series tank viewing, 3rd Open Day was held in Jan 2014.

INOXCVA develops fully tested and certified Offshore Skid Tanks for Oil-field Services

INOXCVA delivers LNG storage and re-gasification system packages at Chile

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GROUP COMPANIES

INOX India is a part of INOX Group of Companies; a premier business conglomerate in India Since its inception, the group has consistently expanded its business operations in Industrial Gases, Refrigerants, Chemicals, Cryogenic Engineering, Renewable Energy and Entertainment. In a short span, INOX is now one of India’s most respected and fastest growing business groups.

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INOX Group stands for consistent quality, persistent innovation and professional excellence. Adhering to these values, INOX has continually diversified its business into leadership position in chemical, engineering, environment friendly power generation and entertainment services (multiplexes). With a dynamic management group, the company is surging ahead with single-minded commitment of attaining leadership position through cutting-edge efficiency in operations. Each INOX Group company is characterized by three distinct characteristics - early identification of a winning business idea, building it to a size of dominant market leadership in that segment and attaining profit leadership position through cutting-edge efficiency in operations.

INOX India and other INOX Group Companies are a part of family. owned businesses, each company is managed by a Group of professional people having rich industry experience and flair to conduct business operations in the most streamlined and profitable manner.

BUSINESS AREAS

INOX group has over 8000 employees, more than 75 business units across the country and vast distribution network spread over 100 countries, around the globe.

KALOL PLANT

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INOX India established this state-of-the-art production facility in 1992 at Kalol, near Vadodara, in Gujarat. This is one of the most integrated manufacturing facilities plant in the Indian Cryogenic Industry. This innovatively laid out plant manufactures a wide range standard and custom designed cryogenic tanks and other products meeting global quality & international testing standards.

Spread over 30,000 m2, and 19,000 m2 workshop areas, this plant is manned by more than 280 engineers, technicians and support staff.

Kalol works is accredited with ASME “U” stamp and has all approvals & certification required for cryogenic product manufacturing.

Kalol plant manufactures perlite & super-insulated cryogenic containers & tanks, the latest generation standard customer station tanks, large bulk storage tanks, LN2 Dewars, all types of transport tanks, micro bulk storage units, Vaporisers, pressure regulating & control skids, CO2 based dry cleaning machines, disposable cylinders  and customized equipment.

Self reliant with ‘dish’ head spinning machine shop provides high quality dished ends for inner & outer vessels. Cryogenic tank repair & rehab facility offers long term support to our valued customers.

KANDLA PLANT

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Operational since 2007 with a strategic advantage of location; near to major sea-ports, INOX India’s new Kandla plant is a major boost to our production capacity, allowing us to enter newer markets. Laid out with an eye for the future, the plant is an imposing addition to the industrial skyline of Kandla.

Spread over 39,000 m2 total area, it houses best in class industrial architecture combined with the latest manufacturing technologies that is also ecologically sensitive as reflected in the selection of machinery and processes. This plant is located in a Special Economic Zone (SEZ) at Kutch, Gujarat, and manned by more than 50 engineers and support staff.

Kandla work is accredited with ASME “U” stamp and all approvals & certification required for cryogenic product manufacturing.

The plant manufactures standard customer station tanks, large bulk storage tanks, flat bottom tanks, water bath Vaporisers, pressure regulating & control skids and specially engineered equipment.

To name a few:-

Three axis seam tracking devices on column and boom welding machines ensure precision during automatic welding

In house X-ray and Gamma ray facility Special purpose equipments for perfect insulation

Pre-pinching with digital readout system provides accuracy in large width plate rolling machine

High pressure water jet cleaning system for thorough cleaning required in oxygen duty

Helium Leak detection for absolute vacuum tightness Two stage vacuum pumping system for better ultimate

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MANUFACTURING FACILITIES

Inox Wind is a fully integrated (blade, tower, nacelle & hub) player in the wind energy market with state-of-the-art manufacturing plants at Rohika near Ahmedabad (Gujarat) for blades & tubular towers and at Una (Himachal Pradesh) for hubs & nacelles. Inox Wind manufactures the key components to ensure high quality, most advanced technology, reliability and cost competitiveness.

Nacelle and HubInox Wind manufacture nacelles and hubs at plant located in the Una district of Himachal Pradesh. The plant is located on a 17 acre land area. Our nacelles and hubs undergo more than 100 quality checks during different stages of production to identify any potential defects. The plant has both grid and captive power supply with a view to ensure uninterrupted production.Rotor Blades

Inox Wind’s rotor blade manufacturing facility is located in the state of Gujarat adjacent to a highway to facilitate easier handling of rotors during transportation to project sites and sea

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ports. This plant is located in a 30 acre land area in Rohika, in machinery and equipment, including blade moulds, resin Ahmedabad district of Gujarat. We have imported critical infusion machines, resin mixers, sawing, drilling and cutting machine and vacuum equipment, with a view to ensuring high quality output. We also have our own test bench facility to test the performance of our rotor blade sets, which we believe makes us one of the very few WTG manufacturers in India with their own test bench facility.Tower PlantOur tower plant is housed in the common complex along with the rotor blade plant. Due to the importance of the rolling process in the production of towers, we use high precision rolling mills imported from Italy. We manufacture towers of 78 meters and 80 meters in height.

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STP

Segment Film exhibition customers

Target Group Metros and Tier 1 Semi-urban areas

Positioning Experience lifestyle

SWOT Analysis

Strength

1. Controls  the largest multiplex screen capacity in India with over60 properties, nearly 250 screens spread across Indian cities2. One of the highest market share, Market capitalization in India3. INOX was also chosen post a nationwide tender to design, construct and operate the prestigious multiplex in Goa that hosts the International Film Festival of India.4. State of the art facilities in terms of modern projection and acoustic systems, interiors of international standards, stadium styled high back seating with cup holder arm-rests, high levels of hygiene, varied theatre food, a selection of Hindi, English and regional movies5. Top of the mind brand recall and excellent customer services offered

Weakness

1. Low presence in Tier-2 towns and also margins affected by piracy2. Increasing competition means market share and margins are limited

Opportunity

1. Tying alliances for 100% Digitization2. Focus on rising Tier-2 towns3. More international tie-ups and special screenings to tap customers

Threats 1. Rising real estate prices2. V-O-D and DTH services expanding

3. Early release of films on TV4. Increasing online piracy affects business

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PART 2:- STUDY OF WORK LIFE BALANCE

INTRODUCTION OF WORK LIFE BALANCE

Today, work-life balance has become an increasingly pervasive concern to employers and employees of between work and his or her lifestyle, social life, health, family etc., is greatly linked with employee productivity, performance and job satisfaction. Where there is proper balance between work and life, employees tend to put in their best efforts at work, because their family is happy. Most research studies have shown that when there are happy homes, work places automatically become conflict free and enjoyable places to be. Increasing attrition rates and increasing demand for work-life balance have forced organisations to look beyond run of the mill Human

Resources interventions. As a result, initiatives such as flexible working hours, alternative work arrangements, leave policies and benefits in lieu of family care responsibilities and employee assistance programmes have become a significant part of most of the company benefit programmes and compensation packages.

The role of work has changed throughout the world due to economic conditions and social demands.  Originally, work was a matter of necessity and survival.  Throughout the years, the role of “work” has evolved and the composition of the workforce has changed.  Today, work still is a necessity but it should be a source of personal satisfaction as well.  One of the vehicles to help provide attainment of personal and professional goals is work-life benefits and programs.

Are work-life balance programs in existence as a result of a social responsibility to employees or to provide a competitive advantage to employers?

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Before we can answer this question, we need to define what work-life balance is.  Many people think of work-life balance only in the framework of what the company does for the individual.  However, work-life balance is a two prong approach.  The other prong of work-life balance, which many individuals overlook, relates to what individuals do for themselves.

Work ‐ Life Balance

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DEFINITION OF WORK LIFE BALANCE

Let's first define what work-life balance is not.

Work-Life Balance does not mean an equal balance. Trying to schedule an equal number of hours for each of your various work and personal activities is usually unrewarding and unrealistic. Life is and should be more fluid than that.

Your best individual work-life balance will vary over time, often on a daily basis. The right balance for you today will probably

be different for you tomorrow. The right balance for you when you are single will be different when you marry, or if you have children; when you start a new career versus when you are nearing retirement.

There is no perfect, one-size fits all, balance you should be striving for. The best work-life balance is different for each of us because we all have different priorities and different lives.

According to Jim Bird, “Work-life balance is meaningful achievement and enjoyment in everyday life.” The primary way companies can help facilitate work-life balance for their employees are through work-life programs and training. Achievement and enjoyment at work is a critical part of anyone’s work-life balance. Furthermore, achievement and enjoyment in the other three quadrants of one’s life is critical as well.

A comfortable state of equilibrium achieved between an employee’s primary priorities of their employment position and

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their private lifestyle. Most psychologists would agree that the demands of an employee’s career should not overwhelm the individual’s ability to enjoy a satisfying personal life outside of the business environment.

WHY IS THERE A NEED FOR WORK-LIFE BALANCE AND FLEXIBLE WORKING?

The hours and times people work have always been subject to change but the pace of this change is now more rapid than ever because:

Customers expect to have goods and services available outside traditional working hours

Organisations want to match their business needs with the way their employees work

Individuals want to achieve a better balance between work and home life.

Employees who work flexibly often have a greater sense of responsibility, ownership and control of their working life. If a manager helps an employee to balance their work and home life this can be rewarded by increased loyalty and commitment. An employee may feel more able to focus on their work and to develop their career.

Employers are responding positively to employee requests to work more flexibly. A survey from the Department of Trade and Industry, (now the Department for Business, Innovation and Skills) published in 2006, showed that four out of every five flexible working requests were either fully or partly accepted.

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WHAT ARE THE DIFFERENT KINDS OF FLEXIBLE WORKING?

There are many different forms of flexible working that cover the way our working hours are organised during the day, week or year. Flexible working can describe the place we work – such as home working – or the kind of contract we are on – such as a temporary contract.

FLEXIBLE WORKING HOURS

Flexible working hours include:

Part-time work

Flexitime Overtime.

Part-time work: - Part-time is when employees are contracted to work for anything less than the normal basic full-time hours.

The advantages and disadvantages:-

Machinery and other equipment can be used more efficiently if part-time workers cover lunch breaks and operate twilight shifts.

Employee levels can also be increased during times of peak activity and the hours of operating extended by using part-time workers in the evening or at weekends.

The employment of part-time workers may lead to higher training, administrative and recruitment costs. For example, it may take longer to recruit two part-timers than one full timer to cover the same hours of work. Providing a continuous level of service may also be more difficult.

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Flexitime: - Flexitime allows employees to choose, within set limits, when to begin and end work. Employees are required to work during core times and must work an agreed number of hours during a settlement or accounting period (typically four weeks). Outside the core times, at the beginning or end of each day, are flexible bands when employees may choose whether to be at work.

The advantages and disadvantages:-

For employers, flexitime can aid the recruitment and retention of staff. Flexitime can also improve the provision of equal opportunities to staff unable to work standard hours.

On the debit side, flexitime can result in increased administration costs. These may include the costs of keeping records, and extra heating and lighting. Providing adequate supervision throughout the bandwidth may also be difficult.

Overtime: -Hourly paid workers are more likely to have a recognised system of paid overtime than salaried staff.

The advantages and disadvantages of overtime:-

Overtime can provide flexibility for employers to meet fluctuations in demand, bottlenecks in production and labour shortages without the need to recruit extra staff. Providing paid overtime, even with premium payments, is often less costly for employers than recruiting and training extra staff or buying extra capital equipment.

Employees can become fatigued when working excessive overtime. This can result in high absence levels and unsafe working practices.

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FLEXIBLE WORKING WEEKS

Flexible working weeks include:

Job sharing Compressed hours.

Job sharing: - Job sharing is a form of part-time working where two (or occasionally more) people share the responsibility for a full-time job. They share the pay and

benefits in proportion to the hours each works. Job sharers may work split days, split weeks, or alternate weeks.

Compressed working weeks: - Compressed working weeks involve the relocation of time worked into fewer and longer blocks during the week. This does not necessarily involve a reduction in total hours worked or any extension in individual choice over which hours are worked.

Through starting early and/or finishing late, employees can build up additional hours which they take as a day or half-day away from work.

OTHER WAYS OF INCREASING FLEXIBILITY

These include:

Shift work Annual hours Term-time working.

Shift work: - Shift work is a pattern of works in which one employee replaces another on the same job within a 24-hour period. Shift workers normally work in crews, which are groups

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of workers who make up a separate shift team. In some shift systems, each crew will regularly change its hours of work and rotate morning, afternoon, and night shifts.

Annual hours: - Under an annual hours system the period within which full-time employees must work is defined over a whole year. Typically, the annual hours an employee is contracted to work are split into:

Set shifts which cover the majority of the year Unallocated shifts which the employee can be asked to

work at short notice.

Term-time working: - Term-time working gives employees the opportunity to reduce their hours or take time off during school holidays.

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TEN ESSENTIAL MANAGEMENT ACTIONS FOR CREATING WORK LIFE BALANCE

1. Positive “Work life Balance” thinking – Treating staff as adults who are balancing their work commitments with their family/personal responsibilities, and being positive about making changes to create a more flexible workplace

in all aspects of employee relations. The importance of modelling best practice work life balance “from the top” cannot be underestimated.

2. “Work Life Balance” policy – Have a clear policy statement which announces that the “WA Health is committed to providing a flexible responsive workplace, which enables all employees to balance work and family/personal responsibilities,” which is incorporated into core values statements and corporate plans, and supported by policy guidelines outlining what that means for everyone in the workplace.

3. “Work Life Balance” employer - WA Health be promoted as an employer who respects and cares about its employees, who recognises that they will have family and personal responsibilities, and who provides flexiblebilities. Factors shown to impact the most upon staff trying to balance work and life include required hours of work, a lack of flexibility in being able to alter their working hours, time off or leave arrangements, a lack of access to suitable childcare arrangements, and undue stresses and tensions in the workplace which make working life more difficult and/or even unpleasant.

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4. Awareness of entitlements - Increase awareness of employees’ entitlements to access flexible working arrangements, and what assistance and services are available to them directly or by referral.

5. “Work Life Balance” survey – Conduct a survey to identify staff needs in balancing work and family/ personal life responsibilities, current awareness of flexible work

options, and suitability of current working arrangements. Incorporate results into the human resource management plan and staff work planning arrangements.

6. Implement flexible work practices – This will provide greater flexibility to all employees, including supervisors, managers and other senior staff, and will ensure flexible working hour’s schedules, rosters and leave arrangements to accommodate their family and personal responsibilities, without detriment or penalty.

7. Willingness to pilot or trial initiatives – All managers and supervisors to demonstrate commitment to creating a flexible workplace that supports work life balance by considering employees’ needs and requests, and be willing to pilot or trial new initiatives and implement more flexible working arrangements.

8. Management accountability – Managers to be responsible and accountable for implementing work life balance arrangements, reducing staff turnover rates and increasing retention rates in their work area. Managers to be made accountable for decisions to refuse employees’ requests for more flexible working arrangements.

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9. Management Training – Training and development programs for managers should include human resource management skills, the benefits of creating work life balance, and how to manage a more flexible workforce.

10. Pre-exit interviews – Pre-exit interviews that include questions such as whether difficulties in balancing work and family/personal responsibilities were a contributing

factor to the employee leaving, to be conducted prior to the employee leaving. This data to be collated analysed and reported to senior management. Where possible, alternative working arrangements should be offered to assist employees remain with a better work life balance.

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TEN MOST ESSENTIAL “WORK LIFE BALANCE” RETENTION AND ATTRACTION STRATEGIES

1. Flexible working hours - Providing more flexible and consultative roistering arrangements and working hours to all employees, including shift workers.

2. Part time work - Providing more part time jobs with less hours or fewer shifts, or job sharing arrangements to all employees.

3. Reasonable working hours - Reducing excessively long working hours and double shifts.

4. Access to childcare - Improving access to childcare with onsite childcare facilities and giving shift workers, who need access to childcare facilities, regular fixed shifts.

5. Flexible leave arrangements - Providing greater flexibility in leave arrangements to suit employees’ personal circumstances, including leave for school holidays through purchased leave arrangements and extended leave without pay to provide full time care to family members.

6. Leave in single days - Allowing employees to request and take leave in single days and accrued hours as time off in lieu of payment.

7. Job mobility - Providing increased mobility for employees to transfer between wards, hospitals, work areas and

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health services to find more suitable working arrangements that will assist them to better balance their current work and family/personal responsibilities.

8. Safety and wellbeing - Improving safety, wellbeing and respect for all employees in the workplace.

9. Telephone access -Ensuring all employees are able to receive urgent telephone calls or messages from family members at work and have access to a telephone to remain contactable with their family during working hours.

10. Casual work - Introducing pools of permanent flexible part time or casual employees, similar to Nurse West, in other occupations to cover leave and other absences.

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OBJECTIVES OF WORK LIFE BALANCE

Improve employee-employers relationship

Improve recruitment and retention rates, with associated cost savings

Reduced absenteeism and sick level usage

A reduction in worker stress and improvements in employee satisfaction and loyalty

Greater flexibility for business operating hours

Improved productivity

Create corporate image, becoming an ‘employer of choice’

To find out the quality of work life of employees

To study the attitude of employees towards various welfare measures provided in the unit under study

To find out employee problems and offer suitable suggestions on the basis of the findings

To know the real situation of the employees

To collect employees opinion about this matter

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BENEFITS OF WORK LIFE BALANCE

BENEFITS FOR INDIVIDUAL:-

Employees in companies already implementing work-life balance practices enjoy significant benefits such as:

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

Being able to work in flexible ways so that earning an income and managing family/other commitments become easier.

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

Some things employees may want:

a good quality of life an enjoyable work life with career progression training and development good health affordable childcare or eldercare further education more money time to travel time with friends and family time to do sports and hobbies time to do voluntary work

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BENEFITS FOR OUR ORGANISATION:-

Good work-life balance policies and practices are good for business.  Some of the benefits for you and your staff are:

Getting and keeping the right staff Getting the best from staff Being an ‘employer of choice’ and future proofing Improving productivity

Getting and keeping the right staff:-

Finding and keeping good staff can be difficult especially in a tight labour market.

Employers who can offer work-life balance and flexible work options are likely to have the competitive edge, gain access to a wider recruitment pool, and are more likely to hold onto existing staff. 

As a result of the flexible working arrangements and other work-life balance initiatives, Harrison Grierson has increased retention of graduates and women returning from parental leave.

Getting the best from staff:-

Poor work-life balance can lead to stress and absenteeism, and low output. Helping employees achieve work-life balance is integral to their general health and wellbeing, increasing their work satisfaction and motivation. They are likely to be more committed, more flexible and more responsive to the business and customers’ needs.

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Being an ‘employer of choice’ and future proofing:-

Being an ‘employer of choice’ can give you the competitive edge for attracting talent. Employees who are positive about their workplace help to foster a positive attitude in the wider

community. Increasingly businesses are adopting practices that make a positive difference for the environment and society.  Staffs are a vital business resource, so it makes sound business sense to develop and protect this resource.

Improving productivity:-

Getting and keeping the right staff and getting the best from them will help to increase productivity.  Costs associated with recruitment, training and absenteeism will reduce and employees will be more engaged motivated and committed. 

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SMART GOALS

SMART Goals: -

Goals cannot be achieved if they are impossible. SMART goals make it easier to achieve success because you know that success is within reach.

Aspects of SMART goals:

Specific: Goals must be specific. An example of a specific goal is: workout 30 minutes a day.

Measurable: Measurable goals let you know when you are successful. For example, lose 5 pounds is measurable.

Attainable: All goals, particularly short‐term goals, need to be attainable. For example, promoting three times in six months is not attainable.

Relevant: Goals must be relevant to the situation. A goal to find a mentor is not relevant to someone who is established in his or her field.

Timely: Goals require specific timeframes. For example, lose 5 pounds this month is both measurable and timely.

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PROBLEM STATEMENT OF WORK LIFE BALANCE

There is a conflation of interests between the organisation and the individual worker that hides the reality of divergent

interest. “Effective Practices” that will mutually benefit the organisation and the employee are not so easily arrived at, and the management of the organisation will likely be the final arbiter of what counts as ‘effective’ in this regard as much as any other, as it impinges upon operations.

The rationale of developing ‘appropriate policies and practical responses’ tends to suggest that some back-ground notions of appropriateness and fit with basic trajectory already been developed. There is an element of tautology in this, that needs of the organisation and its employees’ is the per-established boundaries of thought within which such appropriateness will be determined. These points also clearly evidence the conflation of divergent interests into a seamless and spurious unity. The very language of ‘the organisation and its employees’, that is the employees that already belong to the prior unity of the organisation, demonstrate this.

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CASE STUDY

LAFARGE GETS MORE DONE WITH LESS THROUGH TRAINING

A world leader in building materials takes the next step in Work and Life Training.

Situation

Lafarge's operations have the urgent demands and stresses of the deadline driven construction business.  When Pete Turco took over as head of HR in the Midwest he became aware of the work-life balance concerns of its managers and employees. There were two key needs.  One was to address the constant demand on every individual to do more with less on the job.  The second, the desire of Lafarge to grow as an employer of choice everywhere it operates, required more recognition of people's family and personal lives.  After Pete made the rest of the executive team aware of the bottom line value of better managing these challenges, the Business Unit (BU) president came to Pete, and said, "We've recognized the importance.  Now give us some tools to do something about it."

Progress

Given these objectives, a member of his staff did the research and presented Pete with several options. "It became very clear that WorkLifeBalance.com had the best tools…and that's what we were looking for", Pete states. "Specific skills people could and would use in their everyday lives." The availability of not only live training, but also web-based and the monthly

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Newsletter proved to be a big plus. "We were able to introduce the program in a relatively low key manner on the web, while still getting immediate and ongoing impact in multiple ways."

Results

As word of the program spread, other regions expressed interest.  When Pete took over responsibilities for the US East Business Unit (BU), he expanded the impact of the training.  There was interest from sales management in improving everyone's time management skills for their job and for their life.  WLB's 5 Steps to Better Time Management program fit that dual purpose, work and life-learning objective.

Lafarge delivered these time management skills with a blended learning approach: live sessions followed by web-based training.  All of the senior BU team attended the training. The results were impressive. 100% recommended expanding the program within Lafarge. All written feedback rated the results as either Excellent or Outstanding. "And the individual feedback was even more impressive than the written", says Mike Kanlic, Lafarge sales manager. "The results are so worthwhile, it is very easy to support."

Pete recommended internal trainer certification as a way to expand the program for the rest of sales, distribution, BU staff and manufacturing. Despite beginning a cost cutting campaign, Joe Goss, president of the BU, had a four letter response: "ASAP". Lafarge now has five WLB certified internal trainers delivering 5 Steps to Better Time Management to all managers and employees in the US East BU."The ongoing blended learning makes the skill set stick. It has become a common language we continue to use to get things

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done. You hear and see the tools applied in every meeting", Turco says. "They have become part of the fabric of how we do business."

Advice

Pete points out that organization hire people not employees. People come with baggage, meaning family-friends-self desires and demands."WLB's time management training gives managers and employees the skills they need to manage and balance it all. More efficiency in handling work issues individually; A common language for the team to get things done faster; Better abilities to handle and make the most of the personal sides of life, which means more focus at work. The result", Pete says, "is more achievement and enjoyment in all the areas of life. Everybody wins."

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SUMMARY OF WORK LIFE BALANCE

The majority of employees were aware of the right to request flexible working, with awareness being unsurprisingly more common among parents. Awareness was also higher among those in managerial/ professional occupations, with particularly low awareness among those in routine or manual occupations.

Part-time working was the most commonly available form of flexible working, followed by temporarily reduced hours and flexitime.

Flexitime, working from home and part-time working were the forms of flexible working most commonly taken up by employees.

The take-up of many forms of flexible working was often more common among women, parents, those with higher qualifications, those in the public sector and trade union members.

However, the patterns of take-up for part-time working, reduced working hours and job-share were somewhat different in some respects such as being more likely among those in routine or manual occupations, those not in managerial roles and non-trade union members.

Less than a quarter of employees had requested a change to their working arrangement in the last two years, most commonly a change in when they work or a reduction in

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hours. Women, parents and carers were most likely to have made a request. In the majority of cases, the request was accepted and the outcome communicated face-to-face.

Those who had not requested a change to their working arrangement typically had not done so for personal reasons (such as being happy with their current arrangement). However, there was a proportion that had not done so due to reasons related to the business/employer, which may be real or perceived.

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PART 3:- RESEARCH METHODOLOGY

RESEARCH DESIGN

Steps followed in order to carry out the study are: -

A research prepares the questioner which covers the reasons of problem statement.

This questioner should be a simple as possible and understood by all.

This should not take much time of the employee and it should not contain irrelevant.

Study the levels of management and employees.

Various levels of management and employees should be given different type of questioner related to their job specification.

So it is necessary to list out of various levels.

Prepare the organisation chart for collection of data.

Plan the time schedule to meet the various persons in the industry.

Counselling the employees at their levels without affecting their work.

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Skilled human relationship is must to take out the maximum output from the employees of various levels.

Collecting data as per prepared questionnaire without affecting the work of the company using soft skill.

Timely completion of data sheet prepared.

Analyze the data in a systematic way to raise the fruitful outcome.

Statistical technique may be adopted to analyze the data.

Discuss the outcome with the management to the detail.

Draw the solutions for problem statements.

The solutions should be such that those can be practically implemented and agreeable to management.

A research was carried out for deeper understanding of the subject first.

Lastly finding, conclusion and suggestion were formed.

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DATA SOURCES

Sources of data:-

1. Primary Sources –

To fulfil the objective of the research it is necessary to get the response from the respondents, which act as primary sources of data.

Primary sources focus group, discussion and interview method and questionnaire method.

2. Secondary Sources –

Secondary sources of the data were books, journals and internet sits details of which is provided bibliography.

DATA COLLECTION METHOD

Process of the study a detailed analysis has been done on the responses given by them.

Data collection method:-

The data collected to carry out the study involve two types of data.

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1. Primary Data –

The primary data has been collected from the employees. This data helps most for the completion of the study by providing full and direct information, which needs some interpretation and analysis, to attain the objectives of the study.

2. Secondary Data –

This secondary data has been collected from various sources such as books, journals, magazines and sites.

Although the data collected or gathered from these sources neither participate directly in the analysis nor influence the outcomes.

This forms a basis for an effective approach in making a report of what has been studied.

This data forms a part of the report and facilitates to acquire pre-requisite knowledge regarding the study under consideration.

DATA COLLECTION TOOLS

To collect the above-mentioned primary data, the following tools can serve at its best.

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1. Personal Interview:

The employees under consideration have been interviewed personally to get the desired responses by asking questions. And those responses were noted.

2. Structural Questionnaire:

The questionnaire consists of a set of close-ended questions, which are orderly arranged to extract the best from employees.

In this study we make use of the questionnaire, for collecting the responses of workmen level and staff level separately.

POPULATION

All the employees of the organisation.

SAMPLING METHOD

Convenience sampling method was adopted for the researcher.

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SAMPLING FRAME

The human resource department consisting 9 employees from Vadodara office was the sampling frame.

DATA COLLECTION INSTRUMENT

Data collection through questionnaire.

A total of 30 quantitative questions (closed ended) and (open ended)

INSTRUMENT FORMULATION

In order to conduct a study questionnaire was made keeping in mind.

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PART 4:- DATA ANALYSIS AND INTERPRETATION

AGE ANALYSIS:

What is average age of a person working in an organisation?

Table – 1

Table showing the age of the respondents

AGE NO. OF RESPONDENTS PERCENTAGE (%)Below-25 10 10

25-35 20 2035-45 30 30

45-above 40 40TOTAL 100 100

INTERPRETATION:-

This is shown the diversity in the age group that I have chosen for my sample study regarding measuring effectiveness of employee’s welfare at Inoxcva Ltd. From above chart, it can be noted that age group of 45 & above consist of majority of 40 respondents, while the age group of 35-45 consist 30 respondents, further 20 respondents fall under the 25-35 age group and lastly only 10 respondents fall under below 25 age group.

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GENDER ANALYSIS:

What percentage of different genders is enrolled in our office?

INTERPRETATION:-

Hence from the study we can conclude that the percentage of male employees enrolled is 70% and female employees enrolled 30%. So there is a need of women empowerment in the workplace so as to improve male and female justice and equity.

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WORKING DAYS:

How many days in a week do you work?

Table – 2

Table showing the working days in a week

DAYS % of EmployeesLess than 5 days 15

5 days 256 days 557 days 05TOTAL 100

INTERPRETATION:-

Hence we can say that percentage of employees working less than 5 days is 15% and those working for 5 days are 25% and those working for 6 days are 55% and those working for 7 days is 5%. Hence as a need that those employees who are working for 7 days must also be given holidays once a week.

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WORKING HOURS:

Are you satisfied with the working hours of the organisation?

Table – 3

Table showing the working hours

AGE % of Employees20-30 5030-40 70

Above 40 60TOTAL 180

INTERPRETATION:-

Hence we can conclude that employees ageing between 20-30 years are satisfied upto 50% about their working hours. Employees ageing between 30-40 years are satisfied upto 70% about their working hours. Employees ageing above 40 years are satisfied upto 60% about their working hours.

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WORKING TIMES:

Does after hours of working you get enough time for your family?

INTERPRETATION:-

Hence from this study we can interpret that 60% employees enrolled in the organisations are not satisfied with the time they get for the family after working hours and 40% of the employees get enough time for their family after working hour.

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SPENDING TIME WITH CHILD/CHILDREN:

How many hours in a day do you spend with your child/Children?

Table – 4

Table showing the hours in a day spend with your Child/Children

HOURS % of EmployeesLess than 2 hours 40

2 – 3 hours 303 – 4 hours 154 – 5 hours 10

More than 5 hours 05TOTAL 100

INTERPRETATION:-

Hence from the study we can conclude that 40% of the employees are getting less than 2 hours for their children 30% of the employees are getting 2-3 hours to spend with their children 15% of the employees are getting 3-4 hours for their children 10% of the employees getting 4-5 hours for their children and 5% of the employees are getting more than 5 hours for the children.

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BALANCE WORK LIFE:

Do you feel that you are able to balance your work life?

INTERPRETATION:-

Hence from the study we can conclude that 55% of the employees are able to balance their work life properly and appropriately and 45% of the employees are not able to balance their work life properly hence they need to manage their time proportionately.

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PRESSURE OF WORK IN THE ORGANISATION:

Do you have more pressure of work in the organisation or it is evenly distributed?

Table – 5

Table showing the pressure of work in the organisation

AGE % of Employee Pressure20-30 6030-40 70

Above 40 50TOTAL 180

INTERPRETATION:-

Hence from the study we can conclude that employees ageing between 20-30 years age feel 60% pressure of work employees ageing between 30-40 years age feel 70% pressure of work employees ageing above 40 feel 50% pressure of work.

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SALARY:

What percentage of employees is satisfied with their salary?

Table – 6

Table showing the satisfaction with their salary

AGE % OF Employees Satisfaction20-30 4530-40 65

Above 40 70TOTAL 180

INTERPRETATION:-

Hence from the study we can conclude that employees ageing between 20-30 years of age are 45% satisfied with their salary employees ageing between 30-40 years of age are 65% satisfied with their salary employees ageing above 40 years of age are 70% satisfied with their salary.

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MASTER HEALTH CHECKUP:

Does your organisation provide you with yearly master health checkup?

INTERPRETATION:-

Hence from the study we can conclude that 80% of the employees believe that they get yearly master check up and are satisfied and 20% of the employees believe that they don’t get yearly master check up so provision must be made for that.

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MATERNITY AND PATERNITY LEAVE:

Does the company provide Maternity and Paternity leave to the employees?

INTERPRETATION:-

Hence from the study we can conclude that 80% of the employees are satisfied with the maternity and paternity leave they get and 20% of the employees are not satisfied as they don’t get specified leave so provision must be made for that.

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HOLIDAYS, CAMPUS AND PICNICS:

Does the company organise holidays, campus and picnics to manage work life & personal life?

INTERPRETATION:-

Hence the study suggest that 75% of the employees are satisfied with the holidays, campus and picnics organised by the employers and 25% of the employees are dissatisfied with the holidays, campus and picnics organised by the employers. Hence proper step must be taken to enforce the recreation programs.

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CANTEEN FACILITIES:

Does your company provide for suitable allowance for employees?

INTERPRETATION:-

Hence from the study we can conclude that 60% of the employees are satisfied with the canteen facilities they get and 40% of the employees are not satisfied as they don’t get canteen facilities so provision must be made for that.

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POLICY FOR WORK LIFE MANAGEMENT:

Do you think policy for work life management helps to increase productivity of an organisation?

INTERPRETATION:-

Hence from the study we can conclude that 70% of the employees are satisfied with the fact that proper policy of work-life balance increases productivity where as 30% of the employees disagree with the fact. Hence proper step must be taken to increase productivity.

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REWARDS AND INCENTIVES:

Do your company provide a suitable provision for rewards and incentives?

INTERPRETATION:-

Hence from the study we can conclude that 60% of the employees are satisfied with the reward and incentives systems of the organisation and 40% of the employees are not satisfied with the reward and incentives systems. Hence proper motivational tools must be provided.

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RETIREMENT BENEFITS:

Does your company provide for an approved provision for retirement benefits?

INTERPRETATION:-

Hence from the study we can conclude that 70% of the employees are satisfied with the retirement benefits and allowances whereas 30% of the employees are dissatisfied with the retirement benefits and allowances. Hence proper approved funds must be appropriated.

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ALLOWANCE FOR EMPLOYEES:

Does your company provide for suitable allowances for employees?

INTERPRETATION:-

Hence from the study we can conclude that 80% of the employees are satisfied with the allowances whereas 20% of the employees are dissatisfied with the allowances. Hence proper approved funds must be appropriated.

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ORIENTATIONAL TRAINING AND DEVELOPMENT OPPORTUNITIES:

Does your company provide you with orientation training and development opportunities?

INTERPRETATION:-

Hence from the study we can conclude that 70% of the employees are satisfied with the orientation training and development programs whereas 30% of the employees are dissatisfied with the orientation training and development programs. Hence proper approved funds must be appropriated.

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SAFETY AND SECURITY:

Does your company provide you with safety and security of every aspect needed at work place to work well?

INTERPRETATION:-

Hence from the study we can conclude that 80% of the employees are satisfied with the security and safety service whereas 20% of the employees are dissatisfied with the security and safety service. Hence proper services must be provided regarding safety and security especially for women.

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GOOD RELATIONSHIP MANAGEMENT, COOPERATION, SUPPORT AND LEADERSHIP:

Does your company provide you with good relationship management, cooperation, support and leadership so that you can grow, develop your skill and move ahead on the path of success?

INTERPRETATION:-

Hence from the study we can conclude that 80% of the employees are satisfied with relationship management, cooperation and leadership of the organisation whereas 20% of the employees are dissatisfied with it. So proper motivational and leadership workshops must be arrange for employees benefit.

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PART 5:- LIMITATION OF THE STUDY

LIMITATION OF THE STUDY

Accurate data is not available

Employees do not always act carefully and responsibly they also ignore all these information and interrogation.

The pilot survey of the questionnaire with the employees might not always be successful.

The information collectors might lack some skills due to which information can’t be collected upto its full extent.

Sometimes the pressure of work might be so heavy on employees that they don’t pay enough attention to fulfil those questionnaires.

The information collectors might fill the questionnaire on their own will if they don’t get enough employees they are ask to inform about.

The employees might also tell lies about the information they don’t have.

Sometimes the questionnaire contains some personal questions which are usually avoided by employees on their professional work place.

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PART 6:- CONCLUSION

CONCLUSION

Evidence suggests that now a day more and more scientific practices are being adopted in the organisation at world.Hence more and more principles are:-

Fayol Taylor

Taylor’s principles of scientific management like:- Harmony not discard Scientific management not rule of thumb Time study Method study Fatigue study Cooperation not individualism Individual interest subordinate to general interest

All these are being adopted in most work places so that there can be a balance between work-life balance.

Fayol’s principle’s of management for general administration are also being followed widely like principles of:-

Order Discipline Scalar chain Unity of command

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Hence all these principles are being adopted in work place for better follow up of work life balance and work place ethics.

Evidence suggests that improvements in people management practices, especially work time and work location flexibility, and the development of supportive managers, contribute to increased work-life balance. Work-life balance programs have been demonstrated to have an impact on employees in terms of recruitment, retention/turnover, commitment and satisfaction, absenteeism, productivity and accident rates.

Companies that have implemented work-life balance programs recognize employee welfare affects the “bottom line” of the business. Parameters are required to ensure that programs are having the desired effect on both employees and the company.

Thus, work-life balance can bring a huge transformation at the organisation and individual levels. It helps an organisation to inherently build a strong value system, which is attributed to the work life balance enjoyed at the employee level. Consequently, the organisation does not have imposed a formulated framework of organisational values because they now become intrinsic to it.

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PART 7:- FINDING AND SUGGESTION

FINDING AND SUGGESTIONS

1. Understand that there is no uniform work-life balance system: a person’s best individual work life balance is indicative of his/her needs at the time and will vary depending on their changing circumstances.

2. Remember that work life balance is an active process that occurs as a scout of practiced behaviours and attitudes, it is not a single occurrence leased on luck or convincing others to come into balance with your objectives and goals.

3. Look for work or balance opportunities in your personal and professional life and work your organisation to improve the quality of your working world.

4. Set initiatives to improve employee’s work-life balance to improve productivity and turnover rates.

5. Initiate company programs and policies for that provide employees with a fun time work from home opportunities or family or educational leave capabilities.

6. Proactive employees should negotiate with their employees about ways to help them deal with short term or long term changes in their lives.

7. Keep the boundaries between your work life and home life as clear and distinct as possible.

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8. Practice good time management and organisational skills for enhanced work-life balance.

9. Avoid procrastination, focus on the important tasks at hand, and share the load (whether at work or at home) with others if possible.

10. Treat each employee with respect regarding their boundaries and work life challenges and understand that they might not fit the traditional categories of groups and individuals with balances needs.

11. Employees must go for proper time management for their role and children.

12. Paternity leave must be given to male employees so that they can take of their new born after their female counter part.

13. Proper support must be given to employees by their family members.

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PART 8:- ANNEXURE

QUESTIONNAIRE

Dear Sir / Madam,

I am SUMEET KUMAR SINHA, IV semester M.B.A, student of SIKKIM MANIPAL UNIVERSITY, doing my project work entitled “WORK-LIFE BALANCE”.

So I request you to give me your valuable feedback on questionnaire. The information will be kept confidential and used for academic purpose only.

Thanking You,

Personal Details

1) Name:

2) Age:

3) Marital Status: Married [ ] Bachelor [ ]

4) Qualification:

5) Designation:

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SATISFACTORY REPORTS OF EMPLOYEES

Q1. What is average Age of a person working in an organisation?

(a) Below – 25 [ ](b) 25 – 35 [ ](c) 35 – 45 [ ](d) Above – 45 [ ]

Q2. What percentage of different Gender is enrolled in our office?

(a) Male [ ](b) Female [ ]

Q3. How many days in a week do you work?

(a) Less than 5 days [ ](b) 5 days [ ] (c) 6 days [ ](d) 7 days [ ]

Q4. Are you satisfied with working hours of the organisation?

(a) Satisfied [ ](b) Dissatisfied [ ]

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Q5. Does after hours of working you get enough time for your family?

(a) Yes [ ](b) No [ ]

Q6. How many hours in a day do you spend with your child/children?

(a) Less than 2 hours [ ](b) 2 – 3 hours [ ](c) 3 - 4 hours [ ](d) 4 -5 hours [ ](e) More than 5 hours [ ]

Q7. Do you feel that you are able to balance your work life?

(a) Yes [ ](b) No [ ]

Q8. Do you have more pressure of work in the organisation or it is evenly distributed?

(a) 20 – 30 Age (Yes / No) (b) 30 – 40 Age (Yes / No)(c) Above – 40 Age (Yes / No)

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Q9. What percentage of employees is satisfied with their salary?

(a) 20 – 30 Age (Satisfied / Dissatisfied) (b) 30 – 40 Age (Satisfied / Dissatisfied)(c) Above – 40 Age (Satisfied / Dissatisfied)

Q10. Does your organisation provide you with yearly master health check up?

(a) Yes [ ](b) No [ ]

Q11. Does the company provide Maternity or Paternity leave to the employees?

(a) Yes [ ](b) No [ ]

Q12. Does the company organise holidays, campus and picnics to manage work life and personal life?

(a) Satisfied [ ](b) Dissatisfied [ ]

Q13. Does your company provide for canteen facility?

(a) Yes [ ]

(b) No [ ]

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Q14. Do you think policy for work life management helps to increase productivity of an organisation?

(a) Yes [ ](b) No [ ]

Q15. Does your company provide a suitable provision for rewards and incentives?

(a) Yes [ ](b) No [ ]

Q16. Does your company provide for an approved provision for retirement benefits?

(a) Yes [ ](b) No [ ]

Q17. Does your company provide for suitable allowances for employees?

(a) Yes [ ](b) No [ ]

Q18. Does your company provide you with orientation training and developmental opportunities?

(a) Yes [ ](b) No [ ]

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Q19. Does your company provide you with safety and security of every aspect needed at work place to work well?

(a) Yes [ ](b) No [ ]

Q20. Does your company provide you with good relationship management, cooperation, support and leadership so that you can grow, develop your skill and move ahead on the path of success?

(a) Yes [ ](b) No [ ]

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PART 9:- BIBLIOGRAPHY

BIBLIOGRAPHY

Cowan, R. L., & Hoffman, M. F. (2008). The meaning of work/life: A corporate ideology of work/life balance

Mescher, S., Benschop, Y., & Doorewaard, H. (2010). Representations of work-life balance support

www.oecdbetterlifeindex.org

www.ispi.org/pdf

http://www.businessdictionary.com/definition/work-life-balance

www.gaurdian.co.uk

www.fastcompany.com

www.ceoonline.com

Dr. Piage Hall Smith, “research explores work/life balance for employees”.

AMITZAWARE1/rm-ppt-on-a-study-of-work-life-balance-of-generation-y-at-thyssenkrupp-pune

sudhimannarkkad/mini-project

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https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/323290/bis-14-903-costs-and-benefits-to-business-of-adopting-work-life-balance-working-practices-a-literature-review.pdf

Anderson, S, Coffey, B and Byerly, R. (2002). ‘Formal organizational initiatives and informal workplace practices: links to work–family conflict and job-related outcomes’, Journal of Management

Atkinson, C. and Hall, L (2011) Flexible working and happiness in the NHS. Employee Relations

Baral, R and Bhargava, S. (2010) Work-family enrichment as a mediator between organizational interventions for work-life balance and job outcomes

Baum, C. (2003) The effects of maternity leave legislation on mothers' labour supply after childbirth

Bloom, N., Kretschmer, T and Van Reenan, J. (2006) Work life balance management practices and productivity

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