A

TABLE OF CONTENTS
LIST OF TABLE

PART 1 COMPANY PROFILE

COMPANY PROFILE
INFRASTRUCTURE
STRENGTHS
CERTIFICATIONS
CLIENTELE
VISION AND MISSION
VISION, MISSION AND VALUES
HISTORY OF INOX INDIA LTD
GROUP COMPANIES
BUSINESS AREA
MANUFACTURING FACILITIES
STP & SWOT ANALYSIS
PART 2 STUDY ON WORK LIFE BALANCE
INTRODUCTION OF WORK LIFE BALANCE
DEFINITION OF WORK LIFE BALANCE
WHY IS THERE A NEED FOR WORK-LIFE BALANCE
AND FLEXIBLE WORKING?
WHAT ARE THE DIFFERENT KINDS OF FLEXIBLE
WORKING?
TEN ESSENTIAL MANAGEMENT ACTIONS FOR
CREATING WORK LIFE BALANCE
TEN MOST ESSENTIAL WORK LIFE BALANCE
RETENTION AND ATTRACTION STRATEGIES
OBJECTIVES OF WORK LIFE BALANCE
BENEFITS OF WORK LIFE BALANCE
SMART GOALS
PROBLEM STATEMENT OF WORK LIFE BALANCE
CASE STUDY
SUMMARY OF WORK LIFE BALANCE
PART 3 RESEARCH METHODOLOGY

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RESEARCH DESIGN
DATA SOURCES
DATA COLLECTION METHOD
DATA COLLECTION TOOL
POPULATION
SAMPLING METHOD
SAMPLING FRAME
DATA COLLECTION INSTRUMENTS
INSTRUMENT FORMULATION
PART 4 DATA ANALYSIS AND
INTERPRETATION
PART 5 LIMITATION OF THE STUDY
PART 6 CONCLUSION
PART 7 FINDING AND SUGGESTION
PART 8 ANNEXURE
PART 9 BIBLIOGRAPHY

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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.

Page No. 1

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

Page No. 2

CRYOGENIC ENGINEERED TANKS & SYSTEMS

CRYOGENIC SCIENTIFIC PROJECTS

Page No. 3

CRYOBIOLOGICAL PRODUCTS

LNG TURNKEY SOLUTIONS

Page No. 4

DISPOSABLE CYLINDERS

OTHER PRODUCTS FOR OEMS

Page No. 5

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.

Page No. 6

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 Indias Kandla plant is a
major boost to our production capacity and has opened new
avenues to reach the global markets.

Page No. 7

STRENGTHS

INOX Indias 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, INOXCVAIndia 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.

Page No. 8

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
Page No. 9

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).

Page No. 10

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
Page No. 11

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.
Page No. 12

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.

Page No. 13

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.

Page No. 14

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
Page No. 15

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
Page No. 16

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)
Page No. 17

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) &
Page No. 18

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
Page No. 19

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

Page No. 20

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 Indias most respected and fastest growing
business groups.

Page No. 21

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 cuttingedge 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

Page No. 22

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

Page No. 23

Operational since 2007 with a strategic advantage of location;

near to major sea-ports, INOX Indias 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
vacuum
Page No. 24

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 Hub
Inox 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 Winds 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
Page No. 25

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 Plant
Our 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.

Page No. 26

STP
Segment

Film exhibition customers

Target Group

Metros and Tier 1 Semi-urban areas

Positioning

Experience lifestyle

SWOT Analysis
1. Controls the largest multiplex screen capacity in India with
over60 properties, nearly 250 screens spread across Indian
cities
2. One of the highest market share, Market capitalization in
India
3. 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 movies
Strength

5. Top of the mind brand recall and excellent customer

services offered

Weakness

1. Low presence in Tier-2 towns and also margins affected by

piracy
2. Increasing competition means market share and margins
are limited
1. Tying alliances for 100% Digitization
2. Focus on rising Tier-2 towns

Opportunity

3. More international tie-ups and special screenings to tap

customers
1. Rising real estate prices
2. V-O-D and DTH services expanding
3. Early release of films on TV

Threats

4. Increasing online piracy affects business

Page No. 27

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?
Page No. 28

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.

WorkLife Balance

Page No. 29

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
anyones work-life balance. Furthermore, achievement and
enjoyment in the other three quadrants of ones life is critical as
well.
A comfortable state of equilibrium achieved between an
employees primary priorities of their employment position and
Page No. 30

their private lifestyle. Most psychologists would agree that the

demands of an employees career should not overwhelm the
individuals 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.

Page No. 31

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.
Page No. 32

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.
Page No. 33

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
Page No. 34

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.

Page No. 35

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.
Page No. 36

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 hours 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.
Page No. 37

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.

Page No. 38

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
Page No. 39

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.

Page No. 40

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
Page No. 41

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

Page No. 42

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.
Page No. 43

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.

Page No. 44

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 shortterm 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.

Page No. 45

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 background 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.

Page No. 46

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 toolsand 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
Page No. 47

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
Page No. 48

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."

Page No. 49

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
Page No. 50

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-toface.
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.

Page No. 51

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.
Page No. 52

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.

Page No. 53

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.
Page No. 54

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.
Page No. 55

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.

Page No. 56

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.

Page No. 57

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
Below-25
25-35
35-45
45-above
TOTAL

NO. OF RESPONDENTS
10
20
30
40
100

PERCENTAGE (%)
10
20
30
40
100

INTERPRETATION:This is shown the diversity in the age group that I have chosen for my sample
study regarding measuring effectiveness of employees 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.
Page No. 58

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.

Page No. 59

WORKING DAYS:

How many days in a week do you work?

Table 2

Table showing the working days in a week

DAYS
Less than 5 days
5 days
6 days
7 days
TOTAL

% of Employees
15
25
55
05
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.
Page No. 60

WORKING HOURS:

Are you satisfied with the working hours of the organisation?

Table 3
Table showing the working hours

AGE
20-30
30-40
Above 40
TOTAL

% of Employees
50
70
60
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.
Page No. 61

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.

Page No. 62

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
Less than 2 hours
2 3 hours
3 4 hours
4 5 hours
More than 5 hours
TOTAL

% of Employees
40
30
15
10
05
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.
Page No. 63

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.

Page No. 64

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
20-30
30-40
Above 40
TOTAL

% of Employee Pressure
60
70
50
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.
Page No. 65

SALARY:

What percentage of employees is satisfied with their salary?

Table 6
Table showing the satisfaction with their salary

AGE
20-30
30-40
Above 40
TOTAL

% OF Employees Satisfaction
45
65
70
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.
Page No. 66

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 dont get yearly master check up so provision must be made for
that.
Page No. 67

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 dont get specified leave so provision must be made for that.

Page No. 68

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.

Page No. 69

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 dont get canteen facilities so provision must be made for that.

Page No. 70

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.
Page No. 71

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.

Page No. 72

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.

Page No. 73

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.

Page No. 74

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.

Page No. 75

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.

Page No. 76

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.

Page No. 77

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 cant be collected upto its full extent.
Sometimes the pressure of work might be so heavy on
employees that they dont pay enough attention to fulfil
those questionnaires.
The information collectors might fill the questionnaire on
their own will if they dont get enough employees they are
ask to inform about.
The employees might also tell lies about the information
they dont have.
Sometimes the questionnaire contains some personal
questions which are usually avoided by employees on
their professional work place.

Page No. 78

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
Taylors 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.

Fayols principles of management for general

administration are also being followed widely like
principles of: Order
Discipline
Scalar chain
Unity of command
Page No. 79

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.

Page No. 80

PART 7:- FINDING

AND SUGGESTION

FINDING AND SUGGESTIONS

1. Understand that there is no uniform work-life balance

system: a persons 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 employees 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.
Page No. 81

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.

Page No. 82

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:
Page No. 83

SATISFACTORY REPORTS OF EMPLOYEES

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

organisation?
(a)
(b)

Below 25 [
25 35
[

]
]

(c)
(d)

35 45
[
Above 45 [

]
]

Q2. What percentage of different Gender is enrolled in our

office?
(a)
(b)

Male
Female

[
[

]
]

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

(a)
(b)
(c)
(d)

Less than 5 days

5 days
6 days
7 days

[
[
[
[

]
]
]
]

Q4. Are you satisfied with working hours of the

organisation?
(a)
(b)

Satisfied
Dissatisfied

[ ]
[ ]

Page No. 84

Q5. Does after hours of working you get enough time for
your family?
(a)
(b)

Yes
No

[ ]
[ ]

Q6. How many hours in a day do you spend with your

child/children?
(a)
(b)
(c)
(d)
(e)

Less than 2 hours

2 3 hours
3 - 4 hours
4 -5 hours
More than 5 hours

[ ]
[ ]
[ ]
[ ]
[ ]

Q7. Do you feel that you are able to balance your work
life?
(a)
(b)

Yes
No

[ ]
[ ]

Q8. Do you have more pressure of work in the

organisation or it is evenly distributed?
(a)
(b)
(c)

20 30 Age
30 40 Age
Above 40 Age

(Yes / No)
(Yes / No)
(Yes / No)

Page No. 85

Q9. What percentage of employees is satisfied with their

salary?
(a)
(b)
(c)

20 30 Age
30 40 Age
Above 40 Age

(Satisfied / Dissatisfied)
(Satisfied / Dissatisfied)
(Satisfied / Dissatisfied)

Q10. Does your organisation provide you with yearly

master health check up?
(a)
(b)

Yes
No

[ ]
[ ]

Q11. Does the company provide Maternity or Paternity

leave to the employees?
(a)
(b)

Yes
No

[ ]
[ ]

Q12. Does the company organise holidays, campus and

picnics to manage work life and personal life?
(a)
(b)

Satisfied
Dissatisfied

[ ]
[ ]

Q13. Does your company provide for canteen facility?

(a)
(b)

Yes
No

[ ]
[ ]

Page No. 86

Q14. Do you think policy for work life management helps

to increase productivity of an organisation?
(a)
(b)

Yes [ ]
No [ ]

Q15. Does your company provide a suitable provision for

rewards and incentives?
(a)
(b)

Yes [ ]
No [ ]

Q16. Does your company provide for an approved

provision for retirement benefits?
(a)
(b)

Yes [ ]
No [ ]

Q17. Does your company provide for suitable allowances

for employees?
(a)
(b)

Yes [ ]
No [ ]

Q18. Does your company provide you with orientation

training and developmental opportunities?
(a)
(b)

Yes [ ]
No [ ]
Page No. 87

Q19. Does your company provide you with safety and

security of every aspect needed at work place to work
well?
(a)
(b)

Yes [ ]
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)
(b)

Yes [ ]
No [ ]

Page No. 88

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-lifebalance
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-ofgeneration-y-at-thyssenkrupp-pune
sudhimannarkkad/mini-project
Page No. 89

https://www.gov.uk/government/uploads/system/uploads/at
tachment_data/file/323290/bis-14-903-costs-and-benefitsto-business-of-adopting-work-life-balance-workingpractices-a-literature-review.pdf
Anderson, S, Coffey, B and Byerly, R. (2002). Formal
organizational initiatives and informal workplace practices:
links to workfamily 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

Page No. 90