PROJECT REPORT ON

Work-life Balance As a Work-force Management Tool- An Empirical Study Of B.P.O. Industry

Submitted for Partial Fulfillment for the Award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

(MBA 2010-12)

UNDER THE GUIDANCE OF Ms. Sangeeta Mehrolia Assistant Professor Submitted by

HIMANI KHATRI

TABLE OF CONTENTS

Topic 1. Executive Summary 2. Chapter 1- Introduction 3. Chapter 2- Review of Literature 4. Chapter 3- Research Methodology & Design 5. Chapter 4- Data Analysis & Interpretation 6. Chapter 5- Major Findings & Discussion 7. Chapter 6- Conclusion 8. Chapter 7- Recommendations 9. Refrences 10. Annexure

Page no. 1 2 26 32 37 61 63 65 67 68

EXECUTIVE SUMMARY
As work-life balance is the practice of providing initiatives designed to create a more flexible, supportive work environment, enabling employees to focus on work tasks while at work. Many professionals and workers have difficulty in copying with the often-conflicting demands of home and the work place so this study seeks to ascertain how an employee can happily live both the aspects of life.

Work-life balance is about creating and maintaining supportive and healthy work environments, which will enable employees to have balance between work and personal responsibilities and thus strengthen employee loyalty and productivity. The main focus of the study is to analyze work life balance of employees working in BPOs. For achieving this objective standard questionnaire has been designed and distributed to 100 employees of international B.P.Os like EXL, GENPACT AND T.C.S.

The main objective of the study is to analyze the impact of Demographic factors on employees work life balance the population or phenomenon being studied. To achieve this objective Chisquare test. Collected data has been analyzed and interpreted with the help of graphical representation and statistical analysis.

Main finding of the study is that there is significant impact of demographic factors on work life balance. Employees who are working in night shifts are frustrated and having disturbed work life.

On the basis of analysis, few recommendations have been given in the last portion of the project like organization should provide counseling services and health facilities to their employees. Policies like career break, flexible work, flexible time, parental leave and time-off for dependants and child-care facilities should be used more prominently in the organization as per the customized needs of the employees.

Chapter-1 Introduction

Work-life is the practice of providing initiatives designed to create a more flexible, supportive work environment, enabling employees to focus on work tasks while at work or we can say that work-life is the interaction between employers and employees, because everything that happens at work has an impact on workers' lives. Work-life balance for any person is having the right combination of participation in paid work and other aspects of their lives. This combination change as people move through life and have changing responsibilities and commitments in their work and personal lives. Many professionals and workers have difficulty in coping with the often-conflicting demands of home and the workplace. When there is no balance between the work and the life activities, stress might occur. Employees with stress loose motivation and productivity. As a common mantra says, prevention of stress is better than cure. From the 1950s to the early 21st century, different socio-economic factors were identified, where researchers significantly contributed to the work and personal life of employees. Three categories of such factors are: Family and personal life, work and other factors. During the second half of the 20th century, increasing work demands encroached on the time of the family and personal life at a faster pace to recover form that situation, employees acknowledged the need of work-life balance programes to facilitate employees to maintain a healthy balance between the conflicting demands of their work and personal life. The work-leisure dichotomy was invented in the mid 1800s..In anthropology, a definition of happiness is to have as little separation as possible "between your work and your play." The expression "Worklife balance" was first used in the United Kingdom in the late 1970s to describe the balance between an individual's work and personal life. In the United States, this phrase was first used in 1986. There has been a shift in the workplace as a result of advances in technology. As Bowswell and Olson-Buchanan stated, increasingly sophisticated and affordable technologies have made it more feasible for employees to keep contact with work. Employees have many methods, such as emails, computers and cell phones, which enable them to accomplish their work beyond the physical boundaries of their office. Employees may respond to an email or a voice mail afterhours or during the weekend, typically while not officially on the job. Researchers have found that employees that consider their work roles to be an important component of their identities,

they will be more likely to apply these communication technologies to work while in their nonwork domain. Some theorists suggest that this blurred boundary of work and life is a result of technological control. Technological control emerges from the physical technology of an organization . In other words, companies utilize email and distribute smart phones to enable and encourage their employees to stay connected to the business even when they are not in the real office. This type of control, as Barker would argued, replaces the more direct, authoritarian control, or simple control, such as managers and bosses. As a result, communication technologies in the temporal and structural aspects of work have changed, defining a new workplace in which employees are more connected to the jobs beyond the boundaries of the traditional workday and workplace. The more this boundary is blurred, the higher work-to-life conflict is self-reported by employees. Many Americans are experiencing burnout due to overwork and increased stress. This condition is seen in nearly all occupations from blue collar workers to upper management. Over the past decade, a rise in workplace violence and an increase in levels of absenteeism as well as rising workers compensation claims are all evidence of an unhealthy work life balance. Employee and the pressure of family obligations to the accelerating pace of technology. According to a recent study for the Center for Work-Life Policy, 1.7 million people consider their jobs and their work hours excessive because of globalization. assistance professionals say there are many causes for this situation ranging from personal ambition These difficult and exhausting conditions are having adverse effects. According to the study, fifty percent of top corporate executives are leaving their current positions. Although sixty-four percent of workers feel that their work pressures are "self-inflicted", they state that it is taking a toll on them. The study shows that seventy percent of US respondents and eighty-one percent of global respondents say their jobs are affecting their health. According to a survey conducted by the National Life Insurance Company, four out of ten employees state that their jobs are "very" or "extremely" stressful. Those in high-stress jobs are three times more likely than others to suffer from stress-related medical conditions and are twice as likely to quit. The study states that women, in particular, report stress related to the conflict between work and family.

It is clear that problems caused by stress have become a major concern to both employers and employees. Symptoms of stress are manifested both physiologically and psychologically. Persistent stress can result in cardiovascular disease, sexual health problems, a weaker immune system and frequent headaches, stiff muscles, or backache. It can also result in poor coping skills, irritability, jumpiness, insecurity, exhaustion, and difficulty concentrating. Stress may also perpetuate or lead to binge eating, smoking, and alcohol consumption. Work-life conflict is not gender-specific. According to the Center for American Progress, 90 percent of working mothers and 95 percent of working fathers report work-family conflict. However, because of the social norms surrounding each gender role, and how the organization views its ideal worker, men and women handle the work-life balance differently. Organizations play a large part in how their employees deal with work-life balance. Some companies have taken proactive measures in providing programs and initiatives to help their employees cope with work-life balance. Work-life balance is about creating and maintaining supportive and healthy work environments, which will enable employees to have balance between work and personal responsibilities and thus strengthen employee loyalty and productivity . Numerous studies have been conducted on work-life balance. According to a major Canadian study conducted by Lowe , he observed that 1 in 4 employees experience high levels of conflict between work and family, based on work-to-family interference. Of all the job factors that influence work-life conflict, the amount of time spent at work is the strongest and most consistent predictor. The higher levels of work-to-family conflict reported by managers or professionals often are a function of their longer work hours. Other reasons include: job security, support from ones supervisor, support from co-workers, work demands or overload, work-role conflict, work-role ambiguity, job dissatisfaction, and extensive use of communication technology that blurs the boundaries between home and work . Todays workers have many competing responsibilities such as work, children, housework, volunteering, spouse and elderly parent care and this places stress on individuals, families and the communities in which they reside. Work-life conflict is a serious problem that impacts workers, their employers and communities and it seems that this problem is increasing over time

due to high female labour force participation rates, increasing numbers of single parent families, the predominance of the dual-earner family and emerging trends such as elder care. The Negative Effects of Work Life Conflict Long work hours and highly stressful jobs not only hamper employees ability to harmonize work and family life but also are associated with health risks, such as increased smoking and alcohol consumption, weight gain and depression. Work life conflict has been associated with numerous physical and mental health implications . According to a study, women are more likely than men to report high levels of role overload and caregiver strain. This is because women devote more hours per week than men to non-work activities such as childcare, elder care and are more likely to have primary responsibility for unpaid labour such as domestic work. Furthermore, other studies show that women also experience less spousal support for their careers than their male counterparts. Although women report higher levels of work-family conflict than do men, the numbers of work-life conflict reported by men is increasing . Work-life conflict has negative implications on family life. Employees especially the younger generation who are faced with long hours, the expectations of 24/7 connection and increasing pressure of globalization are beginning to demand changes from their employers. Also, people in the elderly employee segment are working longer now than in the past and are demanding different work arrangements to accommodate their life style needs. OUTSOURCING: Outsourcing is the process of contracting an existing business function or process of an organization to an independent organization, and ceasing to perform that function or process internally, instead purchasing it as a service. Though this practice of purchasing a business function--instead of providing it internally--is a common feature of any modern economy, the term outsourcing became popular in America near the turn of the 21st century. An outsourcing deal may also involve transfer of the employees involved to the outsourcing business partner but it doesn't have to. It is sometimes confused with off shoring, though a function may be outsourced without off shoring or vice versa. However, a function may be outsourced offshore, but not vice versa. The opposite of outsourcing is called vertical integration or in sourcing.

However, a business function can be brought in house without involving vertical integration. Two organizations may enter into a contractual agreement involving

an exchange of services and payments. Outsourcing is said to help firms to perform well in their core competencies and mitigate shortage of skill or expertise in the areas where they want to outsource. An often-overlooked benefit of outsourcing is greater budget flexibility. Outsourcing lets organizations pay for only the services they need, when they need them. It also reduces the need to hire and train specialized staff, brings in fresh engineering expertise, and reduces capital and operating expenses When maintenance needs change, so can the amount of outsourcing provided. One of the biggest changes in the early twenty first century came from the growth of groups of people using online technologies to use outsourcing as a way to build a viable service delivery business that can be run from virtually anywhere in the world. The preferential contract rates that can be obtained by temporarily employing experts in specific areas to deliver elements of a project purely online means that there is a growing number of small businesses that operate entirely online using offshore outsourced contractors to deliver the work before repackaging it to deliver to the client. One common area where this business model thrives is in provided website creating, analysis and marketing services. All elements can be done remotely and delivered digitally and service providers can leverage the scale and economy of outsourcing to deliver high value services at vastly reduced end customer prices.

Current Practices Employers are becoming increasingly aware of the cost implications associated with overworked employees such as: operating and productivity costs, absenteeism, punctuality, commitment and performance. There are five main reasons why companies participate in work life balance programs: high return on investment, recruitment and retention of employees, legislation, costs and union regulation . There are a wide variety of practices currently being used to help employees achieve work-life

balance. It is important to note that some work-life balance programs help employees handle stress and otherwise cope more effectively while other programs help to reduce the absolute stress levels by rebalancing work life. A growing number of employers have implemented wellness programs or pay for their employees gym membership as part of a benefits package. Some companies invite fitness trainers or yoga instructors into the office to hold lunchtime sessions.

Many employers are offering longer vacation times than the mandatory 2 weeks per year imposed by Canadian legislation. Additionally, some companies offer flex days. Interestingly, sick days tend to go down once some is entitled to three weeks or more a year of holidays.

Human resources policies that can be used to increase work-life balance include implementing time off in lieu of overtime pay arrangements, providing a limited number of days of paid leave per year for child care, elder care or personal problems, or having policies around weekend . There are some issues that arise when employees have flexible work hours such as lack of facetime with other staff and not being as available to clients. Formation of the Ideal Worker and Gender Differences : Work-life conflict is not gender-specific. According to the Center for American Progress, 90 percent of working mothers and 95 percent of working fathers report work-family conflict. However, because of the social norms surrounding each gender role, and how the organization views its ideal worker, men and women handle the work-life balance differently. Organizations play a large part in how their employees deal with work-life balance. Some companies have taken proactive measures in providing programs and initiatives to help their employees cope with work-life balance.

Responsibilty of the Employer :

Companies have begun to realize how important the work-life balance is to the productivity and creativity of their employees. Research by Kenexa Research Institute in 2007 shows that those employees who were more favorable toward their organizations efforts to support work-life

balance also indicated a much lower intent to leave the organization, greater pride in their organization, a willingness to recommend it as a place to work and higher overall job satisfaction. Employers can offer a range of different programs and initiatives, such as flexible working arrangements in the form of part time, casual and telecommuting work. More proactive employers can provide compulsory leave, strict maximum hours and foster an environment that encourages employees not to continue working after hours. It is generally only highly skilled workers that can enjoy such benefits as written in their contracts, although many professional fields would not go so far as to discourage workaholic behaviour. Unskilled workers will almost always have to rely on bare minimum legal requirements. The legal requirements are low in many countries, in particular, the United States. In contrast, the European Union has gone quite far in assuring a legal work-life balance framework, for example pertaining to parental leave and the non-discrimination of part-time workers. Effective work/life strategies that meet the needs of an organisation and its employees are vital in maintaining a competitive edge in today's rapidly changing business environment. Organisations with a corporate culture that values the diversity within its workforce and offers a range of flexible work/ life options achieve increased productivity through:
Attracting talented Increased Better

and skilled employees

staff retention

management of stress, health and wellbeing issues in sick leave and absenteeism

A reduction Increased Retention Being an

staff motivation of mature aged workers

employer of choice current legislation.

Compliance with

Flexibility in the work place

"Flexibility in where, when and how work is undertaken is a priority for most employees at different times in their careers if employers are to attract and retain staff they need to offer and support flexibility at their workplace". Workplace flexibility is about when, where and how people work. It is increasingly an essential part of a creating an effective organisation. This article defines what 'workplace flexibility' means for an organisation, managers and employees, and highlights some common types of flexible work arrangements. Workplace flexibility can benefit employees and businesses if it is implemented effectively.

What are flexible work practices? There are a range of creative and practical ways to change when, where and how work is organized:

When people work:

Flexible working hours - altering the start and finish times of a working day, but maintaining the same number of hours worked per week (for example, 8am to 4pm instead of 9am to 5pm). It can also mean condensing standard hours per week into fewer days (for example, four days per week at ten hours per day).

Part-time work - generally speaking, working fewer than the standard weekly hours. For example, two days per week, 10 days over four weeks or two days one week and three days every second week

Variable year employment - changing work hours over the month or through the year, depending on the demands of the job (for example working more hours during busy periods and taking time off in quiet times)

Part year employment - also called purchased leave, this means that an employee can take a longer period of leave (e.g. a total of 8 weeks per year) by averaging their 48 week salary across 52 weeks. It's sometimes called 48/52

Leave - varying from leave in single days or leave without pay, to special or extended leave. For example, parental leave, family leave, study leave, cultural leave and career breaks.

How people work:

Job-sharing - two people sharing one full-time job on an ongoing basis. For example, working two and a half days each, a two/three day split or one week on and one week off

Phased retirement - reducing a full-time work commitment over a number of years (e.g. from 4 days to 3 days per week) before moving into retirement. It can also mean becoming an "alumni", i.e. that a "retired" employee returns to the workplace to cover peak work periods or to provide specialist knowledge

Annualised hours - working a set number of hours per year instead of a number of hours per week.

Why is flexibility important to business?

Flexibility is important to business in following ways: To attract talent To retain valued employees To raise morale and job satisfaction To improve productivity To reduce stress or burn-out

The value to employers of satisfactory work / life balance for their employees should not be underestimated in both a social and economic context. It is vital that employers are equipped with the tools necessary to assist them to grow and expand successful businesses, especially if unemployment rates are low and / or there are skills shortages in areas relevant to the business. Work / life balance is about providing employees with flexible work arrangements to enable them to both participate in the workforce and fulfill their family and lifestyle commitments and desires. The willingness of a business to accommodate an employees work / life balance may be a deciding factor in them accepting a particular position, or remaining in a current workplace. This makes work / life balance a key attraction and retention strategy and a business imperative. Why a work / life balance strategy is important to the employer

Lower recruitment and training costs, associated with reduced turnover Becoming an employer of choice Increased return on investment in training as employees stay longer Reduced absenteeism and sick leave Improved morale or satisfaction Greater staff loyalty and commitment Improved productivity Reduced staff turnover rates

Why a work / life balance strategy is important to the employee

Improved work-life balance a reduction in the impact of work on home and family life

Reduced stress levels Control over time management in meeting work-life commitments Autonomy to make decisions regarding work-life balance Increased focus, motivation and job satisfaction knowing that family and work commitments are being met

Increased job security from the knowledge that an organisation understands and supports workers with family responsibilities

How to assess the needs of the business

Identify the organisations key operating requirements such as client contact hours, equipment operating needs, minimum staffing requirements, workflow and workload and peaks .

Determine which work / life balance policies and practices might suit these operational needs. How to assess the needs of the employee

Provide employees with a list of work / life balance policies which the business may consider making available

Ask for feedback from employees individually (this may work best in small workplaces) or in open discussion in staff meetings, focus groups, through a formal work-life balance survey, or through their managers and supervisors

How to assess the cost to the employer A cost / benefit analysis of proposed initiatives should be conducted to ensure that the benefits will outweigh costs. Any costs associated with the development and implementation (e.g. additional equipment in setting up a family room or working from home arrangements) should be offset against savings associated with productivity of employees, and retention of skilled productive employees, less absenteeism, less sick leave, lower turnover, and increased length of service. Small business work / life balance ideas It may be sometimes hard for small business owners to accommodate employees work / life balance however, there are various initiatives that business owners can undertake that are relatively cheap, easy to implement, and would not limit their capacity to run their business:

Considering that an employee may have family commitments when planning meetings, overtime, travel, relocation or planning days

Discussing work, family and life style issues in staff meetings Informing employees about local childcare services close to your business Developing keep-in-touch programs for employees on maternity, parental or any other form of extended leave.

Recognising the importance of families by organising open days or social events (e.g. family picnic) that encourage the participation of families

Providing employees with access to a telephone to check on the health and safety of family members

Ensuring that employees take their annual leave every year Introducing flexible work hours Introducing make-up time providing employees with the opportunity to attend personal matters without the organisation losing work hours

Allowing staff to take some of their annual leave in single days Discouraging employees working on weekends or staying back late if not necessary Introducing a workplace policy for breastfeeding mothers Providing information on the organisations work-life balance policies as part of the induction of new employees

Benefits of Work-life Balance:

Good work-life balance policies and practices are good for business. Some of the benefits are as follows: 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. 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. 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. Staff 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.

Stress management refers to a wide spectrum of techniques and psychotherapies aimed at controlling a person's levels of stress, especially chronic stress, usually for the purpose of improving everyday functioning.

Stress produces numerous symptoms which vary according to persons, situations, and severity. These can include physical health decline as well as depression. According to the St. Louis Psychologists and Counseling Information and Referral, the process of stress management is one

of the keys to a happy and successful life in modern society. Although life provides numerous demands that can prove difficult to handle, stress management provides a number of ways to manage anxiety and maintain overall well-being.

COMPANYS PROFILE EXL

EXL (NASDAQ: EXLS) is a leading provider of Transformation and Outsourcing services to Global 1000 companies in multiple industries including insurance, banking, financial services, utilities, transportation and travel. Our solutions integrate our knowledge and experience in Decision Analytics, Financial & Risk Management, Operational & Process Excellence, Reengineering and Integrated Transaction Processing to provide our clients with immediate business impact and long term financial value. We customize our solutions to improve the economics of business performance, transform organizations to be leaner and more flexible and provide a competitive edge in the marketplace. EXL leverages its highly qualified and experienced professionals at its offshore, near-shore and onshore locations to address our clients present challenges and prepare them to Go next.

EXL is a U.S. company that was been in operations since 1999. Our headquarters are based in New York City and we operate over 20 state-of-the-art delivery centers in India, the Philippines, US, Czech Republic, Romania, Malaysia and Bulgaria with sales offices in New York, New Jersey and London.

EXL is a company that constitutes of highly skilled professionals with strong ethics and values. Our culture is a reflection of individual goals aligned with EXLs vision.

Vision To be the partner of choice in business practice outsourcing and transformation services for companies in selected domains.

Mission To provide a competitive edge to our clients by transforming and outsourcing their business processes.

EXL partners with leading technology and services providers to offer business process solutions that maximize value for our clients. EXL partners complement the capabilities and allows to develop competencies that are better aligned with client needs in an ever changing market place and address a wider spectrum of challenges faced by organizations. Their strategic relationships are focused on providing superior results to our clients. Outsourcing involves providing a full spectrum of business process services from offshore delivery centers that require ongoing process management skills.

EXL helps companies augment their top-line in a cost effective manner while enabling the organization to develop effective collections strategies, mitigate risks and improve process efficiencies.

GENPACT
Genpact began as a business process services operation of GE Capital and began an independent company in 2005. It manages finance and accounting, collections and customer service, insurance, supply chain and procurement, analytics, enterprise application, IT infrastructure and management functions. It caters to the Banking /Finance, Insurance, Manufacturing, Transportation, Healthcare, Pharmaceuticals, Automotive, CPG/Retail and Business Services domain.

Cadbury-Schweppes, Cartus, Ceridian, Diebold, DJ Ortho, GE, Gen worth Financial, GlaxoSmithKline, Hercules, Invensys, Kimberly-Clark, KION Group, Liberata, Penske, Polo Ralph Lauren and Serco and Wachovia are some of Genpacts key clients. It is rated as the No.1 Best Performing BPO and No.3 leader in Human Capital Development by Global Services magazine in 2008. It is also named the No.1 ITES-BPO Company in India by NASSCOM, 200608. The company provides an open, honest and transparent culture to its employees. It invests in development of employee skills and competencies of our employees as well as to enhancing their personal growth and development. We provide our employees with the opportunity to enroll in world-class training, ranging from learn-while-you-earn programs to international leadership development programs. A global leader in business process and technology management, Genpact is the company of choice for clients, partners and employees across the world. With many pioneering firsts to its credit Genpact has always led the way in powering the intelligent enterprises to outperform. Genpact, a global leader in business process management services, uses process to help its clients power intelligence across their enterprise to run smarter operations, make smarter decisions and use smarter technology. Genpacts Smart Enterprise Processes framework, its unique science of process combined with deep domain expertise in multiple industry verticals, leads to superior business outcomes.

TCS

Tata Consultancy Services Limited (TCS) (BSE: 532540, NSE: TCS) is a global IT services, business solutions and outsourcing company headquartered in Mumbai and India and is a subsidiary of the Tata Group conglomerate. It is the second-largest India-based provider of business process outsourcing services.TCS has been ranked #20 in the list of top companies of India, by Fortune India 500 magazine. It is the largest technology service company in India by revenue and market capitalization. TCS has 142 offices across over 47 countries and generates around 30 per cent of India's IT exports. TCS was established in 1968, Tata Consultancy Services has grown to its current position as the largest IT services firm in Asia on the basis of its outstanding service record, collaborative partnerships, innovation and corporate responsibility. TCS is a part of the Tata Group, which was founded by J.R.D Tata in 1868 who is one of Indias most respected institutions today. They values Leading change, Integrity, Respect for the individual, Excellence, Learning and sharing. Their ability to deliver high-quality services and solutions is unmatched. We are the worlds first organization to achieve an enterprise-wide Maturity Level 5 on both CMMI and P-CMM, using SCAMPISM, the most rigorous assessment methodology. Additionally, TCS Integrated Quality Management System (IQMS) integrates process, people and technology maturity through various established frameworks and practices including ISO 9001:2008, ISO 27001, ISO 20000, ISO 14001 and Six Sigma.

Chapter-2 Literature Review

Byrne(2005) conducted a study on Generation and Gender in the Workplace. This research was conducted to find out that generation X and multinational generation workers are more likely to place equal priority on both career and family and less likely to put work ahead of family than their previous generations. These employees do not want to give priority to work over family, friends and recreation. The Job Demands-Resources(JDR) model shows 2 separate processes. First, high job demands could lead to exhaustion. Second, a shortage of job resources could lead to frustrations and disengagement.

Professor Robert Karasek(2010) of the University of Massachusetts conducted a research on Work-life Stress and he developed a method for analyzing stress-producing factors in the workplace. It has been widely employed to examine workplace pressures and their relationship with research data on coronary heart disease, musculoskeletal illnesses, psychological strain and absenteeism. He explains, In situations where an individual has high demands on him and low control, the undesirable stress of work and other situations becomes problematic.

Judith K. Sprankle and Henry Ebel(2005) conducted a study on The Workaholic Syndrome in which they developed that sheer numbers and the consequently narrowing opportunities at every upward run of the organizational ladder, the baby-boomers have been compelled to do more, to move faster, to compete harder. They, in turn, have set the pace for other age groups.

Kathleen Gerson(2008) conducted a research on Young Generation views on Work-life Balance. In this research, he developed that young people are searching for new ways to define care that do not force them to choose between spending time with their children and earning an income and are looking for definition of personal identity that do not pit their own development against creating committed ties to others.Young adults believe that parents should get involved and support the children both economically and emotionally, as well as share labor equally. Young people do not believe work-life balance is possible and think it is dangerous to build a life dependent on another when relationships are unpredictable. They are looking for partners to share the house work and family work together. Both men and women believe that women should have jobs before considering marriage; for better life and to be happy in marriage. Young people do not think their

mothers generations were unhappy. They also do not think they were powerless because they were not economically dependent. Stewart Friedman(2009) conducted a study on Work/Life Integration Project in which he stated that "one size fits all mentality in human resources management which often perpetuates frustration among employees. Friedmans research indicates that the solution lies in approaching the components of work, home, community, and self as a comprehensive system. Although employees are offering many opportunities to help their employees balance work and life, these opportunities may be a catch twenty-two for some female employees. Even if the organization offers part time options, many women will not take advantage of it as this type of arrangement is often seen as occupational dead end. Sylvia Hewlett(2006) conducted a research on Gender Differences. In this research she developed that at the top of the organizational hierarchy, the majority of individuals are males, and assumptions can be made regarding their lack of personal experience with the direct and indirect effects of work-family conflict and if a woman takes time-off to care for children or older parents, employers tend to see these people as less than fully committed, though their identity is transformed. Dennis Mumby(2009) conducted a study on Work place Policies . In this study he found that Workplace policies regarding the balance between family/life and work creates an organizational norm in which employees must fall into and this type of organizational behaviour in some ways is to structure the organizational reality and hence organizational power..The reality is what employees experience, specifically in regards to work-life balance, is a direct result of power operating covertly through ideological controls. Jeffrey Peffer and Cuddy(2010) conducted a study on Working Women- An Empirical Study. In this study they stated that working mothers often have to challenge perceptions and stereotypes that evolve as a working woman becomes a working mother. Working mothers are perceived as less competent and less worthy of training than childless women, They found in their empirical study that mothers were 79 percent less likely to be hired and are typically held to a higher standard of punctuality and performance than childless women.

Guest(2011) conducted a research on Organization Culture. In this, he developed that a change in organizational culture is crucial to support the integration of work-life balance. Life and work should not be seen as a separate entities. Employees should have space to share their emotional, psychological and spiritual needs because trust is needed for creating a place in which people can do their job well and share their common goals and managers should show trust by paying attention to their employees. They should show commitment to them and communicate regularly. Lastly, he said that pride and goodfellowship is needed to transform the organisation to a community in which people feel home.

Naithani and Jha(2007) conducted a research on Work-life Policies in which they stated that a big pay-roll is no more a a motivational tool for young generation but work life policies matter much to attract educated intellectuals especially women and to retain employees. A group culture is more supportive than a culture in which one achieves targets individually , making their role of managerial crucial. Thus, an organization can become a better place for the employees, which will benefit the well-being of the employees and thereby, benefit the overall performance of the company.

M E. Jeffrey, Hill Brent , Miller,, Weiner and Joe Colihan(2009) conducted a research on Virtual Office- An Empirical Study. They developed that millions of employees now use portable electronic tools to do their jobs from a virtual office with extensive flexibility in the timing and location of work. Qualitative analysis revealed the perception of greater productivity, higher morale, increased flexibility and longer work hours due to telework, as well as an equivocal influence on work/life balance have a negative influence on teamwork.

Azize Ergeneli, Arzu Ilsev, Pnar Bayhan Karapnar(2009) conducted a study on Workforce Conflict- An Empirical Study. This study revealed the effects of gender and interpretive habits on the relationship between workfamily conflict (WFC) and job satisfaction. The results of the analysis of the data collected from 286 academic personnel suggests that interpretive habits moderate the relationship between WFC and job satisfaction such that the negative effect of WFC and job satisfaction is stronger for employees focusing highly on deficiency, with high necessitating, and low skill

recognition, referred to as stress-predisposing interpretive habits. Furthermore, gender was found to have an influence on the role of interpretive habits in the WFCjob satisfaction relationship. They also found that WFC has a negative association with job satisfaction for stress-predisposed male employees while no relationship was found between WFC and job satisfaction for men with a low focus on deficiency, low necessitating and high skill recognition namely, stress-resilient interpretive habits. Although WFC had a negative association with job satisfaction for female employees, this relationship was even stronger for stress-resilient females. Lockwood(2010) conducted a study on Work-life Balance. In this study, he revealed that work life friendly policies can improve productivity and quality of work. The employees of today put their commitment to organsations only if the management recognizes the importance of their personal and family life. Work life balance has gained its own domain in the society as well as in politics. Reed and Clark(2005) conducted a research on Work-life Imbalance. They observed that the lack of time was not a reason for a dissatisfied life. They explored some contributing factors to a disappointing personal life such as being extensively afraid of confronting conflict and taking a tomorrow-based approach to a problem. When there is no balance between between work-life activities and personal life than stress might occur. Rees and Thapar(2009) conducted a study on Stress. They revealed that the stress is a significant problem which occurs across occupational groups and the stress management solution has to be tailored to the needs of each group. They noted various cause of stress such as personal, relational , occupational and external. Lewis, Gamble and Rapaport(2008) conducted a study on Work-life Balance. They developed that balance is a satisfying, healthy and productive life that includes work, play and love that integrates a range of life activities with attention to self and to personal and spiritual development; and that expresses a persons unique wishes, interests, and values. Work life balance is more usefully described as the absence of unacceptable levels of conflict between work and non-work demands. Skinner and Pocock(2008) conducted a study on Stress Management which states that employees need to develop fall-back positions, by which the authors mean an

alternative course of action, if the current job fails. In developing a fall-back position, people should understand and tap their behaviour. Moncrief, Babakus, Cravens and Johnstor(2008) conducted a research on Job Stress. They found that productivity pressures on sales persons, job uncertainties due to corporate re-structuring, outsourcing of sales operations growing international competition and changes in sales strategies had generated extraordinary level of job stress in marketing organizations. Manshor, Fontaine and Choy(2009) conducted a study on Influence of Stress on the Productivity. They observed that demographic variables did influence the level of stress among the employees. They examined how the perceived performance and satisfaction on the intention to leave the job was affected by employees role stress. They found that increased role stress was associated with lower level of perceived job performance and job satisfaction. However, the influence of stress on the intention to leave was not found significant. Kanter(2007) conducted a study on Programmes conducted for Employess. In this study he developed that employers should offer a range of different programmes and initiatives such as flexible working arrangements in the form of part time, casual and telecommunicating work to the employees. More proactive employers can provide compulsory leave, strict maximum hours and foster an environment which encourages employees to not to continue working after hours.

CHAPTER-3 RESEARCH METHODOLOGY & DESIGN

Type of Research:

The following research comes under the head of QUANTITATIVE RESEARCH. Quantitative research is used to measure how people feel, think or act in a particular way. In this research the aim is to determine the relationship between one thing (an independent variable) and another (a dependent or outcome variable) in a population. Quantitative research designs are either descriptive (subjects usually measured once) or experimental (subjects measured before and after a treatment). A descriptive study establishes only associations between variables.

Research Design: The type of research design followed for in project is the DESCRIPTIVE RESEARCH DESIGN. Descriptive research is also known as Statistical Research which describes the data and characteristics about the population or phenomenon being studied. Descriptive research answers the questions who, what, where, when and how. Descriptive research cannot be used to create a causal relationship, where one variable affects another. In other words, descriptive research can be said to have a low requirement for internal validity. Sampling Design- A Sampling design is a definite plan for obtaining a sample from the sampling frame. Sample Size- This refers to the number of items to be selected from the universe to constitute a sample. Universe- All the items in any field of inquiry constitute a Universe or Population Sample- Sample is defined as the selection of some part of an aggregate or totality on the basis of which a judgment or inference about the aggregate or totality is made.

Objectives of Study: 1. To examine the influence of employees demographic variables on their work efficiency. 2. To assess the employees inner feelings about the work culture of the organization with respect to the time spent. 3. To ascertain the employees expectations from their work place in their work-life balance.

Scope of Study: As the survey was only confined to Delhi Region, results may vary if research is conducted in other parts of India. If the survey is conducted allover India, results may substantially differ.

Hypothesis: H01 Age does not have any impact on work life balance of the employees working in BPOs. H02 Marital status does not have any impact on work life balance of the employees working in BPOs.

Data Collection Procedure: The data is collected using purposive sampling technique from the employees of B.P.O. A standardized questionnaire was prepared and distributed to 100 employees working in BPO s. they were asked to give responses on scale of 1 to 5 (1 = strongly disagree and 5 = strongly agree). Data has been analyzed graphically with bar and pie charts and statistically with help of chi- square test. .

CHAPTER-4 DATA ANALYSIS & INTERPRETATION

4.1 GRAPHICAL INTERPRETATION

1. How many males and females were there in survey? The Table 1 showing: -

o Gender Males Females Grand total

Genders of the respondents. No. of respondents 58 42 100 Percentage 58 42 100

No. of respondents
70 60 50 40 30 20 10 0 Males Females No. of respondents

Interpretation:

The above table showing that out of 100 respondents 58 are males and 42 are females so it means that males are more than the female who works in B.P.OS.

2. What is the age of the respondents? The Table 2 showing: o Age of the respondents. Age 17-25 25-30 30 -35 35 and above Grand Total Respondents Percentage 28 28 48 48 24 24 0 0 100 100

Respondents
60 50 40 30 20 10 0 17-25 25-30 30 -35 35 and above Respondents

Interpretation:
The above table showing that out of the 100 respondents, 28 belong to age group of 17-25 Years, 48 belong to 25-30 age group, 24 respondents belong to 30-35 Years and 0 respondent belong to

age group of above 35 Years. So, we interpret that 25-30 age group people works maximum in B.P.O.S.

3. What is the marital status of the respondents in survey? The Table 3 showing: -

o Marital status of the respondents.

Marital status Married Unmarried Grand total

Respondents 37 63 100

Percentage 37 63 100

Respondents
70 60 50 40 30 20 10 0 Married Unmarried Respondents

Interpretation:
The above table showing that out of the 100 respondents, 37 are married and 63 are unmarried and herbu we interpret that unmaaried people works more in B.P.Os than married people.

4. How many children does the respondents have?

The Table 4 showing: o Number of the children of the respondents

No. of children Nil 1 2 3 4 and above Grand total .

Respondents 66 30 4 0 0 100

Percentage 66 29 5 0 0 100

Respondents
70 60 50 40 30 20 10 0 Nil 1 2 3 4 and above Respondents

Interpretation:
The above table showing that out of the 100 respondents, 66 are having no child, 30 are having 1 child, 4 are having 2 children and no one is having more than 2 children.

5. How much time the respondents spent with their family?

The Table 5 showing: -

o The time spent with the family.

Time spent Respondents Percentage with family 3 3 Less than 2hrs 14 14 2-3hrs 29 29 3-4hrs 24 24 4-5hrs 30 30 More than 5 hrs 100 100 Grand total

Respondents
35 30 25 20 15 10 5 0 Less than 2hrs 2-3hrs 3-4hrs 4-5hrs More than 5 hrs Respondents

Interpretation:
The above table showing that out of the 100 respondents, 3 respondents spent less than2 hrs with their family,14 spent 2-3 hrs, 29 spent 3-4 hrs, 24 spent 4-5 hrs and only 30 respondents spent more than 5 hrs with their family. So, we can say that maximum number of people spends more than 4 hrs a day with their family in which more are married people.

6. How many days the respondents work?

The Table 6 showing: -

o The working days of the respondents.

Working days/weeks Less than 5

Respondents

Percenta ge 1 1

days 5days 6days 7days Grand total

82 17 0 100

82 17 0 100

Respondents
90 80 70 60 50 40 30 20 10 0 Less than 5 days 5days 6days 7days Respondents

Interpretation:

The above table showing that out of the 100 respondents, 1 respondent is working less than 5 days, 82 respondents work for 5 days, 17 respondents work for 6 days and 0 respondents work for 7 days.

7. How many respondents work in what shifts?

The Table 7 showing: -

o The working time of the respondents.

Work timings General shift Night shift Alternative shift Grand total

Respondents Percentage 45 45 31 31 24 24 100 100

Respondents
50 45 40 35 30 25 20 15 10 5 0 General shift Night shift Alternative shift Respondents

Interpretation:

The above table showing that out of the 100 respondents, 45 respondents work in general shift, 31 respondents work in night shift and 24 respondents work in alternative shift. So, we can say that maximum of the employees work in general shift.

8. How the respondents feel about the time they spent at work?

The Table 8 showing: -

o The feeling about the time spent at work.

Feeling about the time spent at work Very unhappy Unhappy Indifferent Happy Very happy Grand total

Responden Percentage ts 18 18 31 31 7 7 29 29 15 15 100 100

Respondents
35 30 25 20 15 10 5 0 Very unhappy Unhappy Indifferent Happy Very happy Respondents

Interpretation:

The above table showing that out of the 100 respondents, 18 are very unhappy because of the feeling spent at work, 31 are unhappy, 7 dont know what they feel about their work, 29 are happy and 15 are very happy.

9. How many respondents feel tired or depressed while working in night shifts?

The Table 9 showing: -

o The respondents who feel tired or depressed while working in night shifts.

Tired or depressed during night shifts Strongly disagree Disagree Unsure Agree Strongly agree Grand total

Respondents

Percentage

1 2 3 7 18 31

1 2 3 7 18 31

Respondents
20 18 16 14 12 10 8 6 4 2 0 Strongly disagree Disagree Unsure Agree Strongly agree

Respondents

Interpretation: The above table showing that out of the 31 respondents, 1 respondent feels that he doesnt feel tired or depressed during the night shifts while 2 feels that they are unhappy, 3 are unsure, 7 others agree but 18 respondents strongly agree that they feel tired or depressed during the night shifts.

10. How many respondents suffered from family problems while working in night shifts?

The Table 10 showing: -

o The respondents who suffered from family problems while working in night shifts.

Family problems during night shifts Strongly disagree Disagree Unsure Agree Strongly agree Grand total

Respondents 1 1 0 12 17 31

Percentage 1 1 0 12 17 31

Respondents
18 16 14 12 10 8 6 4 2 0 Strongly disagree Disagree Unsure Agree Strongly agree

Respondents

Interpretation:

The above table showing that out of the 31 respondents, 1 respondent strongly disagrees that he doesnt face any family problems because of the night shift and only 1 respondent disagrees while 0 respondent is unsure, 12 agrees that they face family problems and 17 strongly agrees that they face problems.

11. How many respondents are affected by health problems during their night shift?

The Table 11 showing: -

o The respondents are affected by health problems

Night shifts affects health Strongly disagree Disagree Unsure Agree Strongly agree Grand total

Respondents 2 11 4 27 56 100

Percenta ge 2 11 4 27 56 100

Respondents
60 50 40 30 20 10 0 Strongly Disagree Unsure disagree Agree Strongly agree Respondents

Interpretation: The above table showing that out of the 100 respondents, 2 strongly disagrees that they dont face any health problems because of the night shift, 11 disagrees while 4 are unsure , 27 agrees that they face health problems and 56 strongly agrees that they face health problems.

12. How many respondents feel that their organization should provide counselling services?

The Table 12 showing: -

o The respondents feel that their organisation should provide counselling services.

Orgainsations should provide counselling services Strongly disagree Disagree Unsure Agree Strongly agree Grand total

Respondents 7 5 2 9 77 100

Percentage 7 5 2 9 77 100

Respondents
90 80 70 60 50 40 30 20 10 0 Strongly disagree Disagree Unsure Agree Strongly agree

Respondents

Interpretation: The above table showing that out of the 100 respondents, 7 respondents strongly disagrees that their organization should provide counseling services, 5 disagrees , 2 are unsure, 9 agrees and 77

respondents strongly agrees that their organization should provide counseling services to the employees.

13. How many respondents feel that their organization should have a separate policy for work-life balance?

The Table 13 showing: -

o The respondents feel that their organisation should have a separate policy for work-life balance.

Orgainsations should have separate policy for work-life balance Strongly disagree Disagree Unsure Agree Strongly agree Grand total

Respondents 11 3 19 24 43 100

Percentag e 11 3 19 24 43 100

Respondents
50 45 40 35 30 25 20 15 10 5 0 Strongly disagree Disagree Unsure Agree Strongly agree

Respondents

Interpretation:

The above table showing that out of the 100 respondents, 11 respondents strongly disagrees that their organisation should have separate policy for the work-life balance, 3 respondents disagrees, 19 are unsure that their organisation should have or not the separate policy for the work-life balance, 24 agrees and 43 respondents strongly agrees that their organisation should have a separate policy for the work-life balance.

14. How many respondents feel that if their employees have good work-life balance then the organization will be more successful and effective?

The Table 14 showing: -

o The respondents feel that their if their employees will have good work-life balance then their organisation will be more effective and successful.

Good work life-balance will lead to more successful organization Strongly disagree Disagree Unsure Agree Strongly agree Grand total

Respondents 29 17 16 18 20 100

Percentag e 29 17 16 18 20 100

Respondents
35 30 25 20 15 10 5 0 Strongly disagree Disagree Unsure Agree Strongly agree Respondents

Interpretation:

The above table showing that out of the 100 respondents, 29 respondents strongly disagrees that good work-life balance will lead to more effective and successful organisation, 17 disagress , 16 are unsure, 18 agrees and 20 strongly agrees that if employees will have good work-life balance then their organisation will lead to more effective and successful organisation.

15. How many respondents feel that holidays/paid-offs will lead to balance their work-life?

The Table 12 showing: -

o The respondents feel that holidays/paid-offs will lead to balance their work-life.

Holidays/paid-offs will lead to balance work-life Strongly disagree Disagree Unsure Agree Strongly agree Grand total

Respondents Percentage 13 13 9 9 7 7 15 15 56 56 100 100

Respondents
60 50 40 30 20 10 0 Strongly disagree Disagree Unsure Agree Strongly agree Respondents

Interpretation:

The above table showing that out of the 100 respondents, 13 respondents strongly disagrees that holidays/paid-offs will lead to balance their work-life and personal life, 9 disagrees, 7 are unsure, 15 agrees and 56 strongly agrees that holidays/paid-offs will lead to balance their work-life.

16. How many respondents feel that they are able to balance their work-life?

Table 12 showing: -

o The respondents feel that they are able to balance their work-life.

Balance their Respondents Percentage work-life 27 27 Strongly disagree 23 23 Disagree 11 11 Unsure 20 20 Agree 19 19 Strongly agree 100 100 Grand total

Respondents
30 25 20 15 10 5 0 Strongly disagree Disagree Unsure Agree Strongly agree Respondents

Interpretation:

The above table showing that out of the 100 respondents, 27 respondents strongly disagrees that they are able to balance their work-life, 23 disagrees, 20 are unsure, 20 agrees and 29 strongly agrees that they have balanced work-life.

4.2 HYPOTHESIS TESTING

Hypothesis 1:
H01 Age does not have any impact on work life balance of the employees working in BPOs.

Test Applied Chi Square Test

Balanced Worklife 18-25 26-30 5 7 12 Un-Balanced Work-life 25 63 88 30 70

OF 5 25 7 63

EF 3.6 26.4 8.4 61.6

(OF EF)2/EF 1.4 1.4 1.4 1.4

Chi square = 5.6

Degree of freedom =1

Level of significance = 0.05

Tabulated chi square = 3.841 at 0.05 significance level.

Which is less than the calculated chi-square value thus reject null hypothesis and accept the alternative hypothesis i.e. there is a impact of age on Work-life Balance of the employees.

Interpretation

There is a significant impact of age on work life balance. Employees who are in upper age group are having more unbalanced life than employees from age group of 20-25.

Hypothesis 2
H02 Marital status does not have any impact on work life balance of the employees working in BPOs.

Test Applied Chi Square Test

Balanced Worklife Unmarried Married 15 17 32

Un-Balanced Work-life 15 53 68 30 70

OF 15 15 17 53

EF 9.6 20.40 22.4 47.6

(OF EF)2/EF 3.03 3.03 3.03 3.03

Chi square = 12.12

Degree of freedom =1

Level of significance = 0.05

Tabulated chi square = 3.841 at 0.05 significance level.

Which is less than the calculated chi-square value thus reject null hypothesis and accept the alternate hypothesis i.e. we can say that marital status of the person affects the Work-life Balance of the employees.

Interpretation Marital status has significant impact on work life balance life balance. Married employees are having unbalanced work life and feel more frustrated.

CHAPTER-5 MAJOR FINDINGS & DISCUSSION

After analysing the data of survey following points were found out:-

Maximum number of people spends more than 4 hrs a day with their family in which more are married people as they have responsibility of their family and children. Marital status and age of the employees have impact on their work life balance. Maximum of the employees work in general shift in which number of married people and females are more as compared to the males. Females who are working in night shift having disturbed work life balance.

People who works in night shifts feel more depressed and tired as they were not taking proper sleep. Employees working in night shifts people face more family problems as compared to the others who work in general shifts.

Health problems are more common in the people who are not taking proper sleep as they are doing night shifts.

Many respondents feel that they should be provided counselling services so that the problems of the employees can be known and corrective actions can be taken afterwards.

Maximum number of the employees feels that they should have separate policy for the work-life balance.

Respondents have given the mixed response when they were asked that good work lifebalance will lead to more effective and successful organisations or not.

Many respondents feels that if they were given holidays/paid-offs then they will able to balance their work life and personal life.

Many respondents said that they are not able to balance their work-life as well as personal life .

CHAPTER-6 CONCLUSION

The work-life programs in an organization provide the flexibility and support that help individuals to navigate through the increasing complexities of modern life. It is set up for the employers and the employees so that they can work together to facilitate the acculturation of work-life balance into the organization. Working longer hours does not necessarily contribute to decreased job security, but does contribute to decreased work-life balance. Moreover, lower work-life balance is correlated with increased dissatisfaction at work. The disadvantages of having dissatisfied employees should be a motivating factor behind the acculturation process.

CHAPTER-7

RECOMMENDATIONS

Employees with supportive work environment reported greater job satisfaction and organizational commitment. So organizations should introduce schemes like paid and unpaid parental leaves to balance work life and personal life.

Organizations should also introduce schemes life time-offs for family emergencies. Employees should be provided various counseling services so that they can discuss their problems with their employers.

Health facilities provided to the employees is considered important. Separate work-life policy should be introduced by the organizations.

REFERENCES

JOURNALS: Byrne, U.)2005), Work-life balance: Why are We Talking About it at Ail? Business Information Review, Vol;22, No. 1. Greenhaus, J.H., and N.J. Beutell(1985), Sources of Conflict between Work and Family Roles, Academy of Management Review, Vol.10. Greenblatt, Edy (2002). Work-life Balance: Wisdom or Winning Organistaional Dynamics Vol.31. Gest, D.E.(2002), Perspectives on the Study of Work-life Balance, Social Science Information, Vol.41.

BOOKS: Naithani and Jha, work and family-life spheres and emergence of work-life spheres and emergence of work-life balance initiatives 8th Edition Prentice Hall, Pearson Chavan , R. Work-life Balance of B.P.O Employees, The McGraw Hill Companies Andrew J , Newman and Clark, Stress Management 4h Edition, Cengage Learning EMEA

Websites:
http://economictimes.timesofindia.indiatimes.com/the-real-truth/stressmanagement accessed on 10th April 2012 http://en.wikipedia.org/wiki/work-life balance accessed on 10th April 2012 http://www.sourcingmag.com/content/what_is_bpo.asp accessed on 12th April 2012 http://www.microsoft.com/business/en-us/resources/management/leadershiptraining/need-work-life-balance-7-tips.aspx?fbid=AO5BRNafW3q accessed on 10th April 2012 http://articles.economictimes.indiatimes.com/2012-04-06/news/31300211_1_work-lifebalance-work-and-family-coffee-shop accessed on 10th April 2012

ANNEXURE

Esteemed participant, I have undertaken the research project on the topic Work-life Balance under the guidance of Ms. Sangeeta Mehrolia, Assistant Professor, GIBS, Delhi. One of the aim of this research is to analyze the balance between work life and family life commitments. Looking forward for your favorable response. With warm regards, Himani khatri Questionnaire Name ___________________ Designation: (Please tick): o o o o o o o o o Executive Team Leader Manager

Age (in year): 17-25 25-30 30-35 35 above

Gender Male Female

Company Name &Address ______________________________________________________________________________

E- mail ID ____________________________________________________________________ Contact No.:

SECTION-A (a. Demographic profile of Respondents:

Distribution by Age 18-30 years 31-40 years Above 40 years

Distribution by Marital Status

Married Unmarried Nil 1 2 3 4 and above

Distribution by number of Children

(b. Other features of the Respondents:

Spouse In-laws Parents Servants Day care centres Helping hands to take care of Children

Time spent with family

Less than 2hrs 2-3hrs 3-4hrs 4-5hrs More than 5 hrs Less than 5 days 5 days 6 days 7 days Work Culture Working days/weeks

Attitude towards work Never Rarely Sometimes Often Always General shift Night shift Alternative Very unhappy Unhappy Indifferent Happy Very happy

Work Timing

Feeling about the Amount of Time Spent at Work

SECTION-B
Rate the following statement on the scale of 1 to 5. 1- Strongly disagree 2- Disagree 3- Unsure 4- Strongly agree 5- Agree

S.N O 1.

PARTICULARS

STRONGLY DISAGREE

DISAGREE UNSURE

AGR EE

STRONGLY AGREE

Have you ever feel tired or depressed about your work?

2.

Have you ever worked in night shift?

3.

Does night shift cause problems with your family responsibilities?

4.

Do you think that night shifts affects your health in any way?

5.

Do you feel that your organization provide should counseling

services for employees?

6.

Do you feel that your company should have a separate policy for worklife balance?

7.

Do

you

think

your

organization should have social functions at times suitable for families?

8.

Do you feel work life balance policy in the be the

organization customized

should to

individual needs?

9.

Do

you

think that if have good

employees

work-life balance then the organization will be more effective and successful?

10.

Do you feel that long working hours will hinder you in balancing your work and family

commitments?

11.

Do you feel that support from colleagues at work will help you balance your work and family

commitments?

12.

Do you feel holidays/paidoffs will help you to balance your work life?

13.

Do you feel that time-off for family emergencies

will help you in balancing your family and work life commitments?

14.

Do

you

feel

that

compressed

working

week/ fortnight will help you in balancing your work and family

commitments?

15.

Do you feel thar support from manager/supervisor

will help you balance your work and family

commitments?

16.

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

Thanks for your kind co-operation