“A Study On Impact of work life balance on the

performance of women employee”

Dissertation submitted to Shri Guru Ram Rai University in

Partial fulfillment of the requirement for the award of
Master’s of Business Administration
By
Tushar Puthiya
R200427033

(Batch : 2020-2022)
Under the supervision of

PROF.(DR) POOJA JAIN

Department of Management of studies
SGRR, Dehradun

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 STUDENT DECLARATION
Tushar Puthiya
Roll No. R200427033
Department of Management
SGRRU Dehradun,24001

Statement by Candidates

I, Tushar Puthiya hereby declare that the Summer Training Report, entitled
“Impact of Work life balance on the performance of women employee”
submitted to the Shri Guru Ram Rai University, Dehradun in partial
fulfillment of the requirements for the award of the Degree of Master of Business
Administration is a record of original training undergone by me under the
supervision and guidance of Prof (Dr.) Pooja Jain, Faculty of Management and
Business Studies, Shri Guru Ram Rai University, and it has not formed the basis
for the award of any Degree/Fellowship or other similar title to any candidate of
any University/Institution.

Date. Tushar Puthiya

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 GUIDE CERTIFICATE
Prof (Dr.) Pooja Jain
DEPARTMENT OF MANAGEMENT STUDIES
SGRRU, DEHRADUN

This is to certify that the summer training report entitled “ Impact of work life
balance on the performance of women employee " submitted by TUSHAR
PUTHIYA is a bonafide record of research work done by him under my guidance
and supervision.

Date. Prof (Dr.) Pooja Jain

(Guide)

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 Acknowledgements

I would like to thank Prof (Dr.) Pooja Jain Mam for her ongoing encouragement,
support and excellent professional guidance throughout the making of my project
Report. I would like to thank all of my family, and friends for their unbelievable
support throughout this whole experience. I could not have done this without them
and I am very grateful for their patience and guidance. To my classmates I would
like to express my overwhelming emotion of honour to share my experience with
you all. I would also like to extend my gratitude to all of the participants to took
part in my survey this dissertation could not have been achievable without their
cooperation.

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 Declaration

Certified that the work incorporated in this Dissertation entitled “Impact of work
life balance on the performance of women employee” submitted by me comprises
the result of independent and original investigation that I have carried out. The
material obtained from other sources and used in the dissertation has been duly
acknowledged.

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 TABLE OF CONTENTS

Chapter Particulars Page

No.
Student Declaration 2

Guide Certificate 3

Acknowledgement 4

Declaration 5

1 Introduction 7-8
1.1 Introduction

2 Review Of Literature 9-13

3 Research Methodology 14-17

3.1 Introduction
3.2 Statement of the problem
3.3 Objective of the study
3.4 Method of Data collection
3.5 Source of Data collection

4 Data Analysis And Interpretation 18-26

4.1 Introduction (About the company)

5 Finding And Conclusion 27-29

5.1 Suggestion
5.2 Discussion and Conclusion

6 Reference 30

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 Chapter - 1

Introduction

In the traditional era, the women were confined to household work like cooking,
washing, cleaning, taking care of children, etc. They were considered as home
makers and were deprived of the right or opportunity to go outside home. But now
the story is different. Apart from home maker role, they also have a significant role
to engage even outside the home. With the increase in cost of living on one hand
and the improved education and employment opportunities on the other hand, both
husband and wife started working and many families became dual earners. The
growth of higher education has improved job prospects for women and resulted in
the move from stay-at-home mothers to thriving professional women. Over a
period of time women accomplished remarkable progress in every walk of life and
made a noteworthy mark in the respective fields. But there is no significant change
in performing the role of home maker. In majority homes, the women still does
household work, cooks, takes care of the family members and manages the house.
With increase in demands at work place and at home, the work- life balance of
women employees is at stake. In the cut-throat competitive environment, the
organization's expectations from the employees are increasing. In order to meet the
employer's demand, the employees have to stretch themselves and focus more on
their work which is creating work-life imbalance. In fact striking a balance
between work- life and personal life is one of the most challenging issues being
faced by the women employees in the 21 century. It is said that many women
employees working in various sectors are having a disturbed work-life balance
leading to increasing number of divorces, strained relationships among the family
members, conflicts in the organizations and suicides. The issue of work-life
balance has become the hot topic in to the current day scenario. Sverko et al
emphasized that changes in technology, values and demographic trends contributed
to the emergent relevance of work-life balance in industrialized societies. It is
supplemented by other factors which include increasing complexity of work,
change in nature of family and the extended number of women entering the
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workforce. Work-life balance refers to the divergence between the work place
demands and the demands of personal life. When either side becomes unbalanced
for extended periods of time, the effect is likely to be visible in unhealthy
symptoms (fatigue, stress, depression, etc.). A lack of synchronization between
domestic life and work life causes great personal and financial hardship, both to
the individual and the company. In the competitive era, organizations are under
competitive pressure to achieve high productivity and require employees with
healthy work-life balance as an employee with good work-life balance will be in a
position to contribute more towards the organizational growth and success.
Therefore it is a high time for employers to draw out strategies and help the women
employees to enjoy their work and live life to the fullest.

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 Chapter - 2

REVIEW OF LITERATURE

A literature review is a search and evaluation of the available literature in your

given subject or chosen topic area. It documents the state of the art with respect to
the subject or topic you are writing about.

A literature review has four main objectives:

 It surveys the literature in your chosen area of study

 It synthesises the information in that literature into a summary
 It critically analyses the information gathered by identifying gaps in
current knowledge; by showing limitations of theories and points of
view; and by formulating areas for further research and reviewing areas
of controversy
 It presents the literature in an organised way
A literature review shows your readers that you have an in-depth grasp of your
subject; and that you understand where your own research fits into and adds to an
existing body of agreed knowledge.

Here’s another way of describing those four main tasks. A literature review:

 demonstrates a familiarity with a body of knowledge and establishes the

credibility of your work;
 summarises prior research and says how your project is linked to it;
 integrates and summarises what is known about a subject;
 demonstrates that you have learnt from others and that your research is a
starting point for new ideas.

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1. Goyal K.A, Agrawal A (2015) in the paper titled " Issues and challenges of
Work life balance in banking industry of India" explained that Work life
balance policies and programs are an investment in an organization for improving
productivity, reducing absenteeism, achieving improved customer services, better
health, flexible working as well as satisfied and motivated workforce especially in
banking industry.
2. Singh S. (2013) mentioned Role stress theory in his paper Titled "Work- Life
Balance : A Literature Review" wherein the negative side of the work- family
interaction has been put under the spotlight. Recently, the emphasis has shifted
towards the investigation of the positive interaction between work and family role
as well as roles outside work and family lives, and scholars have started to
deliberate on the essence of work- life balance.
3. Jang (2008), studied "The relationship between work-life balance resources
and the well- being of working parents" which aimed to study how working
parents cope with work- life demands. The study used 27 working parents with
either ill or disabled children in New Jersey. It was mixed research with both
qualitative and quantitative results. The result talks about the effect of formal and
informal workplace support in enhancing the well being of employees with the
children in general and those with a chronically ill or disabled child in particular.
4. Murthy M. and Shastri S. (2015) observed various issues in Work Life
Balance of Parents in the paper titled "A Qualitative Study on Work Life
Balance of Employees working in private sector", like parenting issues: Need
more time for children, Showing work frustration on children. Marital issues: Need
more time of spouse, not able to give time to spouse. Role conflict/ Role guilt:
Doubtful about how good they are in the roles that they play at home... eg. as a
mother or as a daughter in law.
5. Phyllis and Yun (2002) mentioned strategies in paper titled "Effective work
life strategies, working couples, work conditions, gender and life quality"
focuses on dual earner families. It was concluded and discussed in the study that
the work life strategies and work conditions are different among genders. For
example, some families prefer husbands working for a long hour and women to
work part time or fewer hours. Women report more stress and overload and lower
levels of coping when compared to men. Job insecurity is similar in both men and
women.

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6. Kumaraswamy M., Ashwini S.(2015) in paper titled "Challenges in WLB of
Married working Women" studied that it is important for employees to maintain
a healthy balance between work and their private lives. Generally those employees
who have better work- life balance contribute more towards the success of the
organization. The organization can render better service to the customers by having
productive and efficient employees. Family sphere changes that have impacted the
work life balance of individuals in today's context include nuclear families, single
parent households, and dual earning parents, parents working at different locations
and increasing household work.
7. Kumari L. (2012) in her study "Employees Perception on Work Life Balance
and its relation with job satisfaction in Indian Public Sector Banks"
emphasized that each of the Work life balance factors on its own is a salient
predictor of job satisfaction and there is a significant gap between male and female
respondents with the job satisfaction with reference to various factors of Work life
balance. The result of the study had practical significance for human resource
managers of especially banks to improve staff commitments and productivity along
with designing recruitment and retention employees.
8. Shalini and Bhawna (2012) reported in their study, "Quality of work life
balance" is being used by the organizations as a strategic tool to attract and retain
the employees and more importantly to help them to maintain work life balance
with equal attention on performance and commitment at work.
9. Santosh R. S., Jain R. (2016) in their paper "Study of Effect of Commuting &
Working Hours on Work Life Balance of Working Fathers in Mumbai"
proved that Long working hours and long commuting hours are seriously affecting
the Work Life Balance of working fathers in metro cities. There is need to research
and investigate further on this subject in order to improve lives and productivity of
working men in metro cities of India.
10. Lazar I. (2010) in paper titled "The Role of Work Life Balance Practices in
Order to Improve Organizational Performance", showcased that everyone
benefits from good practice in work- life balance. For instance: business through
easier recruitment, improved retention, and easier service delivery, as the labour
market grows more skilled and experienced people are available to work; parents
and careers, who can spend quality time at home as well as providing financial
support through work; people with disabilities, through improved access to work;

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and the workforce generally where they are better able to balance their work with
other aspects of their lives.
11. Holly S. and Mohnen A. (2012) in the paper titled "Impact of working hours
on work-life balance" connected working hours and satisfaction with desirable
work-life balance. This balance is specific to each person and relates to satisfaction
with a job and all other parts in life, especially family life and free time. Therefore,
a good work- life balance results in high satisfaction. Their results show diverse
perceptions and influences of job conditions on employees.
12. Isamu Y. and Toshiyuki M. (2012) in paper titled "Effect of Work -Life
Balance Practices on Firm Productivity: Evidence from Japanese firm- level
panel data" examined how firm practices contributing to worker attainment of
Work life balance in Japanese firms from the 1990s. They have observed a positive
Correlation between firm WLB practices and Firm's productivity. However, it is
likely that this positive correlation results from the reverse causality in which firms
with higher productivity tend to implement WLB practices because these firms can
afford to introduce WLB practices and/or they face social pressure to fulfil
Corporate Social Responsibility.
13. White M. et. al. highlighted the parameters in their paper titled ‘High-
performance Management Practices, Working Hours and Work–Life Balance'
regarding selected high-performance practices and working hours on work–life
balance, analysed with data from national surveys of British employees in 1992
and 2000. Alongside long hours, which are a constant source of negative job-to-
home spillover, certain ‘high- performance’ practices have become more strongly
related to negative spillover during this period.
14. Drew E. et.al (2005) in paper titled "Work/Life balance: senior management
champions or laggards?" represented a major contribution to our understanding
of the factors that inhibit the adoption and promotion of work/life balance by
senior managers in other organisations/sectors. It also demonstrates that while
there is a willingness to discuss and countenance more flexibility there are serious
negative perceptions about such arrangements that might contribute to work/life
balance for managers and staff. There were generally negative views about WLB
expressed by men and women in senior management. Men referred to the possible
disruption caused by, and difficulty in balancing, WLB against business
imperatives.

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15. Gregory A. and Milner S. (2011) in paper titled "Fathers and work-life
balance in France and the U.K : policy and practice" explored the impact of
national institutional frameworks for work-life balance- within the broader context
of national fatherhood regimes- on work organizations and on fathers' take-up of
such measures, and the ways in which organizational (and sectoral) constraints
shape. WLB policy provision and delivery, particularly as they relate to fathers. In
the U.K, despite a discourse of gender neutrality, a tension between family law and
employment law has been noted in this respect, while in France gendered
assumptions about the provision of childcare mean that work-life balance policies
are framed, sometimes explicitly, in terms of mother's need to reconcile home and
family life.

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 Chapter - 3
Research Methodology
A key Part of your dissertation or thesis is the methodology. This is not quite the
same as ‘methods’.
The methodology describe the broad philosophical underpinning to your chosen
research methods, including whether you are using qualitive or quantitative
methods, or a mixture of both , and why.

Statement of The Problem

Today, career for women is continuously challenged by the increasing demands at
work place. When the day is completed at the office, they will have responsibilities
and commitments to handle at home. Majority of the working women are
stretching themselves to discharge their roles at office and home and in the process
experience work-life imbalance which will have undesirable consequences for
individuals in the form of increased levels of stress complaints, depression, lower
mental health, higher family conflicts, less life satisfaction, etc., as well as for the
organizations such as decreased job satisfaction, increased absenteeism, reduced
organizational commitment, reduced productivity, employee disengagement and
high turnover intention.

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 Objectives of the Study
 To examine the relationship between demographic factors of the respondents and
Work life balance.
 To study the perception of women employees about work-life balance and its
impact on the organizational effectiveness.
 To identify the factors that help and hinder work life balance of women
employees.
 To identify the impact of technology on work life balance.
 To provide suitable suggestions to enhance the work life balance of the women
employees.

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 Methode Of Data Collection
Both primary and secondary data are collected for the purpose of the study. The
survey method is used to gather primary information for the study. The required
data is collected from the sample respondents with the help of a questionnaire
designed for the purpose and through personal interviews also. The secondary data
is collected from books, journals, magazines, websites, etc.

Sample Size
The sample size considered for the study is 100 working women employees
selected from various professions and jobs.

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 Source of Data Collection

Questionnaire
Based on the objectives of the study, questionnaire is designed. The questionnaire
comprises few dichotomous (YES/NO) questions, few multiple choice questions
and statements using Likert Scale method.

Statistical Tools Used for Research

The tools that are used for analyzing data are ANOVA, mean score and
percentages.

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 Chapter - 4

Data Analysis and Interpretation

About the Company

The company was started by Lt Col Hardeep Singh Bedi an ex-army man. After
serving the Indian army for 22 years, Lt Col HS Bedi took voluntary retirement
and founded his company Tulip IT Services, then Tulip Software Pvt Ltd, in 1994
and today it is known as Tulip Telecom Ltd.
Tulip Telecom Ltd has three main line of business, data connectivity, Managed
Services and data centres. Realizing the very wide spread of the country and the
inability of copper to be used as a medium for connectivity, Tulip focussed on
using wireless for the last mile.
The company leases Inter-city Fibre from most telcos in India and uses wireless
and fibre for the last mile. Today Tulip covers over 3000 cities / towns on its
network. Its fibre network reaches almost every major building in the metros.
Frost and Sullivan has recognized it as being the largest player in the MPLS VPN
market with a share of almost 34%. It provides Internet, VPN and international
data connectivity.

Business staregy
Tulip focuses on the three needs of its enterprise customers, Data Connectivity,
managed services and data centres.

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Data centre
The company has set up the world's third largest data centre in Whitefield,
Bengaluru. Built to LEED Gold standards, it is designed to be a true Tier 4 Data
centre. It is recognized as being one of the best data centers globally and achieves a
very low PUE.
The company's customers includes AT&T, Orange Business Services, IBM, HP
and UIDAI.
This is Tulip's fifth data centre in the country, which will increases the combined
space under its data centres to approximately 10 lakh square feet. Tulip already has
one data centre each in Delhi and Bengaluru and two in Mumbai.

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Demographic Variables
Demographic variables state the frequency and percentage of the respondents for
each of the descriptive such as gender, age, education, total experience of
employees, marital status, through Table-1, used to analyses the demographic
profile of the respondents. The Table-1 demonstrates that around sixty-three
percent respondents are male and thirty-seven percent respondents are female,
where maximum respondents around fifty-five percent fall in the age group of 30-
40 years. The sample is almost equally distributed among married i.e. fifty-one
percent and unmarried i.e. forty-nine percent. It can also be seen that twenty-two
percent of the respondents are graduate and fifty-five percent of the respondents
are post-graduate and twenty-three percent of them has higher degree as well.
Majority of respondents approximately forty-five percent of the respondents has
total working experience of 5-10 years. It was also found that the monthly income
of majority of respondents is below rupees fifty lakh.

Table-1 Demographic Distribution

Variables Frequency Percentage
(N=114)
Gender
Male 72 63.2
Female 42 36.8
Age(years)
20-30 35 30.7
30-40 63 55.3
40-50 5 4.4
50-60 11 9.6
Educational Qualification
Intermediate 0 0
Graduate 25 21.9
Post Graduate 62 54.4
Higher Degree 27 23.7
Total Experience Year
Less than 5 30 26.3
5-10 52 45.6
10-15 16 14.0
15-20 10 8.8
More than 20 6 5.3

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 Marital Status
Married 58 50.9
Unmarried 56 49.1
Monthly Income
Below 50,000 62 54.4
50,000-1,00,000 47 41.2
1,00,000-1,50,000 5 4.4
Above 1,50,000 0 0

Descriptive Statistics
The descriptive statistics shows the Mean value, Standard Deviation, Standard
Error of all the responses collected from the employees of the company using
structured questionnaire. The Table-2 depicts that the mean value and standard
deviation for various variables. Work life balance having six items shows19.263 as
mean and 2.826 as its standard deviation. Impact on family includes seven items,
has 23.798 as its mean score and 4.555 as standard deviation. Compensation
factors consisting of four items shows the mean score 9.07 and standard deviation
3.018. Another variable, work life balance solution consisting of eight items has
27.544 as its mean score and 3.405 as its standard deviation. The data was checked
for normality by comparing the skewness and kurtosis of the interval scaled items
and it was clear from the table that there are no items which fall outside the
required range (between +3 and -3), thus, it was determined that all items had
normal distribution.

Table-2 Descriptive Statistics

N Mean Std. Std. Skewness Kurtosis
Dev. Error Ststistics Statistics
Work Life Balance 114 19.263 2.826 0.265 0.014 -1.336
Impact on Family 114 23.798 4.555 0.427 -0.230 -0.976
Compensation 114 9.0702 3.018 0.283 0.307 -0.649
Work Life Balance 114 27.544 3.405 0.319 -0.296 -0.433
Solution

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 ANOVA
ANOVA is a technique used to see the significant relationship between the
independent variable and dependent variable. In order to study the impact of
various demographic variables on work life balance following null-hypotheses are
framed and tested for ANOVA.

H01: Gender of employee does not have any significant impact on perception
to Work Life Balance.

Table-3: ANOVA for Gender and Work Life Balance

ANOVA
WLB Sum of Square DF Mean Square F Sig.
Between Groups 46.320 1 46.320 6.062 0.015
Within Groups 855.786 112 7.641
Total 902.150 113

ANOVA was used to find out the impact of gender on the perception of work life
balance. Results illustrated in Table-3 shows the significant (2-tailed) value as
0.015< 0.05, at 95% confidence intervals for the group variance to be treated as
unequal. Hence, the null hypothesis was rejected and it was inferred that there is
significant impact of gender on the perception of work life Balance.

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H02: Age of employees does not have any significant impact on perception to
Work Life Balance.

Table-4: ANOVA for Age and Work Life Balance

ANOVA
WLB Sum of Square DF Mean Square F Sig.
Between Groups 104.870 1 34.957 4.823 0.003
Within Groups 797.235 112 7.248
Total 902.105 113

Table-3 demonstrates that since p<0.05, null hypothesis was rejected at 5% level of
significance. Thus we can say that employee‘s perception to balance between work
and life varies with their age. Results illustrated in Table-4 shows the significant
(2-tailed) value as 0.03< 0.05, at 95% confidence intervals for the group variance
to be treated as unequal.

H03: Educational qualification of employees does not have any significant

impact on perception to Work Life Balance

Table-5: ANOVA for Educational Qualification and Work Life Balance

ANOVA
WLB Sum of Square DF Mean Square F Sig.
Between Groups 35.637 1 17.818 2.283 0.007
Within Groups 866.468 112 7.806
Total 902.105 113

The result in Table-5 depict that at 95% confidence intervals for the groups,
p<0.05) (.007<0.05), hence, null hypothesisH03 is rejected and it can be concluded
that education qualification of employees influences his/her perception towards the
work life balance.

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H04: Marital Status of employees does not have any significant impact on
Work Life Balance.

Table-6: ANOVA for Marital Status and perception to Work Life Balance
ANOVA
WLB Sum of Square DF Mean Square F Sig.
Between Groups 79.983 1 79.983 10.896 0.001
Within Groups 822.123 112 7.340
Total 902.105 113

The result in Table-6 illustrates p<0.05) (.001<0.05), that at 95% confidence

intervals for the groups, therefore, null hypothesis rejected and inferences can be
drawn that marital status of employees influences their perception towards the
work life balance.

H05: Income of employees does not have any significant impact on Work Life
Balance.

Table-7: ANOVA for Income and perception to Work Life Balance

ANOVA
WLB Sum of Square DF Mean Square F Sig.
Between Groups 76.534 1 38.267 5.145 0.007
Within Groups 825.572 112 7.438
Total 902.105 113

Table-7 shows that null hypothesis H04is rejected, as the value of p <0.007 is less
than the required significant value, at 95% confidence intervals. Hence, it can be
concluded that monthly income of the employees has a significant impact on the
perception to work life balance of respondents.

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H06: Work Life Balance does not have any significant impact on the family
life of employees.

Table-8: ANOVA for Work Life Balance and Impact on Family

ANOVA
WLB Sum of Square DF Mean Square F Sig.
Between Groups 168.851 7 229.836 33.123 0.000
Within Groups 735.508 106 6.939
Total 2344.360 113

The Table-8 shows that the F ratio for impact on family life, which came out to be
F (7,106) =33.123, which is highly significant with p = 0.000. Since p<0.05, there
exists a significant impact work life balance on the family life of the employees.
As a result, null hypothesisH06 is rejected.

H07: A Compensation factor does not have any significant impact on the work
life balance.
Table-9: ANOVA for Work Life Balance and Impact on Family
ANOVA
WLB Sum of Square DF Mean Square F Sig.
Between Groups 512.166 14 36.583 9.288 0.000
Within Groups 389.939 99 3.939
Total 902.105 113

The Table-9 shows that the F ratio for impact on family life, which came out to be
F (14,99) =9.288, which is highly significant with p = 0.000, p<0.055as a result,
null hypothesisH07 is rejected. This depicts that compensation factors has a very
significant impact on the work life balance of employees.

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CORRELATION ANALYSIS

Table-10: Correlation Analysis

WLB FAL CF
WLB Pearson 1 -.725 .636
Correlation Sig. (2- 114 .000 .000
tailed) 114 114
N
FAL Pearson -.776 1 .352
Correlation Sig. (2- .000 .000
tailed) 114 114 114
N
CF Pearson .636 .325 1
Correlation Sig. (2- .000 .000
tailed) 114 114 114
N
**Correlation is significant at the 0.01 level (2-tailed).

The Table-10 shows the correlation analysis between work life balance (WLB),
impact on family life (FAL) and compensation factors (CF). The analysis
illustrates the negative correlation between work life balance and its impact on
family life (r=-.725). It depicts that if the work life of employees is imbalanced, it
will create negative impact on the family life of employees as well. Results also
demonstrate that there is strong and positive correlation between work life balance
and compensation factors, r=.636. This shows that compensation factors have
strong influence on the work life balance of employees. The results also a positive
correlation, r=.352 between compensation factors and its impact on family life.

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 Chapter – 5
Finding And Conclusion

Solutions for Balanced Work-Life

In the questionnaire, few factors influencing balanced work life of employees were
given, and respondents were asked to rank them on the Likert scale from strongly
agree to strongly disagree.

Table 11- Suggested solutions for Balanced Work Life (%)

SI. Items Strongly Agree Neutral Disagree Strongly
Agree Disagree
1 Work Environment 31 52 31 0 0
2 Flexible working hours 27.2 50.9 17.5 4.4 0
3 Technology 19.2 53.5 13.2 14 0
4 Positive Relations with 45.6 36.8 13.2 4.4 0
Superiors
5 Support from Spouse 54.4 32.5 13.2 0 0
6 Spending quality time 36 51 27 0 0
with family & friends

The Table-11 illustrates that variable such as work environment; flexible working
hours, technology, interpersonal relations with superiors, support from spouse ad
spending quality time with family and friends plays a very important role in their
work life balance. The result demonstrates that eighty- three percent of the
respondents believe that working environment has a significant role in balancing
their work life. Around fifty-one percent of the respondents strongly agree that
flexible working hours are very important for balanced work life and twenty-eight
percent respondents strongly agree to it. Respondents also agree that technology is
also very significant in balancing their work life. Positive relationship with
superiors also helps in balancing work life of the employees, around forty-six
percent respondents strongly agree and around thirty-six percent agrees to it.
Eighty-seven percent respondents believed that support from their spouse has a

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very significant impact on work life balance and eighty –seven percent respondents
accept that spending quality time with family & friends influence on work life
balance.

DISCUSSION & CONCLUSION

Women workforce is increasing and their contribution to the organizations is also

considered to be valuable. It is very necessary for the organizations to
acknowledge women employees by providing more appropriate work-life balance
measures for them. Striking a healthy work-life balance is imperative for all the
employees irrespective of the industry to which they belong. It is the joint
responsibility of the employer and the employees to ensure strong work-life
balance that can bring in fruitful results to organization as well as employees also.
In the light of the present research, it is evident that issue of work-life balance is
persistent because of various factors such as work culture/environment, HR
policies, job insecurities, compensation packages and so on. Employees undergo
severe stress while balancing their work and personal life, which influences their
performance not only in their work place but on domestic front as well. Employee
should set the goal and excel in both career and family, to achieve balanced work-
life. It involves the efforts of a number of partners like the employee, the
organization for which the employee works, family, friends and the society in
which all are embedded. Sharma & Bajpai (2013) found that age, marital status, no
of dependents has high impact on work-life balance in their study, which affirms
the findings of the study that various demographic variables such as gender, age,
marital status, educational qualification and income of the employees has a
significant impact on work life balance.

In past few years, personal and family lives have become critical values for the
individuals. Employees are not willing to ignore their family and personal life, for
the sake of work. Over time, workforce has begun to change the working time and
willing to spend every hour as working to learn and to manage the complexities of
modern living, so that the personal and professional life can be balanced. The
present study also support the notion that work life balance has a very strong
impact on the family of the employees. Consequently, people are looking for
options that allow for both a personal and professional life, which may seek ways

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to have a balance between the two. Clarke, Koch and Hill (2004) stated that WLB
is equilibrium or maintaining overall sense of harmony in life. It was also revealed
from the study that compensation factors such as salary and monetary benefits
have a strong influence on the worklife balance. Higher the employees are satisfied
with their salary packages, more will be the efforts to maintain the balance
between work and life.

The present study reflects that the employee-driven solutions for balancing work-
life, will help organization to design and implement work-life balance policies. It
will help to reduce overtime, stress, and workloads on the work front and increase
flexibility and family and leisure time on domestic front. Organizations have to
take the challenge of WLB seriously, as it affects their professional success and
personal well-being. Welfare of employees and their satisfaction should be the
topmost priority of the organizations.

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[11] https://docs.google.com/forms/d/e/1FAIpQLSfvn-
1ZibR0OyFroHboa7uRpMr4YBvNY5I1rH41LBkzlG81hQ/viewform?usp=sf_l
ink

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