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Maneela Project

The document discusses a study on work-life balance at Roboclick Infotech Private Limited in Hyderabad. It outlines the objectives, scope and limitations of the study. The study aims to understand the challenges employees face in maintaining work-life balance and suggest strategies to improve it.

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Aruna Talapati
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0% found this document useful (0 votes)
97 views77 pages

Maneela Project

The document discusses a study on work-life balance at Roboclick Infotech Private Limited in Hyderabad. It outlines the objectives, scope and limitations of the study. The study aims to understand the challenges employees face in maintaining work-life balance and suggest strategies to improve it.

Uploaded by

Aruna Talapati
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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A STUDY ON WORK-LIFE BALANCE AT ROBOCLICK INFOTECH

PRIVATE LIMITED, KUKTPALLY, HYDERABAD

A project report submitted in partial fulfillment of the


requirements for the award of a degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted

by

MANEELA. B

H.T.NO:117320672007

Under the guidance of

Ms. Meghna Bandi

Associate Professor

DEPARTMENT OF BUSINESS MANAGEMENT

RISHI UBR WOMEN’S COLLEGE

(Affiliated to Osmania University)

Near JNTUH, Nizampet ‘X’ Road, Kukatpally, Hyderabad-500085

(2020-2022)
DECLARATION

I hereby declare that this Project Report titled “A Study On Work-Life Balance At
Roboclick Infotech Private Limited, Kukutpally, Hyderabad” submitted by me to
the Department of Business Management, O.U., Hyderabad is a bonafide work
undertaken by me and it is not submitted to any other University or Institution for the
award of any degree diploma / certificate or published any time before.

Signature of the student

B .Maneela
H.No: 117320672007
Department of Business Management
Rishi UBR PG College for Women
CERTIFICATION

This is to certify that the Project Report titled “A Study On Work-Life

Balance At Roboclick Infotech Private Limited, Kukutpally, Hyderabad” is

submitted in partial fulfillment for the award of MBA Programme to Department of

Business Management, O.U. Hyderabad, was carried out by B.Maneela,

H.No:117320672007 under my guidance. This has not been submitted to any other

University or Institution for the award of any degree/diploma/certificate.

Name of the Guide

Signature of the Guide

DESIGNATION OF THE GUIDE

Department Of Business Management

Rishi UBR Women’s College


ACKNOWLEDGEMENTS

I wish to express my sincere gratitude to Mr. / Ms, for providing an opportunity &

extending support to do project work in “Roboclick Infotech Private Limited”

I sincerely thank Ms Meghna Bandi, Associate Professor, Department Of Business


Management, Rishi UBR Women’s College, Hyderabad for her guidance and
encouragement in carrying out this project work.

I also wish to express my gratitude to Ms. M. Rajasree - Secretary & Correspondent -

Rishi Group of Institutions, Dr. P. Kameswara Rao - Principal, Ms. NSL. Praveena -

HOD and other faculty members of Department of Business Management, Rishi UBR

Women’s College, Hyderabad for rendering their support to embark on this project.

(B.MANEELA)
ABSTRACT

Work-life balance refers to the level of prioritization between personal and


professional activities in individual life and the level to which activities related to the
job are all presented in the home. A good balance between work and life improves job
satisfaction. Now a day’s people and organizations have growing demands.To avoid
delays and failures employees are working hard and giving their hearts and soul to
achieve work-life balance achieves creating enormous pressure on them and hence
they are faced to finish their jobs irrespective of time limitations. The right balance is
a very personal thing and will change for each person at different times of his or her
level.

Work-life balance is about creating and maintaining a supportive and healthy work
environment that will enable employers to have a balance between work and personal
responsibilities and these strengths the employer’s loyalty and productivity. A day of
24 hours is no longer enough to perform work-related and personal-related duties. The
recent research will be helpful in understanding the current position of work-life
balance at the company and provide some strategies to balance work and personal life
with the modification suggested
INDEX

Chapter No. Chapter Name Page No.

I List of Tables

Ii List of Figures

Iii Abstract
Introduction
1.1 Introduction
1.2 Need for the study 1-3
I
1.3 Objectives of the study
1.4 Scope of the study

II Review of Literature 4-7


Research Methodology
3.1 Research Methodology
III 3.2 Sample Design 8-9
3.3 Source of Information
3.4 Tools & Techniques

IV Theoretical Framework

V Company profile 10-22


Research Data Analysis 23-44
VI
Interpretation

VII Research Finding & Conclusion 45-47

VIII Suggestions & Recommendations 48

Bibliography 49-50

Annexure 51-53

CHAPTER-1
INTRODUCTION
Introduction:

1.1 Introduction

Work-life balance refers to the level of prioritization between personal and


professional activities in individual life and the level to which activities related to the
job are all presented in the home. A good balance between work and life improves job
satisfaction. Now a day’s people and organizations have growing demands.

To avoid delays and failures employees are working hard and giving their hearts and
soul to achieve work-life balance achieves creating enormous pressure on them and
hence they are faced to finish their jobs irrespective of time limitations. The right
balance is a very personal thing and will change for each person at different times of
his or her level.

A slight delay in meeting the schedule or expectations is considered to be an


organizational failure. The problem seems simple but difficult to solve and handle,
employees who have to play another role of a daughter or son or parents are not able
to manage their roles.

The growing number of suicides, divorces, disturbed families and relationships,


outrage or conflicts in the organization, etc are reflections of the disturbed work-life
balance of the employees. Spending more time in the office, dealing with clients, and
the pressure of a job can interfere with and affect personal life, sometimes making it
impossible to even complete the household chores. On the other hand, personal life
can also be demanding if you have a kid or aging parents, financial problems, or even
problems in the life of a dear relative.

It can lead to absenteeism from work, creating stress and lack of concentration at
work. Work-life balance conflicts occur when the burden, obligations, and
responsibilities of work and family roles become incompatible. The obligation of one
can force an individual to neglect the other. Work-life balance can be defined as the
perfect integration between work and life both not interfering with each other.

1.2 Need for the Study:

Work-life balance is about creating and maintaining a supportive and healthy work
environment that will enable employers to have a balance between work and personal
responsibilities and these strengths the employer’s loyalty and productivity. A day of
24 hours is no longer enough to perform work-related and personal-related duties. The
recent research will be helpful in understanding the current position of work-life
balance at the company and provide some strategies to balance work and personal life
with the modification suggested.

1.3 Objectives of the Study:


 To understand the problems and challenges faced by the employees in
maintaining the work-life balance at Roboclick Infotech Private, Limited.
 To study the existing systems and processes to maintain the work-life balance
of employees in the information technology sector.
 To analyze the benefits and effects of a healthy work-life balance.
 To suggest suitable strategies to improve the level of work-life balance.

1.4 Scope of the Study:

The present study mainly focuses on work-life balance at Roboclick Infotech Private
Limited, Kukatpally, Hyderabad.
It is an attempt to find out how the employees are managing work-life balance, what
challenges they are facing, and to know the strategies to overcome the problems.

72

1.5 Limitations of the study:

 All the employees cannot be interviewed because they are busy, therefore the
present work sample is restricted to 60.
 Some are reluctant to give their suggestions or options.
 Most of the employees refused to fill the complete questionnaire as they were
busy in their work.

1.6 Structure of the study:

1. Introduction: This chapter covers research problems, the need for the state day,
objectives of the study scope of the study, research methodology, and tools and
techniques of the study.

2. Review of literature: The chapter covers a review of literature about work-life


balance.

3. About the company: This chapter covers the details of the company, where the
researchers undertook the study along with the industry profile.

4. Data Analysis and Interpretation: This chapter deals with the application of the
statistical tools to the data collected for the report and its representation by bar
diagrams and charts, chi-square, and weighted average method.
5. Findings, Conclusion, and Suggestions: This chapter deals with the findings from
the analysis, conclusions drawn from the findings, and suitable suggestions given by
the researcher.

6. Bibliography: This chapter covers reference materials, manuals, reports, books,


websites, journals etc, referred by the researcher.

CHAPTER-2
REVIEW OF LITERATURE

2. REVIEW OF LITERATURE REVIEW

INTRODUCTION:

Work-life balance refers to the level of prioritization between personal and


professional activities in individual life and the level to which activities related to the
job are all presented in the home. A good balance between work and life improves job
satisfaction. Now a day’s people and organizations have growing demands.

A slight delay in meeting the schedule or expectations is considered to be an


organizational failure. A day of 24 hours is no longer enough to perform work-related
and personal-related duties or responsibilities. The problem seems simple but difficult
to solve and handle, employees who have to play another role of a daughter or son or
parents are not able to manage their roles.
The growing number of suicides, divorces, disturbed families and relationships,
outrage or conflicts in the organization, etc are reflections of the disturbed work-life
balance of the employees. Spending more time in the office, dealing with clients, and
the pressure of a job can interfere with and affect personal life, sometimes making it
impossible to even complete the household chores. On the other hand, personal life
can also be demanding if you have a kid or aging parents, financial problems, or even
problems in the life of a dear relative.

It can lead to absenteeism from work, creating stress and lack of concentration at
work. Work-life balance conflicts occur when the burden, obligations, and
responsibilities of work and family roles become incompatible. The obligation of one
can force an individual to neglect the other. Work-life balance can be defined as the
perfect integration between work and life both not interfering with each other. The
right balance is a very personal thing and will change each person at different times of
his or her level.

Literature Review

Lazar I. (2010) in paper titled “ The Role of Work-Life Balance Practices in Order to
Improve Organizational Performance”, showcased that everyone benefits from easier
recruitment, improved retention, and easier service delivery, as the labor market grows
more skilled and experienced people are available to work; parents and careers, who
can spend quality time at home as well as provide financial support through work;
people with disabilities.

Objectives:

 Improve employee satisfaction.


 Improve physical and psychological health of employees which creates
positive feelings.
Findings:

Improved access to work; and the workforce generally where they are better able to
balance their work with other aspects of their lives.

Kumari T. (2011) in the paper titled “ Impact of stress on Work-Life Balance of


Women employees with reference to BPO and education sectors in Bangalore”
analyzed the impact of work-life balance of women employees in education and BPO
sectors conclusions is drawn that stress level between the women employees is
different in different sectors. Though there is a difference in their professions based on
the work-life balance we can say that stress level levels work environment might be
different but they say that at home their prestressed is equal.

Objectives:

 Enhance the productivity of employees.


 Reinforce workplace learning.

Findings:

As per the results, stress level impact is different in both sectors.

Kumari I. (2012) in her study “employees perception on work-life balance and its
relation with job satisfaction in India 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 references to various factors of work-life balance.

Objectives:

 Improve management of the on-going change and transition.


 Build the image of the company as best in recruitment, retention, and the
general motivation of employees.

Findings:
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 retaining employees.

Purohit M. (2013) in the paper titled “A comparative study of work-life balance in


various industrial sectors in Pune region” highlighted Pune industries with respect to
work-life balance are segmentation of work and life domains of employees, inequality
in the work-life orientation of organizations. The implementation of a work-life
program has both individual and organizational benefits. Effective work-life programs
facilitate a symbiotic relationship between the employee and employer for mutual
benefits.

Objectives:
 Adequate and fair compensation.
 Safe and healthy working conditions.
Findings:

Employees who are better able to balance the demands on their time are most satisfied
and content in turn they are able to perform better.

Goyal k.a, Agarwal (2015) in the paper titled “issues and challenges of work-life
balance in the 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.

Objectives:

 Opportunity to use and develop human capacities.


 Opportunity for career growth.
 Social integration in the workforce
Findings:

flexible working as well as satisfied and motivated workforce, especially in the


banking industry.

Kakkar, Jyoti, Bhandari, and Anuradha, (2016) in the paper titled “A study on
work-life balance in the Indian service sector from a gender perspective” highlighted
numerous studies on work-life balance issues faced by women at the workplace, yet
studies on this topic that focus on men or limited a number. Studies on gender
differences are available in huge numbers, however, there are few studies that talk of
work-life balance with reference to men, and for either, they have been ignored or
have been taken for granted for being this stronger sex, be it at home or at the work
front.

Objectives:

 Constitutionalism in the work organization.


 Special relevance of work.
Findings:
This stereotype that men face worldwide may be a reason for their not being able to
capture the limelight that women have been able to when it comes to work-life
balance issues.

Onur Emre. (2019) in this paper titled “the role of work-life balance and autonomy in
the relationship between commuting, employee commitment, and well-being” data
from the fifth European working conditions survey indicate that there is a negative
relationship between commuting time, commitment, and well-being.

Objectives:

Flexible working hours, staggered hours, reduced workweek, job sharing, part-time
employment and other types of alternatives work schedules provide freedom to
employees in scheduling their work.
Findings:

Results also suggested that work-life balance mediates parts of these relationships and
finally that autonomy can act as a buffer against the effect of community time on both
commitment and wellbeing.

Aknji et al (2020) with all these changes co-occurring simultaneously, the


responsibilities of individuals towards their work on personal life have increased
manifold resulting in an upsurge in work-life imbalance.

Objectives:

 Reducing the stress level at work and increases the job satisfaction.
 Work and quality of life
Findings:

Consequently, among individuals in modern society, The notion of work-life balance


has become an important issue.
CHAPTER-3

RESEARCH METHODOLOGY
3.1 Research Methodology:

Methodology relates to the plan of study which includes data collection, type of
questionnaire and processing of data, and finally interpretation of data. Basically, the
data is collected from secondary as well as primary sources.

3.2 Sample Design:

3.2.a. Type of Sampling:

The sampling method used for the present study is convenience sampling.

3.2.b. Sample Size:

In a study on the work-life balance of employees in Roboclick Infotech Private


Limited, a simple convenience sampling method was adopted as a sampling design
with a sample of 60 respondents.

3.2.c. Sample Unit:

The sampling unit is employees of Roboclick Infotech Private Limited, Kukatpally,


Hyderabad.
3.2.d. Sample Instrument:

A structured questionnaire is used for collecting primary data. The questionnaire


consists of two parts. Part one mainly focuses on demographic factors like age,
gender, etc, of employees. Secondary data of questionnaire is about factors
contributing to the work-life balance of employees at Roboclick Infotech Private
Limited, Kukatpally, Hyderabad.

3.2.e. Type of Questionnaire:

The data was collected with the help of a structured questionnaire. They are both
open-ended and closed-ended questions.

8
3.3 Sources of Information:

They are two types of data methods information

1. Primary data method

2. Secondary data method.

1. Primary Data:

The primary data was collected in the form of surveys done through a questionnaire,
interviews, and field observation.

2. Secondary Data

Secondary data is research data that has previously been gathered This type of data is
collected from the internet, books, websites, journal articles, etc. Secondary data are
also helpful in designing subsequent primary research.

3.4 Tools and Techniques:

The present study utilized percentage analysis to find the work-life balance of
employees at Roboclick Infotech Private Limited, Kukatpally, Hyderabad.

No. of Respondents

Percentage analysis = --------------------------------*100

Total No. of Respondents

ChiCCCChi-Square

NNo.of Respondents (or) Sum of number

Weighted average method = ----------------------------------------------------- × 100

TotalTTotal No. of Respondents

9
CHAPTER- 4

THEORETICAL FRAMEWORK

The Past of work-life balance:


In the 1800s, during and following the industrial revolution, industrialists and unions
alike agreed that workers needed a day off. This later became a two-day ‘weekend’.
But in those days, ‘work’ was mostly manual, and once workers left the site, they also
left their work behind. They were genuinely able to rest, away from work, without
having to think about it or worry about what might be going on in their absence.

Work-life balance refers to the level of prioritization between personal and


professional activities in individual life and the level to which activities related to the
job are all presented in the home. A good balance between work and life improves job
satisfaction. Now a day’s people and organizations have growing demands.

To avoid delays and failures employees are working hard and giving their hearts and
soul to achieve work-life balance achieves creating enormous pressure on them and
hence they are faced to finish their jobs irrespective of time limitations. The right
balance is a very personal thing and will change for each person at different times of
his or her level.

A slight delay in meeting the schedule or expectations is considered to be an


organizational failure. The problem seems simple but difficult to solve and handle,
employees who have to play another role of a daughter or son or parents are not able
to manage their roles.

The growing number of suicides, divorces, disturbed families and relationships,


outrage or conflicts in the organization, etc are reflections of the disturbed work-life
balance of the employees. Spending more time in the office, dealing with clients, and
the pressure of a job can interfere with and affect personal life, sometimes making it
impossible to even complete the household chores. On the other hand, personal life
can also be demanding if you have a kid or aging parents, financial problems, or even
problems in the life of a dear relative.

It can lead to absenteeism from work, creating stress and lack of concentration at
work. Work-life balance conflicts occur when the burden, obligations, and
responsibilities of work and family roles become incompatible. The obligation of one
can force an individual to neglect the other. Work-life balance can be defined as the
perfect integration between work and life both not interfering with each other
The phrase ‘work-life balance’ is rather more recent in origin. It was probably first
used in the UK in the late 1970s, and in the US in the mid-1980s. It has, however,
taken on a new meaning with the recent technological changes that have made it
possible for workers to stay in touch 24 hours a day, seven days a week. Smart
phones, remote working technology and the like have meant that, even on holiday,
people find it hard to ‘switch off and genuinely rest, and the complaint is often that
people are expected to be ‘on-call’ at all times, without being allowed to have a life
outside work.

The Present of work-life balance:

Today, work-life balance has shifted to incorporate both the issues and strategies
aimed at effective time management for employees. It has also expanded to include
burnout prevention and stress management. Employees today want better time
management skills to spend time with their families and on their personal interests.
And, unlike in the 80s, there is increasing emphasis today on in making work-life
balance more gender neutral. Work-Life balance should be attainable and evenly
distributed across genders. (2015 EY Global Generations Survey).

Even with these strides, there is still a disconnect on perceived work-life balance
levels between employees and HR professionals. According to a February 2015 study
by Workplacetrends.com, 67% of HR professionals reported that their employees are
achieving work-life balance, while only 45% of their employees reported the same.

One common and popular way that employers help employees achieve work-life
balance is through flexible schedules. Instead of a strict 9am-5pm workday,
employees have the flexibility to shift their schedules. Perhaps work 10am-6pm or
7am-3pm with little advanced scheduling or approval. Of course, there are downsides
to this. Some argue that this approach simply shifts time units, and doesn’t address a
deeper need for quality time. Others have noticed that flextime, though attractive for
recruitment, can lead to disadvantages for younger workers in the form of lower
wages, role stagnation, and even termination.
Still, digital integration threatens the freedoms gained from flextime by blurring the
lines between work and life. Often, employees find themselves using their flextime to
stay digitally connected to work. It’s increasingly difficult to know where work ends
and life begins. And the more tech savvy one is, the more difficult it is to draw a line
between the two. Since technology and our “always on” culture isn’t going away
anytime soon, the conversation on work-life balance needs to evolve.

The Future of work-life balance:

Work-life balance is something many professionals strive for, and finding a way to
achieve it to their satisfaction is important for overall happiness in work and in life.
However, the meaning of this concept has changed over time. This makes it
imperative to understand what seems to be in store for the future of work-life

work-life integration in lieu of work-life balance. They argue that by removing the
boundaries separating work and life, the two domains can be integrated seamless.y.
While someone who focuses on creating work-life balance may set a time where they
stop working every day to ensure they have enough time for life’s pursuits, someone
focusing on work-life integration may leave work early to go to their child’s softball
game and reply to work emails between innings.

It seems that this vision can only be conceived by employers and realized by
entrepreneurs. Work-life integration is too narrow a lens to re-imagine this as work-
life balance. It’s still based on the idea of two separate domains — work and personal
lives — and a time tradeoff. The only material difference between work-life balance
and work-life integration is that with integration, the two domains are expected to
intermingle and increasingly overlap. In fact, work-life integration may fuel the sense
of imbalance even more because employees feel as if they have to be “always on.”
CHAPTER-5

INDUSTRY & COMPANY


PROFILE

5.1 INDUSTRY PROFILE

Introduction:
The global sourcing market in India continues to grow at a higher pace compared to
the IT-BPM industry. India is the leading sourcing destination across the world,
accounting for approximately 55% market share of the US$ 200-250 billion global
services sourcing business in 2019-20.

India's rankings improved four places to 46th position in the 2021 edition of the
Global Innovation Index (GII).

The IT industry accounted for 8% of India's GDP in 2020. According to STPI


(Software Technology Park of India), software exports by the IT companies connected
to it, stood at Rs. 1.20 lakh crore (US$ 16.29 billion) in the first quarter of FY22.

Market Size:

According to the National Association of Software and Service Companies (Nasscom), the
Indian IT industry's revenue is expected to touch US$ 227 billion in FY22 from US$ 196 billion
in FY21.

According to Gartner estimates, IT spending in India is expected to increase to US$


101.8 billion in 2022 from an estimated US$ 81.89 billion in 2021.

The Indian software product industry is expected to reach US$ 100 billion by 2025.
Indian companies are focusing to invest internationally to expand their global
footprint and enhance their global delivery centers

The data annotation market in India stood at US$ 250 million in FY20, of which the
US market contributed 60% to the overall value. The market is expected to reach US$
7 billion by 2030 due to accelerated domestic demand for AI.

10

Exports from the Indian IT industry stood at US$ 149 billion in FY21. Export of IT
services has been the major contributor, accounting for more than 51% of total IT
export (including hardware). BPM and Engineering and R&D (ER&D) and software
products exports accounted for 20.78% each of total IT exports during FY21. ER&D
market is expected to grow to US$ 42 billion by 2022.

The IT industry added 4.5 lakh, new employees, in FY22 (as of February), the highest
addition in a single year. Women accounted for 44% of the total new employees.

Investments/Developments:

Indian IT's core competencies and strengths have attracted significant investment from
major countries and companies.

The computer software and hardware sector in India attracted cumulative foreign
direct investment (FDI) inflows worth US$ 81.31 billion between April 2000-
December 2021.

The sector ranked 2nd in FDI inflows as per the data released by the Department for
Promotion of Industry and Internal Trade (DPI). Computer software and hardware
make up 14.19% of the cumulative FDI inflows.

In 2021, PE investments in the IT sector stood at US$ 23.4 billion.

India's IT startup ecosystem has received record investments of nearly US$ 36 billion
in privately held companies in 2021, up from US$ 11 billion in 2020.

In March 2022, Licious, India's largest tech-first, fresh animal protein brand, raised
US$ 150 million in a Series F2 funding round.

In March 2022, Biju’s raised US$ 800 million in funding as part of a pre-IPO round,
which values the Bengaluru-based company at about US$ 22 billion.

11
In March 2022, debt marketplace CredAvenue raised US$ 137 million in a funding
round led by Insight Partners, B Capital Group, and Dragoneer Investment Group,
which propelled the start-ups’ valuation to US$ 1.3 billion.
In February 2022, Hasura, a software company that helps developers with tools, raised
US$ 100 million in a fresh funding round led by Greenoaks Capital, which elevated
the company into a unicorn.

In February 2022, Bangalore-based ed-tech start-up 'BygC' launched India's first


upskilling-focused community platform for young graduates and people seeking jobs
in the BFSI sector.

January 2022, Google announced plans to invest US$ 1 billion in India's Bharti Airtel
Ltd. to push India's digital ecosystem. Amazon has partnered with Airtel to sell
Amazon Web Services (AWS) to its customers and intends to inject US$ 1.6 billion
into its two upcoming data centers in Hyderabad.

In November 2021, Wipro partnered with TEOCO to build solutions for


communication service providers (CSPs) to improve network automation, efficiency,
flexibility, and reliability.

In August 2021, Tata Consultancy Services was adjudged a leader in the Nelson Hall
NEAT for CX Services in Banking, Financial Services and Insurance (BFSI).

In August 2021, SAP India and Microsoft announced the introduction of


TechSaksham, a collaborative skilling initiative aimed at enabling young women
(from underprivileged regions) to pursue careers in technology. 62,000 women
students will be trained in artificial intelligence (AI), cloud computing, web design,
and digital marketing as a result of this collaboration.

In July 2021, Infosys announced that it has set up an Automotive Digital Technology
and Innovation Centre in Stuttgart, Germany. Automotive IT infrastructure
professionals stationed in Germany will transfer from Daimler AG to the new Digital
Technology and Innovation Centre as part of Infosys' relationship with Daimler.

12
In July 2021, TCS expanded its strategic partnership with Royal London, the largest
mutual life insurance, pensions, and investment company in the UK, to help the latter
transform its pension platform estate and deliver market-leading services to members
and customers.

In July 2021, Tata Technologies partnered with Stratasys, a 3D printing technology


company, to provide advanced additive manufacturing technologies to the Indian
manufacturing ecosystem.

In July 2021, Tech Mahindra Foundation and Wipro GE Healthcare have joined forces
to offer skilling and upskilling courses to students and healthcare technicians.

In July 2021, HCL announced a multi-year agreement with Fiskars Group, consisting
of a family of lifestyle brands including Fiskars, Gerber, Iittala, Royal Copenhagen,
Waterford, and Wedgwood for digital transformation.

In July 2021, TCS launched Jile 5.0, a key release of its Enterprise Agile, on-the-cloud
services, planning, and delivery tool that enables enterprises to meet the large-scale
development needs of multiple distributed teams.

In February 2021, Tata Consultancy Services announced to recruit 1,500 technology


employees across the UK over the next year. The development would build
capabilities for TCS to deliver services efficiently to their UK customers.

Government initiatives:

Some of the major initiatives taken by the Government to promote the IT and ITeS
sector in India are as follows:

In Union Budget 2022-23, the allocation for the IT and telecom sector stood at Rs.
88,567.57 crores (US$ 11.58 billion).

In July 2021, Wipro announced plans to invest US$ 1 billion over the next three years
to expand its cloud technology capabilities through acquisitions and collaborations

13
The government introduced the STP Scheme, which is a 100% export-oriented
scheme for the development and export of computer software, including the export of
professional services using communication links or physical media.

In November 2021, the government launched the Internet Exchange in Uttarakhand to


enhance the quality of internet services in the state.

The Karnataka government has signed three MoUs worth US$ 13.4 million (Rs.
100.52 crores) to help the state's emerging technology sector.

In August 2021, the Union Minister of State for Electronics and Information
Technology, Mr. Rajeev Chandrasekhar, announced that the IT export target is set at
US$ 400 billion for March 2022. In addition, the central government plans to focus on
areas, such as cybersecurity, hyper-scale computing, artificial intelligence, and
blockchain.

In September 2021, the Indian government announced a plan to build a cyber-lab for
the 'Online Capacity Building Programme on Crime Investigation, Cyber Law and
Digital Forensics' to strengthen cyber security capabilities.

In September 2021, the Ministry of Electronics and Information Technology (MeitY)


organized a workshop under the theme of 'Connecting all Indians', to promote public
and private stakeholders' interest in the country and expand internet access to remote
areas.

In September 2021, the Indian government launched the Meghalaya Enterprise


Architecture Project (Meghna), to boost service delivery and governance in the state
by leveraging digital technologies, to make Meghalaya a high-income state by 2030.

14
In September 2021, the Indian government launched Phase II of the Visvesvaraya
Ph.D. Scheme to encourage research in 42 emerging technologies in Information
Technology (IT), Electronics System Design & Manufacturing (ESDM), and
Information Technology Enabled Services (ITES).

.On July 2, 2021, the Ministry of Heavy Industries and Public Enterprises launched six
technology innovation platforms to develop technologies for globally competitive
manufacturing in India. The six technology platforms have been developed by IIT
Madras, Central Manufacturing Technology Institute (CMTI), International Centre for
Automotive Technology (iCAT), Automotive Research Association of India (ARAI),
BHEL, and HMT in association with IISc Bangalore.

Department of Telecom, Government of India and Ministry of Communications,


Government of Japan signed an MoU to enhance cooperation in areas of 5G
technologies, telecom security, and submarine optical fiber cable system.

Road Ahed:

India is the topmost offshoring destination for IT companies across the world. Having
proven its capabilities in delivering both on-shore and off-shore services to global
clients, emerging technologies now offer an entire new gamut of opportunities for top
IT firms in India. Indian IT & business services industry is expected to grow to US$
19.93 billion by 2025.

In November 2021, Mr. Piyush Goyal, Minister of commerce and industry, consumer
Affairs, Food and public distribution and textiles, lauded the Indian IT sector for
excelling in its competitive strength with zero government interference. He further
added that services exports from India have the potential to reach US$ 1 trillion by
2030.

15
5.2 COMPANY PROFILE

Roboclick Infotech Private Limited is a Private incorporated on 19 May 2016. It is


classified as a Non-govt company and is registered at the Registrar of Companies,
Hyderabad. Its authorized share capital is Rs. 1,000,000 and its paid-up capital is Rs.
200,000. It is involved in Other computer-related activities [for example maintenance
of websites of other firms/ creation of multimedia presentations for other firms etc.

Roboclick Infotech Private Limited's Annual General Meeting (AGM) was last held
on 30 November 2021 and as per records from the Ministry of Corporate Affairs
(MCA), its balance sheet was last filed on 31 March 2021.

Directors of Roboclick Infotech Private Limited are Pratap Reddy Makala,


Sahadevareddy Chavali, and Vasantha Chejerla.

Roboclick Infotech Private Limited's Corporate Identification Number is (CIN)


U72900TG2016PTC109750 and its registration number is 109750. Its Email address
is [email protected] and its registered address is Section-C2, Plot
No:257, Vivekananda Nagar Colony Kukatpally Hyderabad Hyderabad TG 500072
IN.

The current status of Roboclick Infotech Private Limited is – Active


Roboclick Infotech Pvt. Ltd. is an IT and engineering service provider from India who
aspires to be an industry leader by providing creative ideas and solutions to businesses
through strategic planning.

It Consultants:
As a leading company, we provide innovative ideas for scaling and transforming your
organization by achieving the business goals. We analyze the depth of your challenges
and customize our solutions according to your needs, be it a small-scale enterprise or
an EMC. In addition, we aim to deliver prompt and reliable services to our clients.
Our strength lies in our team, which is highly skilled at delivering 100% quality and
customer satisfaction.

16
1. Skilled and qualified team.
2. Cost-effective and productive solutions.
3. 100% Customer satisfaction.
4. No compromise on quality.
5. End to End implementations.
6. Serve more than 75 clients.

Roboclics services are obtainable through a worldwide network of services,


connected by a supportive network that provides various benefits to the clients.
We serve applications based on business area modules such as finance, HR,
procurement, supply chain system, education, health, and transportation.

We comprise solutions for enterprise analytics for various fields of software


development, CAD Automation, and Oracle reporting.

Vission:

The vision of Roboclic Infotech Private Limited is to inspire its employees to


accomplish goals. To grow current positions and get a large market as well as to
provide simple solutions to clients. We understand the client’s requirement analyze it
and provide the best IT solutions. We satisfy our clients with our services and
implement them with more effective software solution strategies.

Mission:

Roboclick Infotech Private Limited Mission is to be a leading mca provider providing


superior quality products and services at competitive prices. They want to be a
globally innovative and competitive business providing 100% genuine services to
customers. We are committed to total customer satisfaction by providing quality
products & services.

Policies:

17
Service and Support:

We design, build and launch mission-critical software across companies of all sizes.
We do that by leveraging cutting-edge technology and truly understanding users.

Oracle

Software Development

Training

Staffing

Oracle: we provide the complete spectrum of oracle product services to clients on a


global platform with a high success rate.

Enterprise Data Management:

Enterprise Data Management (EDM) adjusts and reacts to the changes quickly and
viably by managing master data, moving an application to the cloud, overseeing the
impact of mergers and acquisitions, and reconciling metadata contrasts across
business applications.

These functions are unified and defined by Roboclick’s management services to


develop and improvise the existing data management tactics of the enterprise by
creating and maintaining assurance, confidence, and trust-building with the clients is
the primary exercise of EDM.

Synchronize and connect

Improvise enterprise data management

Oracle Analytics Cloud:

Roboclick’s Oracle analytics cloud is a cloud-native platform that provides the most
comprehensive analytics with accurate guidance to strengthen and address the analytic
process of an enterprise within the business intelligence space.

18
The observation is promisingly made to present the compromising result and
improvised governance of the business operations process. 

The complete analytics procedure needs a wide range of capabilities to process the
system, from data collection and ingestion to enrich and visualization to flexible
collaboration. OAC can be performed in any scalable situation, even in the data
center, on-premises, or in the oracle cloud.

Oracle data visualization cloud service (DVCS)

Oracle Business intelligence cloud services (BICS)

Oracle Essbase

Oracle smart view

Oracle data integrator

Oracle Data Integrator platform is a comprehensive data integration stage that covers
all information integration prerequisites from high-volume workloads to SOA-enabled
integration services. Oracle Data Integrator (ODI) offers vital Information Integration
efficiency with client involvement to update flow-based revelatory client interface and
profound integration with modernized and advanced techniques.

ODI is practical with its adaptable and high-performance engineering with


comprehensive big data support and parallelism while executing data integration. In
addition, it incorporates interoperability for faster migration and data integration.

Declarative Mapping

Filters and attributes

Software Development:

We design, build and launch mission-critical software across companies of all sizes.
We do that by leveraging cutting-edge technology and truly understanding users.

19
Customer Relationship Management

CRM is developed with insightful innovation to match various industry needs,


including small-scale services, Sales and Manufacturing, Health, Education, Online
marketing services, and others. Our CRM tool presents a seamless experience to
organizations while managing the database.

 Thus, small to large business owners can meet their expectations in an organized
platform refurbished by business specialists to accelerate business growth.

Our customer relationship management strategy is to epitomize the business standards


of the organization by flexibly enabling it to engage with the customers at the
forefront.

End-to-end single system records of the business.

Optimized workflow to eliminate redundancies

Accelerate more prosperous leads and opportunities.


Consolidates client’s transactions and history into a single
interface
Customizable reports and dashboards of clients

Software as a service

SAS stands for Software as a Service. It is an administration model in which cloud


suppliers give approaches and make them available to end users.

SAS works through the cloud delivery model. A software supplier will either request
and connect data using its own servers, databases, networking, and computing
resources.

SAS demands are generally obtained via web browsers.

Low cost

Easy to perform and use

20
Training:

Our corporate and individual training services help you address your domain-specific
needs to remain competitive.

Corporate Training:
Corporate training is also known as corporate education. This is the training to give to
the employees in the organization to enhance their professional skills. In this training,
the employees learn many soft skills, how to tackle problems during working hours,
communication skills, time management, ethics, etc.
This training helps employees know how to delegate to the officials. It is required at
every level and across all functional departments in an organization. They help to
develop, motivate and increase the satisfaction rate of employees.

Cost-Effective.

Group Discussion and Activities

Group/Social Retention of skills

Individual Training:

A coach or mentor gives training to the person on a specific skill. Individual training
means one individual selecting his/her mentor who has plentiful knowledge on the
skill which wants to be learned by that individual. This individual can learn that skill
more efficiently or fully than others.

Personalize Attention

Individual specific Concerns be approached

Training can be curated for an individual’s current


knowledge and learning speed

21
Staffing:
Get the best staffing solutions and become our hiring partner. An organization’s
success depends on the quality of the employees it has and their contribution to it.
Therefore, skilled employees become the asset of a business. But finding the perfect
fit has become more challenging and time-consuming these days. As your hiring
partner, we help you find the right employees by reviewing resumes to identify ideal
candidates. We provide our clients’ Oil and Gas recruitment services with all their
staffing needs. Our team of experts takes the burden of hiring the ones that suit best
your business.

Direct Hire:

We provide permanent recruitment workforce solutions with proven expertise in


recruiting candidates for permanent openings. We will first understand the
requirement from your end, identify the potential profiles, shortlist the candidates
based on their educational background and skillset and place the skilled employees
who are a perfect match for the position. In addition, we have a professional team that
can assess clients’ requirements and replaces candidates if their performance is not up
to the mark. Start-up or MNC, our staffing services are just perfect for all.

Contract hire:

Permanent or contract, we offer the best staffing solutions to our clients. We help you
hire temporary resources on a contract basis for twelve months or more and take the
selected candidates on a payroll basis by providing our payroll support services. Then,
clients can appoint them for a full-time position based on on-the-job performance
evaluation.

22
CHAPTER-6

DATA ANALYSIS
&
INTERPRETATION
TABLE 6.1

DEMOGRAPHIC FACTORS

PARTICULARS RESPONDENTS PERCENTAGE

(1) Age
<20 years 4 6.7
20 to 30 years 40 66.7
30 to 40 years 14 23.3
>50 years 2 3.3

(2) Gender
Male 28 46.7
Female 32 53.3

(3) Marital status


Yes 28 46.7
No 32 53.3

(4) Experience
<5 Years 34 56.6
6-10 Years 18 30
11-20 Years 7 11.7
More than 20 Years 1 1.7

23
(5) Department
It 45 75
Project Manager 1 1.7
Hr Recruiter 9 14.9
Accountant 1 1.7
Data Analyst 1 1.7
Customer Support 2 3.3
Executive
Cloud Operations 1 1.7

(6) Designation
Technical consultant 1 1.7
Technical manager 5 8.3
Sr.Admin 24 40.1
Software 3 5
Service Desk 2 3.3
Sr.Consultant 2 3.3
Hr Recruiter 11 18.3
Cloud Ops 2 3.3
Data Engineer 5 8.3
Consultant 1 1.7
Business Analyst 1 1.7
Auditor 3 5

24

(7) Nature of
Employment
Permanent 31 51.7
Temporary 29 48.3

Interpretation: The majority of the respondents are female employees (53.3%) with
the age group of 20-30 years (66.7%); less than 5 years of experience (56.6%); the
majority of the employees from the It department (75%); with Sr.Admin (40.1%) of
designation.

25
TABLE 6.2

Able to balance both personal life and professional life

CHI-SQUARE:

Null-Hypothesis (Ho):

There is no significant difference between gender and balancing both personal and
professional life.

Alternative Null-Hypothesis (H1):

There is some significant difference between gender and balancing both personal life
and professional life.

Balancing personal life and professional life

GENDER YES NO MAYBE


Female 17 4 11 32
Male 16 4 8 28
Total 33 8 19 N=60

Forumla: (Ai×Bj) = (Ai) × (Bj)


N

26

(A1×B1) = (A1) × (B1) (A1×B2) = (A1) × (B2)


N N

= (32) ×(33) = (32) ×(8)

60 60

= 1056 = 256

60 60

(A1×B1) =17.6 (A1×B2) = 4.26

(A1×B3) = (A1) × (B3) (A2 ×B1) = (A2) × (B1)

N N

= (32) × (19) = (28)×(33)

60 60

= 608 = 924

60 60

(A1×B3) = 10.13 (A2 ×B1) = 15.4

27

( A2×B2) = (A2) × (B2) (A2×B3) = (A2) × (B3)


N N

= (28) × (8) = (28) × (19)

60 60

= 224 = 532

60 60

( A2×B2) = 3.73 (A2×B3) = 8.86

CHI-SQUARE TABLE

Observed Expected (Oi-Ei)2


frequency (Oi) frequency (Ei) (Oi-Ei) (Oi-Ei)2 Ei
17 17.6 -0.6 0.36 0.0204
4 4.26 -0.26 0.0676 0.0158
11 10.13 -0.87 0.7569 0.0747
16 15.4 0.6 0.36 0.0233
4 3.73 0.27 0.0729 0.0195
8 8.86 -0.86 0.7396 0.0834
∑(Oi-Ei)2 = 0.2371
Ei
Chi-Square value at 5% of los (T.T.T) IS 11.07

Gender is accepting that they are able to balance their both personal life and
professional life.

Interpretation: 55% of the respondents said that they are able to balance their
personal life and professional life, 31.7% of the respondents said sometimes they are
able to balance their personal life and professional life, and 13.3% of the respondants
said that they are not able to balance their personal life and professional life.

28

TABLE 6.3
Number of days working in a week

PARTICULARS RESPONDENTS PERCENTAGE


< 4 Days 0 0
5 Days 35 58.3
6 Days 24 40
7 Days 1 1.7
Total 60 100

Interpretation: 58.3% of the respondents said that they work 5 days a week, 40% of
the respondents said they work 6 days and 1.7% of the respondents said that they
wwork7 days in a week.

CHART 6.1

Number of days working in a week

29
TABLE 6.4

Satisfaction with working hours

PARTICULARS RESPONDENTS PERCENTAGE


Yes 36 60
No 7 11.7
May be 17 28.3
Total 60 100

Interpretation: 60% of the respondents said that they are satisfied with working
hours, 28.3% of respondents said that occasionally they are satisfied with working
hours and 11.7% of the respondents said that they are not satisfied with the working
hours.

CHART 6.2

Satisfaction with working hours

30

TABLE 6.5
Level of satisfaction on work life balance

Particulars No .of respondents Percentage


1 4 6.7
2 2 3.3
3 24 40
4 27 45
5 3 5
Total 60 100

Interpretation: 45% of the respondents said that they strongly agreed with the level
of satisfaction on work-life balance, and 40% of the respondents said that they agree
with the level of satisfaction on work-life balance, 6.7% of the respondents slightly
agreed with the level of satisfaction on work-life balance, 5% of the respondents either
agree or not the level of satisfaction on work-life balance, 3.3% of the respondents
said that they strongly disagree with the level of satisfaction on work-life balance.

BAR DIAGRAM 6.3

Level of satisfaction on work life balance

31
TABLE 6.6

Missed a personal event because of work

Particulars No.of Respondents Percentage


Yes 9 15
No 5 8.3
Sometimes 45 75
Always 1 1.7
Total 60 100

Interpretation: 75% of the respondents said that they sometimes miss a personal
event because of work, 15% of the respondents said that they miss the personal event
because of work, 8.3% of the respondents said that they did not miss the personal
event because of work,1.7% of the respondents said that they are always missing the
personal event because of work.

CHART 6.4

Missed a personal event because of work

32
TABLE 6.7

Working overtime

WEIGHTED AVERAGE METHOD:

Particulars No.of respondents Weighting factors


Frequently 5 4
Rarely 20 3
Sometimes 33 2
Never 2 1
Total 60

Calculation:

f/x = (5×4)+(20×3)+(33×2)+(2×1)

60

f/x = 148

60

f/x = 2.4

Interpretation:

From the above calculation it is clear that weighted average is 2.4 and the valu of
weighted average is between 2 to 3, So most of the respondents said that
“Sometimes” they work over time.

33

TABLE 6.8
Feel tired or stressed due to work

Particulars No.of Respondents Percentage


Yes 29 48.3
No 7 11.7
Maybe 24 40
Total 60 100

Interpretation: 48% of the respondents said that they feel tired or stressed because of
work, 40% of the respondents said that they either feel or do not feel tired or stressed
because of work, and 11.7% of the respondents said that they never feel tired or
stressed because of work.

CHART 6.5

Feel tired or stressed due to work

34

TABLE 6.9
Do you think your work overtime frequently

Particulars No.of Respondents Percentage


Efficiency issues 12 20
Workload is high 13 21.7
Management is asking 35 58.3
you to work
Total 60 100

Interpretation: 58.3% of the respondents said that management is asking to work


them overtime, 21.7 of the respondents said that, because workload is high they work
overtime, and 20% of the respondents said that, due to efficiency issues they work
overtime.

CHART 6.6

Do you think your work overtime frequently

35

TABLE 6.10
Paid for working overtime

Particulars No.of Respondents Percentage


Yes 24 40
No 36 60
Total 60 100

Interpretation: 60% of the respondents said that, they paid for working overtime, and
40% of the respondents said that, they not getting paid for working overtime.

CHART 6.7

Paid for working overtime

36

TABLE 6.11
Regression activities in the office

Particulars No.of Respondents Percentage


Yes 11 18.3
No 49 81.7
Total 60 100

Interpretation: 81.7% of the respondants said that there are no regression activities in
the office, and only 18.3% of the respondents said that there are some regression
activities in the office.

CHART 6.8

Regression activities in office

37
TABLE 6.1.2

Distance between office and work

Particulars No.of Respondents Percentage


0-10 km 28 46.7
10-20 km 23 38.3
20-30 km 9 15
Total 60 100

Iterpreatation: 46.7% of the respondents said that the distance between their home
and office is lies in 0-10km, 38.3% of the respondents said that the distance between
their home and office is lies in 10-20km, 15% of the respondents said that the distance
between their home and office is lies in 20-30km.

CHART 6.9

Distance between office and work

38

TABLE 6.1.3
Getting support from the team when you feel over-stressed because of work

CHI-SQUARE:

Null-Hypothesis (H0):

There is no significant difference between gender and stress level.

Alternative Null-Hypothesis (H1):

There is some significant difference between gender and gender and stress level.

Getting support from the team when you feel over-stressed because of work

GENDER YES NO SOMETIMES NEVER


FEMALE 9 3 18 2 32
MALE 9 1 17 1 28
Total 18 4 35 3 N=60

(A1×B1) = (A1) × (B1) (A1×B2) = (A1) × (B2)

N N

= (32) × (18) = (32) ×(4)

6o 60

= 576 = 128

60 60

(A1×B1) = 9.6 (A1×B2) =2.13

39
(A1×B3) = (A1) ×(B3) (A1 × B4) = (A1) ×(B4)

N N

= (32) × (35) = (32) ×(3)

60 60

= 1120 = 96

60 60

(A1×B3) = 18.66 (A1 × B4) =1.6

(A2×B1) = (A2) ×(B1) (A2×B2) = (A2) × (B2)

N N

= (28) × (18) = (28) × (4)

60 60

= 504 = 112

60 60

(A2×B1) = 8.4 (A2×B2) = 1.86

40
(A2×B3) = (A2) × (B3) (A2×B4) = (A2) × (B4)

N N

= (28) × (35) = (28) × (3)

60 60

= 980 = 84

60 60

(A2×B3) = 16.33 (A2×B4) =1.4

CHI-SQUARE TABLE:

Observed Expected (Oi-Ei)2


frequency frequency (Oi-Ei) (Oi-Ei)2 Ei
(Oi) (Ei)
9 9.6 -0.6 0.36 0.0375
3 2.13 0.87 0.7569 0.3553
18 18.66 -0.66 0.4357 0.0233
2 1.6 0.4 0.16 0.1
9 8.4 0.6 0.36 0.0428
1 1.86 -0.86 0.7396 0.3976
17 16.33 0.67 0.4489 0.0274
1 1.4 -0.4 0.16 0.1142
∑(Oi-Ei)2 = 1.0981
Ei

Chi-Square table value at 5% of LOS (T.T.T) 14.06

Gender accepting the stress level

41
Interpretation: 58.3% of the respondents said that sometimes they get enough
support from the team when they feel overstressed because of work 30% of the
respondents said that they get support from the team when they feel overstressed
because of work, 6.7% of the respondents said that they they are not getting enough
support from the team when they feel overstressed because of work and 5% of the
respondents said that they never get enough support from the team when they feel
overstressed because of work.

42
TABLE 6.1.4

Involvement of your family members in work achievement reward function

Weighted average method:

Particulars No.of Respondents Percentage


Yes 12 3
No 11 2
Specify the program 37 1
Total 60

Calculations:

f/x = (12 × 3) + (11 × 2) + (37 × 1)

60

f/x = 95

60

f/x = 1.58

Interpretation:

From the above calculations it is clear that weighted average is 1.58 and the value of
weighted average is between 1 to 2. So most of the respondents said that “ specify the
program” organization encourage the involvement of family members in work
achievement reward function .

43
TABLE 6.1.5

Special policy for work life balance

Weighted average method:

Particulars No.of Respondents Percentage


Yes 20 2
No 40 1
Total 60 3

Calculations:

f/x = (20×2) + (40×1)

60

f/x = 80

60

f/x = 1.33

Interpretation: From the above calculation, it is clear that the weighted average is 1.3
and the value of the eighted average is between 1 and 2. So most of the respondents
said that therare “ no” special policies for work-life balance in an organization.

44
TABLE 6.1.6

Suffering from any stress restress related

CHI-SQUARE:

Null-Hypothesis (H0):

There is no significant difference between gender and stress level.

Alternative Null-Hypothesis (H1):

There is some significant difference between gender and stress level.

Stress of the variable

ASTHMA DEPRESSION HEART NONE


GENDER ATTACK
FEMALE 0 2 0 30 32
MALE 0 3 0 25 28
TOTAL 0 5 0 55 N=60

(A1×B1) = (A1)×(B1) (A1 × B2) = (A1) × (B2)

N N

= (32) × (0) = (32) × (5)

60 60

=0 = 160

60

(A1×B1) = 0 (A1 × B2) = 2.66


(A1×B3) = (A1) × (B3) (A1 × B4) = (A1) × (B4)

N N

= (32) × (0) = (32) × (55)

60 60

=0 = 1760

60

(A1×B3) = 0 (A1 × B4) = 29.33

(A2 × B1) = (A2) × (B1) (A2 × B2) = (A2) × (B2)

N N

= (28) × (0) = (28) × (5)

60 60

=0 = 140

60

(A2 × B1) = 0 (A2 × B1) = 2.33

(A2 × B3) = (A2) × (B3) (A2 × B4) = (A2) × (B4)


N N

= (28) × (0) = (28) × (55)

60 60

=0 = 1375

60

(A2 × B3) = 0 (A2 × B3) = 22.91

CHI-SQUARE TABLE:

Observed Expected (Oi-Ei)2


frequency frequency (Oi-Ei) (Oi-Ei)2 Ei
(Oi) (Ei)
0 0 0 0 0
2 2.66 -0.66 0.4356 0.1637
0 0 0 0 0
30 29.33 0.67 0.4489 0.0153
0 0 0 0 0
3 2.33 0.67 0.4489 0.1926
0 0 0 0 0
25 22.91 2.09 4.3681 0.1906
∑(Oi-Ei)2 =0.6999
Ei

Chi-Square table value at 5% of LOS (T.T.T) 14.067

Gender accepting the stress level

Interpretation:
91.7% of the respondents said that they are not suffering from any stress related
diseases and 8.3% of the respondents said that they are suffering with depression.
CHAPTER-7

RESEARCH FINDINGS &


CONCLUSIONS

7.1 RESEARCH FINDINGS


From the data analysis and interpretation of this study, the following findings are
drawn.

 The majority of the respondents are female employees (53.3%) with the age
group of 20-30 years (66.7%); less than 5 years of experience (56.6%); the
majority of the employees from the It department (75%); with Sr.Admin
(40.1%) of designation.
 Gender is accepting that they are able to balance of their both personal life
and professional life
 Majority of the respondents (58.3% ) said that they work 5 days a week, (40%)
of the respondents said they work 6 days and (1.7%) of the respondents said
that they wwork7 days in a week.
 Majority of the respondents (60%) said that they are satisfied with working
hours, (28.3%) of respondents said that occasionally they are satisfied with
working hours and (11.7%) of the respondents said that they are not satisfied
with the working hours.
 Majority of the respondents (45%) said that they strongly agreed with the
level of satisfaction on work-life balance, and (40%) of the respondents said
that they agree with the level of satisfaction on work-life balance, (6.7%) of
the respondents slightly agreed with the level of satisfaction on work-life
balance, (5%) of the respondents either agree or not the level of satisfaction on
work-life balance, (3.3%) of the respondents said that they strongly disagree
with the level of satisfaction on work-life balance.
 Majority of the respondents(75%) said that sometimes they miss a personal
event because of work, and (15%) of the respondents said that they miss the
personal event because of work, (8.3%) of the respondents said that they did
not miss the personal event because of work, (1.7%) of the respondents said
that they are always missing the personal event because of work
 From the weighted average calculation it is clear that weighted average is 2.4
and the valu of weighted average is between 2 to 3, So most of the respondents
said that “Sometimes” they work over time.

45
 Majority of the respondents (48%) said that, they feel tired or stressed because
of work, (40%) of the respondents said that, they either feel or not feel tired or
stressed because of work, and (11.7%) of the respondents said that they never
feel tired or stressed because of work.
 Majority of the respondents (58.3% ) said that, management is asking to work
them overtime, (21.7) of the respondents said that, because of work load is
high they work overtime, and (20%) of the respondents said that, due of
efficiency issues they work overtime.
 Majority of the respondents (60%) said that, they paid for working overtime,
and (40%) of the respondents said that, they not getting paid for working
overtime
 (81.7%) of the respondants said that, there is no any regression activies in the
office, and only (18.3%) of the respondents said that there are some regression
actiies in the office.
 (46.7%) of the respondents said that the distance between their home and
office is lies in 0-10km, (38.3%) of the respondents said that the distance
between their home and office is lies in 10-20km, (15%) of the respondents
said that the distance between their home and office is lies in 20-30km.
 58.3% of the respondents said that sometimes they get enough support from
the team when they feel overstressed because of work 30% of the respondents
said that they get support from the team when they feel overstressed because
of work, 6.7% of the respondents said that they they are not getting enough
support from the team when they feel overstressed because of work and 5% of
the respondents said that they never get enough support from the team when
they feel overstressed because of work.
 From the above calculation, it is clear that the weighted average is 1.3 and the
value of the eighted average is between 1 and 2. So most of the respondents
said that therare “ no” special policies for work-life balance in an
organization.

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7.2 CONCLUSIONS

The family and work life are both important to employees in any sector and if these
two are not maintained properly it creates stress and strain and results into various
diseases. This study is found important because it tries to know how the work-life and
family life interface results into stress.

Work-life balance policies are most likely to be successfully mainstreamed in


organizations which have a clear understanding of their business rationale and which
respect the importance of work-life balance for all employees.

From the finding of the present study, it can be concluded that, majority of the
respondents who are working in Roboclic Infotech Pvt.Ltd are able to balance
between both personal life and professional life.

Respondents said, though they are managing work-life balance but still feeling
stressed about their work, tired due to work pressure at the time of finanvial year
ending. To cope with stress they are using different methods like listening to music,
talking to friends, watching movies, doing yoga and meditation.

Most of the resopondents who are working in Roboclic Infotech Pvt.Ltd are working
overtime because the management is asking to work them. The organization pay for
working overtime.

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CHAPTER-7

SUGGESTIONS &
RECOMMENDATIONS
SUGGESTIONS & RECOMMENDATIONS

 By consulting the right people reviewing the present work life balance
initiatives, deciding on any new initivatives that can be implemented will be
help to the organization as well as to the employees as few are feeling stressed
at the time of financial year ending.
 In order to retain and attract talent, Roboclick Infotech Pvt.Ltd may update and
implement work life balance policy for good and effective work life balance of
their employees.
 By introducing stress coping strategies like provisions of cafeteria, social
gathering, yoga and meditation classes to the employees, relieved from stress
and can work more effectively.
 Provisions like maternity benefits, working hour regulations, childcare
provisions and leave policies help employees at Roboclick Infotech Pvt.Ltd,
minimize stress raised out of work life balance.
 Skills and motivation level of the employees can enhance by providing
effective training.
 Most of the employees working in the firm are married therefore the women
employee should not be forced to work overtime in the firm since they have to
take care of the family. Therefore the time schedule of the firm should be sent
in such a manner that it is not affecting their work-life balance.
 The firm should provide accommodation to their employees who are coming
from faafaray place which take up to mormore thane hour for travel, this time
can be utilized for the work if they are provided with near by residence.

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BIBLOGRAPHY
BIBLIOGRAPHY

Journals

1. Lazar I. (2010), The Role of Work-Life Balance Practices in Order to


Improve Organizational Performance, European research studies journals,
volumeX111(1),pp: 201-214
2. Kumari T. (2011), Impact of Stress on work-life Balance of Women
employees with reference to BPO and Education sectorsvin Bangalore,
International Journal of Research in Commerece, IT and Management,
Volume 1, issue no.7
3. Kumari T. (2012), employee perception on work-life balance and its relation
with job satisfaction in Indian public sector banks, International journal of
engineering and management research, Volume 2, issue 2.
4. Purohit M. (2013), A comparative Study of Work-Life Balance in various
Industrial Sectors in Pune region, International Journal of marketing, finance
services & Management Research, Volume 2(3), pp: 198-206
5. Goyal k.a, gravel a (2015), issues and challenges of Work-Life Balance in the
banking industry of India, Pacific Business Review International, Volume 8,
pp:113-118, issue:5
6. Kakkar, Jyothi, Bhandari, Anuradha (2016), a study on Work-Life Balance in
the Indian service sector from a gender perspective, The IUP Journal of
organizational behavior, Volume XV(1), pp: 19-36
7. Onur Emre. (2019), The role of Work-Life Balance and autonomy in the
relationship between commuting, employee commitment and well-being, the
international journal of human resource management, Volume 30, issue 22.

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WEBSITES:

1. http://en.wikipedia.org/wiki/work%E2%80%93life-balance
2. https://www.assuresoftware.com/global/blog/how-work-life-balance-benefits-
your-organization
3. https://www.ukessays.com/essays/social-work/importance-of-work-life-
balance-social-work-essay.php
4. https://shodhgangotri.inflibnet.ac.in/bitstream/123456789/4035/3/03literature
%20review.pdf
5. https://techwave.net/

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.

ANNEXURES
QUESTIONNAIRE

Demographic Factors

1. Age

A) <20years B) 20to30 years C) 30to40 years D) .>50 years

2. Gender

A) Female B) Male

3. Marital status

A) Yes B) No

4. Experience

A) <5Years B) 6-10 years C) 11-20 years D) More then 20 years

5. Department:

6. Designation: :

7. Nature of employment:

A) Permanent B) Temporary

8. Do you really feel your able to balance your personal life and professional life.

A) Yes B) No C) Maybe

9. How many days in a week you normally work.

A) < 4 Days B) 5 Days C) 6 Days D) 7 Days

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10. Are you satisfied with your current working hours.

A) Yes B) No C) Maybe

11. On a scale of 1-5(From strongly agree to disagree) please rate your level of
satisfaction with work-life balance.

A) 1 B) 2 C) 3 D) 4 E) 5

12. Have you missed a personal event because of work.

A) Yes B) No C) Sometimes D) Always

13. How often do you work overtime.

A) Frequently B) Rarely C) Sometimes D) Never

14. How do you feel when the manager does not recognize your work

15. Do you never feel tired or stressed because of work.

A) Yes B) No C) Maybe

16. What is your biggest obstacle in balancing work life and personal life.

17. Why do you think you work overtime frequently.

A) Efficiency Issues B) Work Load Is High

C) Management Is Asking You To Work

18. Do you get paid for working overtime.

A) Yes B) No
19. Will you have any Regression activities in the office.

A) Yes B) No

20. How far do you stay from the office?

A) 0-10km B) 10-20km C) 20-30km

21. When you feel over-stressed because of work do you get enough support from the
team.

A) Yes B) No C) Sometimes D) Never

22. Does your organization encourage the involvement of your family members in
work achievement reward function.

A) Yes B) No C) Specify the program

23. Do you have any special policy for work life balance in your organization?

A) Yes B) No

24. Are you suffering from any stress related diseases?

A) Asthma B) Depression C) Heart Attack

D) None

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