A

DESSERTATION REPORT
ON
“A STUDY ON WORK LIFE BALANCE AMONG WOMEN EMPLOYEES IN
SERVICE SECTOR OF KHATIMA AND NANAKMATTA CITY”

THE PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE

AWARD OF DEGREE OF

Submitted To:
KUMAUN UNIVERSITY IN PARTIAL FULFILLMENT OF

THE REQUIREMENT FOR THE AWARD OF

BACHELOR OF BUSINESS ADMINISTRATION

(2021-2024)

SUPERVISED BY: SUBMITTED BY:

Dr. Manoj Singh Negi Mayank Kandpal

Assistant Professor Roll No.:-210945250082

Faculty of Commerce and Business Management

Amrapali Group of Institutes

Shiksha Nagar, Lamachaur Hadlwani, Uttarakhand

1
CERTIFICATE:

This is to certify that MAYANK KANDPAL of BBA 6th Semester has successfully
completed the report file entitled “A study on work life balance among women employees in
service sector of khatima and nanakmatta city” is prepared under my guidance and submitted
for the award of the degree of Bachelor of Business Administration as per the requirements of
the Kumaun University, Nainital, Uttarakhand.

Dr. Manoj Singh Negi

Assistant Professor
Faculty of Commerce & Business Management
Amrapali Group of Institutes

2
DECLARATION
I undersigned Mayank Kandpal student of BBA 6th Semester declare that I have
prepared the Project on “A STUDY ON WORK LIFE BALANCE AMONG WOMEN
EMPLOYEES IN SERVICE SECTOR OF KHATIMA AND NANAKMATTA CITY”

This has been personally completed by me under the guidance of Assistant Professor Dr.
Manoj Singh Negi in partial fulfilment of BBA program – during academic year 2021-2024.
All the data represented in this project is true & correct to best of my knowledge and belief.
I also declare that this project report is my own efforts and experience presented here is not
copied from anywhere.

SIGNATURE:

MAYANK KANDPAL

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ACKNOWLEDGEMENT

I take this opportunity to express my deep sense of gratitude, thanks and regards towards all
of those who have directly or indirectly helped me in the successful completion of this
project. I would also thank my colleagues for their wonderful support and inspiration.

I also thank Assistant Professor Dr. Manoj Singh Negi who has sincerely supported me with
the valuable insights into the completion of this project. I am grateful to all faculty members
of Amrapali Group of Institutes and my friends who helped me in the successful completion
of this project. Last but not the least I am indebted to my parents who provided me their time,
support and inspiration needed to prepare this project report.

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 TABLE OF CONTENTS

CHAPTER CONTENT Page No.

Title Page (Cover Page) 1

Institute Certificate 2

Declaration 3

Acknowledgement 4

Table of Content 5

Chapter – 1 Introduction 6-9

Chapter – 2 Theoretical framework 10-22

Chapter – 3 Literature Review 23-26

Chapter – 4 Research Methodology 27-29

Chapter – 5 Data Analysis & 30-38

Interpretation

Chapter – 6 Findings, Limitation, 39-47

Suggestion & Conclusion

Chapter – 7 Annexure & Bibliography 48-53

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 CHAPTER – 1

INTRODUCTION

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1.1 OVERVIEW OF THE PROJECT

Work-life balance of women in Service sectors is gaining the domain place in highly discussed

topics. Family–work conflict and work–family conflict are more likely to exert negative influences

in the family domain, resulting in lower life satisfaction and greater internal conflict within the

family. Variables such as the size of family, the age of children, the work hours and the level of

social support impact the experience of Work family conflict and Family work conflict. It is also

significant to note the success level gained by women in career and family inspite of all the stress

they undergo at work place. It is also important to consider the consequences these variables have on

psychological distress and wellbeing of the working women.

This study is based on descriptive research and the primary data has been collected from 152 women

employee as respondents working in Service sector in Khatima and Nanakmatta City. The main

objective of this research is to identify the perception of women employees towards work-life

balance and to find out their benefits and challenges in work life. The findings of this project gives

us an idea about the changes in current trends in family type, salary and motivational factors and

their influences on worklife balance among women employees in service sector.

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1.2 OBJECTIVES OF THE STUDY

Primary objective:

 To find the perception of women employees towards work life balance policies
provided by the organization.

 To identify the challenges of women employees in work-life balance.

Secondary objective:

 To identify the benefits of work -life balance of Women Employees.

 To learn the current practices followed by women employees for work-life balance.

 To suggest some recommendations to women employees and organizations to balance

work-life

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1.3 SCOPE OF THE STUDY

The present study is confined to women employees in Khatima and Nanakmatta city. Khatima
and Nanakmatta city is one of the developed cosmopolitan cities .

Women employees who have been working in different organizations in Service Sectors
like Banking, Insurance, Advertising, Education, IT, BPO and Health care were considered
for the purpose of the study.

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 CHAPTER – 2

THEORTICAL FRAMEWORK

10
2.1 INTRODUCTION

ORIGIN OF WORK-LIFE BALANCE :

Work- life balance has emerged as a hot topic in recent years– fuelled in part by changing
trends in women’s social roles. Whilst labor market participation has increased for women of
all ages, women continue to shoulder the main responsibility for organizing and undertaking
unpaid caring work. In India, it is taken for granted that economic activities are exclusively
the prerogative of males while domestic work, child bearing and child rearing are the sole
occupations of women. Historically, women in India have not enjoyed a good status in
workplace settings whether in managerial or operative roles. Since times immemorial,
women have been burdened with work of all sorts all through their lives. From reproduction
to all household chores and outside, their role as worker is significant, unique and
burdensome. But they are discriminated and exploited all over.

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 Changes in the social, political and economic fabric of societies
have influenced and continue to influence both the nature of employment and its relationship
to life outside work .

The Services Sector constitutes a large part of the Indian economy both in terms of
employment potential and its contribution to national income. The Sector covers a wide
range of activities from the most sophisticated in the field of Information and

Communication Technology to simple services pursued by the informal sector workers, for
example, vegetable sellers, hawkers, rickshaw pullers, etc. Among fast growing developing
countries, India is distinctive for the role of the service sector.

11
The changing economic conditions and social demands have changed the nature of work
throughout the world . The concept of Work life balance is becoming more and more relevant
in an ever dynamic working environment.

2.2 FOLLOWING DETERMINANTS HAVE BEEN IDENTIFIED

WHICH IMPACT THE ISSUE OF WORK LIFE BALANCE.

Classification of Determinants of Work Life Balance

Organizational factors Individual Factors
1. Present annual income of employee 1. Age of an employee / Life Stage
2. Tenure in the present organization Of

Department in which an employee is Employee

3.
working 2. Marital Status

Type of organization 3. No Of Members of family

4.
4. Type of Family
5. Nature of Job
5. No Of Dependents
6. No of years of previous
6. Educational Qualification
7. experience Level of hierarchy in
7. Mobility from native place.
the organization Term Of
8. Attitude and values of employee
8. Contract
9. Psychological factors
9. Situational factors
10. Support from family members
10. Support from employer and
11. Energy Levels of employee
management
12. Self High Expectations
11. Support from colleagues
12. Policies of organization
13. Technology and its use
14. Long Working Hours

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2.3 PRACTICES FOLLOWED BY WOMEN EMPLOYEES TO
MANAGE PROFESSIONAL AND PERSONAL LIFE :

1. Time Management : Majority of female employees agree with the statement that they
do all the basic preparation of next day on previous night .

2. Use of personal vehicle for commuting : Majority of the female employees prefer to
use their personal vehicle for commuting from their residence to their work places as
against organization transport .This helps them to do small domestic work like
purchasing grocery , vegetables or any other on their way home. This saves their time .

3. Proper planning well in advance : All the female employees agree with the statement
that try to start 10 to 15 minutes before the stipulated time so that I reach on time
comfortably.

4. Seeking support of parents and in-laws in case of emergency at workplace.

5. Using Crèche facility for KIDS : Majority of married female employees prefer to
keep my kids in crèches rather than keeping with my in-laws

6. Seeking support from seniors : Majority of female employees agree that they seek
support of their seniors when the their personnel attention to family is required .

7. Networking with the community members : All the female employees agree that
they network with the members of the community who can help me in alternative
arrangements.

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2.4 ORGANIZATIONAL PRACTICES ADDRESSING WORK LIFE
ISSUES OF EMPLOYEES :

The range of Work Life Balance initiatives by the organizations available can be grouped
into 4 main areas:

1. Leave provisions (such as parental and family leave) : Facilities like Carriers
Leaves , Opportunity for leave if Care arrangements for children or other dependents
breakdown, Study / training leave, Career Breaks, Cultural / religious leave, Bereavement
leave, Pooling of leave entitlements are offered by many organizations to the female
employees to manage the work life issues . Maternity and Parenting policies like Unpaid
maternity / paternity and adoption leave, Paid maternity leave, Paid paternity leave, Paid
adoption leave, Opportunity to return to the same job after maternity / paternity and
adoption leave, Safety at work during pregnancy (e.g. changing the work of pregnant
women to avoid long periods of standing or lifting heavy objects ), Pre-natal leave ( e.g.
time for pregnant women or their partners to attend medical appointments during working
hours , either using additional leave or sick leave ), Staggered return to work after
pregnancy ( employees being able to negotiate a temporary reduction in hours of work
when they return to work ) etc. are adopted by many organizations to address the issues
of work life balance .

2. Flexible hours provisions : Flexible work arrangements like job sharing, flexible
start and finish times , Telecommuting, Cap on overtime, Opportunity to negotiate
parttime work for full time employees, Time Off in lieu and roistered days off are offered
by many organizations .

3. Additional work provisions : Telephone for personal use , Counseling services for
employees, Referral services for employees personal needs, Health programs, Parenting
or family support programs, Exercise facilities, Relocation or placement assistance, Equal
access to promotion , training and development are some of the other provisions by the
organizations to support the work life issues of female employees in service sector .

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2.5 IMPACT OF WORK LIFE IMBALANCE:

It can be tempting to rack up hours at work, especially if you're trying to earn a promotion
or manage an ever-increasing workload. Sometimes overtime may even be required. If
you're spending most of your time working , though, your home life will take a hit.
Consider the consequences of poor work-life balance :

1. Fatigue or Low Energy Levels : When you're tired, your ability to work
productively and think clearly may suffer — which could take a toll on your professional
reputation or lead to dangerous or costly mistakes. At the same time when employees feel
fatigue due to tiresome work at professional front , when they return home they are left
with no energy to interact with family members .

2. More pressure on household work : Due to excessive pressure at home front

female employees complaint getting late very frequently to job .

3. Unable to spend quality time with friends and loved ones. - If you're working too
much, you may miss important family events or milestones. This can leave you feeling
left out and may harm relationships with your loved ones. It's also difficult to nurture
friendships if you're always working.

4. Increased expectations. If you regularly work extra hours, you may be given more
responsibility. This may lead to only more concerns and challenges.

The various roles we occupy as parents, partners and employees or employers

bring with them different obligations which need to be reconciled. Balancing work,
family and lifestyle commitments is often difficult and sometimes the different demands
can be overwhelming and incompatible. The consequences include increases in juvenile
crime, more drug abuse, a reduction in care of the community and in community
participation and less willingness to take responsibility for care of elderly relatives and
for the disadvantaged. While steps to redress these concerns transcend work and
employment, it is nevertheless argued that the demands of work contribute to a reduced
participation in non-work activities resulting in an imbalance.

15
The result of work life imbalance at the workplace can be that employees:
 are less productive
 are absent more often, or for longer
 disguise the real reasons for their absence
 have lower levels of morale
 are more stressed
 are more likely to leave a workplace unsupportive of work-life balance issues .

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 2.6 BENEFITS OF WORK LIFE BALANCE:

Work-life balance is an essential part of Corporate Social Responsibility. Corporations are

increasingly recognizing that an inadequate work-life balance can have detrimental impacts
on staff performance, satisfaction and retention. When employers target good work-life
balance, they can see that reducing stress and frustration resulting from poor work-life
balance can be beneficial to both parties.

Furthermore the adoption of work-life balance policies and practices can improve an
organization’s ability to respond to customers’ demands for increased access to services and
deal with changes in a way that can be satisfactory to both employers and employees.

Helping individuals and families achieve a balance between their work, family and lifestyle
commitments by introducing work-life balance policies (i.e. policies that help people meet
the needs of their work life and personal life) can provide benefits for both employees and
employers.

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2.7 BENEFITS TO THE INDIVIDUAL :

Recognized benefits of work-life balance policies for employees include:

1. Improved work-life balance – a reduction in the impact of work on home and family
life .
2. Reduced stress levels .
3. Control over time management in meeting work-life commitments .
4. Autonomy to make decisions regarding work-life balance.
5. Increased focus, motivation and job satisfaction knowing that family and work
commitments are being met.
6.Increased job security from the knowledge that an organization understands and
supports workers with family responsibilities.

7.Decreased Health Care Costs and Stress-Related Illnesses : With increasing company
focus on the high cost of health care, work/life programs are becoming an intelligent
choice to help lower the number of health care claims.

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2.8 BENEFITS TO THE ORGANIZATION

The benefits of work-life balance policies are not restricted to the employees using the
policies, but also to the employer providing them. Recognized benefits for introducing
work-life balance policies for employers include:

 Reduced Staff Turnover Rates & increased Employee Retention :The cost of
employee turnover and accompanying loss of valuable company knowledge can
be significant. Work/life programs offer a solution to retention woes. The highest
performers are the most likely to consider their ability to balance work and
personal responsibilities in a decision to stay with the company.

 Lower recruitment and training costs, associated with reduced turnover :

Getting and keeping the right staff can be achieved through good work life balance
policies. Finding and keeping good staff can be difficult especially in a tight labor
market. Employers who can offer work-life balance and flexible work options are
likely to have the competitive edge, gain access to a wider recruitment pool, and are
more likely to hold onto existing staff. As a result of the flexible working
arrangements and other work-life initiatives, many companies have increased
retention of graduates and women returning from parental leave.

 Becoming a good employer or an employer of choice :

 Being an ‘employer of choice’ can give you the competitive edge for attracting
talent. Employees who are positive about their workplace help to foster a positive
attitude in the wider community. Increasingly businesses are adopting practices that
make a positive difference for the environment and society. Staff are a vital business
resource, so it makes sound business sense to develop and protect this resource.
Work/life initiatives create positive employer branding, promote being an employer
of choice, foster organizational citizenship, and support diversity initiatives.

 Increased return on investment in training as employees stay longer : Good

WLB initiatives by organization improves the retention rate .5. Reduced absenteeism
:

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  Research has documented that work/life programs can reduce absenteeism .

 Reduced use of sick leave : Good WLB initiatives from the organization promotes
the health of the employees in turn reduced use of sick leave .

 Reductions in worker’s stress levels : WLB policies and its use reduces the level of
stress among the employees of the organization.

 Improved morale or satisfaction : Poor work-life balance can lead to stress and
absenteeism, and low output. Helping employees achieve work-life balance is
integral to their general health and wellbeing, increasing their work satisfaction and
motivation. They are likely to be more committed, more flexible and more
responsive to the business and customers’ needs. Research indicates that company
commitment to work/life initiatives is closely aligned with employee motivation and
productivity .

 Greater staff loyalty and commitment : Good work life balance policies in the
organizations wins the loyalty and commitment from the employees .

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

 Better teamwork and communication : Good work life balance policies

encourages teamwork and good communication

2.9 BARRIERS OR CHALLENGES TO WORK LIFE BALANCE :

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 Time Consuming : Implementing a WLB strategy takes time . Timescales for
o implementation need to be realistic.

 Lack of Team Work : Introducing, operating and implementing work-life balance

requires collaborative working and is very much an holistic process .

 Lack of communication : Communication about work/life programs is essential.

Although an organization may offer a rich menu of work/life benefits, the desired
effect—yielding positive business results—is unlikely to occur if employees do not
know about the programs or understand them.

 Only paper work no implementation : Many organizations have the policies only
on paper .There is very less concern for the implementation of the policies .

 Support of management : Work-place initiatives of any sort are likely to fail if they
do not have the full support of all levels of management. Supporting and training
managers in the application of WLB is imperative. Early engagements with Senior
Managers results in a higher level of commitment

 Early Awareness : Early awareness raising sessions for managers on the work-life
concept could have helped alleviate initial concern.

 Delays in decision making: Over dependence on working groups delaying decision

making .

 Difference in interpretations : Informal flexible working practices can lead to

different interpretations leading to inconsistency of approach . Performance
Management has to be dealt with in the appropriate way and not through WLB.

 Isolated Vs. bundled WLB practices : There is something of a puzzle about why
family-friendly policies and practices do not appear to improve work-life balance to
the extent we might expect. Isolated family-friendly practices will have little impact
but that a comprehensive bundle of practices are associated with superior ratings of
corporate performance . While their focus is on corporate performance, there may be

21
similar implications for their impact on employees. One interpretation of the presence
of a bundle of practices is that they have become embedded in the organizational
culture whereas isolated practices operate on the margin. This would reinforce the
importance of considering organizational culture/climate as a key unit of analysis as
much as the specific practices.

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 CHAPTER -3
LITERATURE REVIEW

3.1 REVIEW OF LITERATURE:

23
Number of studies has addressed this issue in different perspectives. Some of the papers
related to this subject are reviewed.

J.Sudha (2014) research has identified the various aspects such as career advancement, Work
Stress, Career aspiration, Work Family Conflict and Family Work Conflict, Child care in
context with Work Life Balance (WLB) and its practices and has revealed the overview of
the various challenges and issues faced by Women employees to achieve WLB.

Sahana Maiya and Dr.M.M.Bagali (April 2014) have revealed the picture of difficulties
faced in balancing the work demand and the life (family) responsibility as there was high
correlation between the difficulties faced and the balancing act to be performed.

The study also defined certain specific HRM interventions for better work-life balance.

Prof.K.Thriveni Kumari & Dr.V.Rama Devi (2013) addressed the Work life balance as one
of the most challenging issues being faced by the women employees in the 21st century
because of the type of roles they play at home and the spill over of personal life over work
life.

Prof. K.Santhana Lakshmi (March 2013) have examined that the Educational institutions
should address the Work Life Balance related issues among their staff, specifically women
and take a holistic approach to design and implement the policies to support the teaching staff
to manage their WLB.

Professor S.Padma and M.Sudhir Reddy (May 2013) article was to find the impact of family
Support on Work life Balance and revealed that Women with the responsibility of elder
parents‟ health need to be given a helping hand to balance their personal and professional
works.

A.Jerina Bee, K.Baskar & V.Vimala (2013) has reported in their Indian Streams Research
Journal about Family–work conflict (FWC) and work–family conflict (WFC) are more likely
to exert negative influences in the family domain, resulting in lower life satisfaction and

24
greater internal conflict within the family. Studies have identified several variables that
influence the level of WFC and FWC.

Satinder Singh (2013) literature identifies its effect on various quality life conditions i.e Job
Satisfaction, Work Stress, Career Growth, Turnover, Absenteeism, Appreciation and
competitive environment in context with Work-life Balance and its practices/policies. In this
paper, an endeavor has been made to provide an overview of various aspects of Work-Life
Balance through the review of existing literature.

T.S.Shanthi & Dr.K.Sundar (January 2012) research measures the level of satisfaction as
perceived by the women-respondent employees on the varied determinants of work life
balance, to identify the major factors that influence the work life balance among various
categories of women employees in I.T. Industry and to measure the overall work life balance
of women employees irrespective of cadres.

Prof. Sobia Shujat,Prof.Farooq-E-Azam Cheema & Prof.Faryal (2011)Bhutto study has

analyzed the impact of work life balance on employee job satisfaction in private banking
sector of Karachi. Factors involved are job satisfaction and work life balance with respect to
flexible working conditions, work life balance programs, employee intention to change/leave
job, work pressure/stress and long working hours.

N.Krishna Reddy et al, (2010) concluded that the married women employees indeed
experience Work Family Conflict (WFC) while attempting to balance their work and family
lives. Thus, Organization needs to formulate guidelines for the management of WFCs since
they are related to job satisfaction and performance of the employees.

Niharika and Supriya (2010) have studied the work based factors and family related factors
that are considered to contribute to work life balance. Work based factors are flexi
time, option to work part time and freedom to work from home and the family related factors
are child care facility and flexibility to take care of emergencies at home.

Rincy V.Mathew and N. Panchanatham (July 2009) identified the significant differences in
the level of WLB issues faced by the various categories of women entrepreneurs. The study

25
also provides recommendations for human resource professionals, management consultants,
academicians and women entrepreneurs themselves to deal with the major WLB issues faced
by Indian women entrepreneurs.

Carol Emslie and Kate Hunt (January 2009) did a qualitative study of gender and work –life
balance among men and women and the ways in which both men and women in mid-life
negotiate the intersections between paid work and other areas of life.

Ms.Lakshmipriya and Ms. Neena.S (April 2008) highlights the various values, attitudes &
beliefs of women regarding job anxiety in their formal work organizations & particularly
balancing their work & personal life.

Gregg Schoenfeld (April 2005) examines the work-life balance achieved by recent MBA
graduates and discusses underlying factors associated with personal perceptions of balance
and imbalance. Work-life balance issues are brought to the forefront as a part of the annual
MBA Alumni Perspective Survey conducted by the Graduate Management Admission
Council® (GMAC®) in April 2005.

3.2 RESEARCH GAP:

As seen in review of literature, there are so many studies conducted on Work-life imbalance
in common and among women in general. This study purely focused on women employees
in service sector of Chennai only. And the previous studied have concentrated in other field
like IT but have not given the importance in Service Sector, so this study has focused on
service sector women employees.

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 CHAPTER - 4
RESEARCH METHODLOGY

4.1 RESEARCH METHODLOGY

Research methodology is a way to systematically solve the research problem. It may be
understood as a science of studying how research is done scientifically as research
methodology has many dimensions and research method to constitute a part of it.

27
4.2 RESEARCH DESIGN:
A research design is a plan of the proposed research works, it is the arrangement of
conditions for collections and analysis of data relevant to the research purpose. This
descriptive study proceeds with formulation of objectives and to give direction to what type
of data would be necessary to reveal the characteristic.

4.3 DATA COLLECTION METHOD:

The data collection method used for the analysis of this study are :
Primary – Data in this study are collected through Questionnaire method, by filling
questionnaire from women employees.
Secondary – Data collected from journals, magazines, books, newspapers, online
resources etc.

4.4 SAMPLE METHOD :

The method adopted for the sample size of this research is convenient random sampling
technique.

4.5 SAMPLE SIZE:

Sample size taken for the study is 152 women employees from 6 Segments of Service
Sector viz Advertising, Banking and Financial Services, IT & ITES , Hospitals, Education
and Others.

4.6 QUESTIONNAIRE DESIGN:

The study was conducted using structured questionnaire, questions belong to closed ended
patterns, these closed ended questions are framed using the following type such as

Multiple choice  Rating scale

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4.7 STATISTICAL TOOLS APPLIED:
The statistical tools applied for the analysis of data are
Tabulation
Bar diagram

29
 CHAPTER – 5
DATA ANALYSIS AND
INTERPRETATION

5.1 DATA ANALYSIS AND INTERPRETATION

Two Hundred and ten questionnaire were distributed to different types of organizations
falling under service sector viz Advertising, Banking and Financial services , Hospitals , IT &
ITES and Education and other . After eliminating the invalid questionnaires , 152 valid
questionnaires were used for further analysis.

30
1. Age of Respondent

2. S. Age in Years No. of Respondents Percentage

No
1 Below 25 years 40 27
2 From 25 to 35 years 52 34
3 35 to 45 years 31 20
4 Above 45 years 29 19
Total 152 100

60

50 52

40
40
34

30 27 No.of Respondents
31
29
Percentage
20 19
20

10

0
Below 25 From 25 to 35 to 45 above 45
years 35 years years years

Inference:
From the above table, it has been interpreted that 27% of respondents belong under the age of
25, 34 % belong between 25 to 35 years, 20% belong between 35 to 45 years, 19% belong
above 45 years of age.

31
2. Educational qualification of Respondent
3. S.No Educational qualification No.of Respondents Percentage
1 Diploma 17 11
2 UG 62 41
3 PG 63 42
4 Others 10 6

32
 Total 152 100

70
60
50 41 42
40 No.of Respondents
30 Percentage
20 11
6
10
0
Diploma UG PG Others

Inference:
From the above table, it has been interpreted that 11% of Respondents have done diploma,
41% have done under graduation, 42% have done Post graduation and 6% of the respondents
belong to others.

3. Martial Status
S.No Marital status No.of Respondents Percentage
1 Married 76 50
2 Unmarried 68 44
3 Divorced 8 6

33
 Total 152 100

76
80
68
70

60

50
No.of Respondents
40
Percentage
30

20
8
10

0
Married Unmarried Divorced

Inference:
From the above table, it has been interpreted that
• 50% of respondents were married
• 44% of respondents were unmarried
• 6% of respondent were divorced

4. Working Experience of women employees

S.No Years of Work experience No. of Respondents Percentage

1 Less than a year 26 17
2 1 year to 5 years 52 34

34
 3 5 years to 10years 43 28
4 More than 10years 31 21
Total 152 100

60
52

50
43

40
34
31
28
30 26
21
20 17

10

0
Less than a year 1 year to 5 5 years to More than
years 10years 10years

No.of Respondents Percentage

Inference:
From the above table, it has been interpreted that 17 % of Respondents work experience is
less than a year, 34% is between 1year to 5 years, 28% is between 5years to 10 years and
21% is more than 10 years.

5. Income level of working women respondent

S. No Income Level No. of Respondents Percentage

1 Rs.10,000 - Rs.15,000 52 34
2 Rs.15,000- Rs.20,000 35 23

35
 3 Rs.20,000- Rs.25,000 32 21
4 > Rs.25,000 33 22
Total 152 100

Income level of respondents

60
52
50

40
35
32 33
30 34
No.of Respondents
Percentage
20 23 22
21

10

0
Rs.10,000 - Rs.15,000- Rs.20,000- > Rs.25,000
Rs.15,000 Rs.20,000 Rs.25,000

Inference:
From the above table, it has been interpreted that 34 % of Respondents income level is
between Rs.10,000 to Rs.15000, 23% of respondents income is between Rs.15000 to
Rs.20,000, 21% of respondents income is between Rs.20,000 to Rs.25,000 and 22% of
respondents income is above Rs.25000 .

6. Family type of women employees

S.No Family Type No. of Respondents Percentage

1 Joint family 42 27
2 Nuclear Family 110 73

36
 Total 152 100

120
110

100

80
73

60 Joint family
Nuclear Family
42
40
27

20

0
No.of Respondents Percentage

Inference:
From the above table, it has been interpreted that 27% of Respondents belong to Joint family
type and 73% belong to Nuclear family .

7. Balance of work and life by working women

S. No Balance of work and Life No. of Respondents Percentage

1 Strongly agree 25 16

2 Agree 34 22

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 3 Neutral 16 11

4 Disagree 36 24

5 Strongly Disagree 41 27
152 100
Total

27
Strongly Disagree

24
Disagree

11
Neutral
Percentage
No.of Respondents
22
Agree

16
Strongly agree

0
20
40
60

Inference:
From the above table, it has been interpreted that 16% of Respondents strongly agree that
they balance their work and life, 22% agree, 11% say neutral, 24% Disagree and 27%
Strongly disagree.

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 CHAPTER-6
FINDINGS, LIMITATIONS AND
SUGGESTIONS

6.1 FINDINGS
 Most of the employees do agree in balancing their work and life in service sector, in
Khatima and Nanakmatta city.

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 Marital status of employees highly influence their work-life balance as 50% of
respondents were married mostly and 44% of respondents were unmarried and rest
6% of respondents were divorced.

 Past financial experiences ,Present financial requirements ,future financial

requirements ,use of educational qualification ,overcome boredom at home ,career
orientation ,taking care of dependents, independence are the reasons being identified
for taking up the job.

 Practices followed by majority of female employees to manage professional and

personal life are Time Management ,Use of personal vehicle for commuting ,Proper
planning well in advance , participating in social networking .

 The current trend of working in Banking or Finance field has slightly increased as
compared to IT, advertising, Education and other fields of service sector due to the
increase in pay and other facilities. Major percentage of respondents are working in
Banking or Finance field.

 It is also found that, in recent years family type either joint or nuclear doesn’t affect
the work life balance of women employees, 73% of respondents belong to Nuclear
family and 27% belong to Joint family.

6.2 LIMITATIONS

 The undertaken research is only related to work life balance issues of women
employees employed in service sector only .

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  It excludes the women who are employees in other sectors viz Manufacturing or
agricultural sector .
 It excludes the male employed population .
 The survey excludes the unemployed and the self-employed, so the level of
imbalance in the population as a whole may vary .
 The study is with reference to Women employees in Khatima and Nanakmatta
City only .

6.3 SUGGESTION AND RECOMMENDATIONS

Work-life balance has always been a concern of those interested in the quality of working
life and its relation to broader quality of life. People achieve success when they have the
flexibility to meet the demands of their professional lives and accomplish personal goals

41
outside their offices . Whenever you focus too much on one at the expense of the other then
you risk putting your entire system in distress for an employee , balancing a challenging
career with life outside work is a complex task . Work life and personal life are the two sides
of the same coin. Maintaining a reasonable balance between both is very important .

The suggestions made in this chapter pertaining it WLB issues are divided in two parts :
1. Suggestions to the women employees
2. Suggestions to the organizations

SUGGESTIONS TO THE WOMEN EMPLOYEES :

As long as you're working, juggling the demands of career and personal life will probably
be an ongoing challenge. Use following strategies to help you find the worklife balance
that's best suits for you .
1.Time Management : Rather than thinking of the number of hours of work, think of the
effective time spend at work. Many people spend a long time at work yet don't seem to
accomplish their high impact activities. Track your activities and the amount of time you
spend on them. Watch out for some common traps. Some of these include the constant
use of email or blackberries.

2. Drop activities that sap your time or energy : Many people waste their time on
activities or people that add no value -- for example, spending too much time at work
with a colleague who is constantly venting and gossiping. Take stock of activities that
aren't really enhancing your career or personal life and minimizing the time you spend on
them.
3. A little relaxation goes a long way : Don't get overwhelmed by assuming that you
need to make big changes to bring more balance to your life. Setting realistic goals, like
trying to leave the office earlier one night per week. Slowly build more activities into
your schedule that are important to you . Maybe you can start by spending an hour a week
on your hobby or planning a weekend getaway with your family once a year . Even
during a hectic day, you can take 10 or 15 minutes to do something that will recharge
your batteries. Take a bath, read a trashy novel, go for a walk, or listen to music. You
have to make a little time for the things that ignite your joy. As happiness has direct
relation to productivity one must need to think of the things which make them happy.

42
4. Set your priorities : Work life balance can’t be achieved without effective priority
setting . Many people spend long hours at work without knowing the effective time they
spend actually working . Set you priorities and arrange your time at the office according
to that .

5. Social Networking : It is recommended that women should integrate themselves

into various social network and high levels of social support, as this will greatly improve
their mental health outcomes.

6. Learn to say no : Whether it's a co-worker asking you to spearhead an extra project
or your child's teacher asking you to manage the class play, remember that it's OK to
respectfully say no. When you quit doing the things you do only out of guilt or a false
sense of obligation, you'll make more room in your life for the activities that are
meaningful to you and bring you joy.

7. Leave work at work : With the technology to connect to anyone at any time from
virtually anywhere, there may be no boundary between work and home - unless you
create it. Make a conscious decision to separate work time from personal time. When
you're with your family, for instance, turn off your cell phone and put away your laptop
computer .

8. Manage your time : Organize household tasks efficiently, such as running errands
in batches or doing a load of laundry every day, rather than saving it all for your day off.
Put family events on a weekly family calendar and keep a daily to-do list. Do what needs
to be done and let the rest go. Limit time-consuming misunderstandings by
communicating clearly and listening carefully. Take notes if necessary.

9. Bolster your support system : At work, join forces with co-workers who can cover
for you — and vice versa — when family conflicts arise. At home, enlist trusted friends
and loved ones to pitch in with child care or household responsibilities when you need to
work overtime or travel.
10. Nurture yourself : Eat healthy foods, include physical activity in your daily routine
and get enough sleep. Set aside time each day for an activity that you enjoy, such as

43
practicing yoga or reading. Better yet, discover activities you can do with your partner,
family or friends — such as hiking, dancing or taking cooking classes
11. Seek help of Counselors : Everyone needs help from time to time. If your life feels
too chaotic to manage and you're spinning your wheels worrying about it, talk with a
professional — such as a counselor or other mental health professional. If your employer
offers an employee assistance program (EAP), take advantage of available
services.

12.. Don't over book :This may seem unusual to people who try to crowbar as much as
possible into every workday. The problem is: Things rarely go according to a prearranged
agenda. That means a lot of time falling through the cracks chasing down appointments,
unreturned phone calls and other items that simply aren't going to happen. Don't try to
plan on doing too many things.. Assume that only 50% of the things you plan on doing
today will actually get done. If you don't, you'll just waste valuable time trying to find out
why things didn't happen.

13. Use of technology : Although personal habits and practices can do wonders for time
management, don't overlook technology as yet another weapon to make the most
effective use of your workday Sticky notes are one of the worst things in the world.
You should live by your database. That way, nothing is ever forgotten .

14. Organize : Bringing your time into line isn't just a matter of scheduling. The
mechanics of how you operate can be every bit as important. That means organizing most
every element to allow as smooth a workflow as possible. Everything in your business
should be set up using logical systems so anyone needing anything can find it when they
need it. Eliminating clutter and the chaos it causes will give you a gift time of many hours
every year.

15. Use the facilities available for WLB in organizations : WLB initiatives give
employees flexibility and help ensure that dependents are cared for whilst employees are
at work. Both work-to-family conflict and family-to-work conflict can be reduced when
employees use WLB initiatives but not all employees make use of the initiatives that are
available to them even when those initiatives would be helpful. Remember, striking a

44
healthy work-life balance isn't a one-shot deal. Creating work-life balance is a continuous
process as your family, interests and work life change. Periodically examine your
priorities — and make changes, if necessary — to make sure you're keeping on track.

SUGGESTIONS TO THE ORGANIZATION :

1. Integration : Integrating work life balance issues into the organization’s

management development program is advisable if not essential ‘One size’ does not fit all,
the process of introducing, operating and implementing work life balance has to suit the
organization. Collaborative approach between management and Trade Unions assists with
the process of introducing new initiatives. Embed the WLB agenda into the HR strategy.

2. Offer Flexibility : Work Life Balance initiatives can assist employers and
employees to be productive and healthy in their work and community lives.
Organizations can give employees greater flexibility in how they work .

3. Childcare Centers at workplaces : A further recommendation is to establish

nurseries and child activity centers at workplaces, which would offer timetables adapted
to workers’ needs, along with high-quality services and competitive prices. it is envisaged
that such services would offer an important source of assistance to working parents.

4. Women-friendly workplace : Organizations need to develop policies that create a

women-friendly workplace environment. Removing core hours and implementing
selfroistering – demonstrating trust. Assisting managers to manage remote workers by
agreeing targets and deadlines . Promoting core team meetings where time off is
negotiated and agreed between all staff .

5. Parental Leave : As regards parental leave, it is proposed to increase the duration of

leave from the 13 weeks to which working mothers or fathers are currently entitled to 13
months each. Another suggestion is to pay beneficiaries parental leave benefits equal to
unemployment benefits, since at present parental leave is granted without pay and this
acts as a disincentive to those entitled to such arrangements.

45
6. Training Programs : Employers need to establish training programs for women,
such as mentorships, career guidance and leadership development. Train Managers and
staff in the use of WLB policies

7. Promote awareness : Promote awareness initiatives that highlight the value of

female employees . Early buy in by senior management to the strategic benefits of work-
life balance is essential, as is a willingness to take risks by senior members of the
organization .

8. Women participation in strategy making : Elicit input from women employees

regarding policies, promotion and performance review processes. Involve staff at all
levels of discussions and encourage ownership. Organizations need to ensure that policies
are sustainable. The involvement of staff is the key to the success of any policy. A good
place to start is to find out what problems staff have with their current working
arrangements and ask what options would help staff balance work and home lives.

9. Commitment during hiring : Organizations should have a true commitment to hire

and promote women and include women in the annual business strategy. Avoid as far
possible the long hours of work for employees : Long hours are not just potentially
damaging to the individual employee but also to the company itself. Companies need to
understand that long hours may lead to lower motivation, morale, turnover and
productivity of employees and reputation in the labor market. There has long been a
recognition that happy employees are more productive and less likely to leave. However,
the reality is that there is often an assumption amongst some employers that simply
getting staff to work longer hours will increase their work output

6.4 CONCLUSION

The results of this research indicate that a large proportion of people lack awareness of
work–life balance issues and the laws governing them. The respondents’ answers show
that both the state and employers are in a position to enhance work–life balance by
providing benefits and proper information in this regard. The researcher recommend that

46
the proposals to be put forth for debate and intervention by organized groups, especially
by the social partners, for the creation of a targeted policy aiming to strengthen work–life
balance.

There was a time when the boundaries between work and home were fairly clear. Today,
however, work is likely to invade personal life — and maintaining work-life balance is no
simple task. Still, work-life balance isn't out of reach. Start by evaluating your
relationship to work. Then apply specific strategies as mentioned above to help you strike
a healthier balance.

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 CHAPTER – 7
ANNEXURE AND
BIBLIOGRAPHY

ANNEXURE

Work-life balance among Working Women

Dear employees,

48
 I Mayank Kandpal, doing BBA final year in Amarpali Group of
Institutions, . As a part of curriculum we have to submit a project. “ A study on Work -
life balance among Women employees in Service Sector of Khatima and
Nanakmatta city” is my project title and to enhance the value of my project I would
kindly request you fill this questionnaire given to you.

QUESTIONNARE

1. Name of the employee: ________________

2. Age:
a) Below 25 years [ ] b) from 25 to 35 years [ ]
c) 35-45 years [ ] d) above 45 years [ ]
3. Sex:
a) Male [ ] b) Female [ ]
4. Educational Qualification:
a) Diploma [ ] b) Undergraduate [ ] c) Postgraduate [ ] d) others [ ]
5. Marital Status:
a) Married [ ] b) Unmarried [ ] c) Divorced [ ]
6. What industry does your company belong to:
a) Advertising [ ] d) Travel & tourism [ ]
b) Banking or Finance service [ ] e) Hospitality industry [ ]
c) Education [ ] f) IT & ITES(BPO) [ ]
g) Others [ ]

7. Your work experience:

a) < 1 year [ ] b) 1year-5years [ ]

c) 5 years -10 years [ ] d) >10 years [ ]

8. Your income level:

a) 10,000 -15,000 [ ] b) 15,000-20,000 [ ]
c) 20,000-25,000 [ ] d) > 25,000 [ ]
9. Family Type :
a) Joint family [ ] b) Nuclear family [ ]
10. For which of the following reason you picked up the job:
Reasons Tick any one
To be independent.

49
 Career orientation
Use of educational qualification
To overcome boredom at home.
To take care of dependents.
To meet your past, present and
future financial requirements.

Thank you for completing the survey!!!

BIBLIOGRAPHY

BOOKS :
a) A.N.Agarwal ,"Indian Economy -Problems Of Development & Planning" ,34th
Edition , New Age International Publishers .

50
b) Aditya Khanna (2005) ,”Why Indian Firms are struggling with gender Diversity”,
HRM Review , ICFAI Universtiy , September 2005.
c) C.R.Kothari ,"Research Methodology-Methods and Techniques",2nd Edition ,
New Age International Publishers
d) Jennifer Smith , Dianne Gardner (2007) , “ Factors Affecting Employee Use Of
Work Life Balance Initiatives” , New Zealand Journal Of Psychology , March 2007
.
e) Naresh Malhotra, "Marketing Research-An Applied Orientation" , 4th Edition , PHI
Publication II. JOURNAL :
a) Hema Subramaniam (2008) , “Work Life Balance” ,The Hindu , Sunday, Jan 20,
2008IANS (2007 ) , Wednesday, 07 March 2007 .
b) TNN ( 2009) , “Julia's work life balance” , Times Of India , Sep 21, 2009 Ujvala ,
Swati Smita (2004 ) , “Tracing a Timeline for Work and Family
Research in India” , Economic and Political Weekly , April 24 , 2004
c) V.P.Michael , "Research Methodology in Management" , 5th Edition , Himalaya
Publication .
d) Vikas Shrotiya ( 2009) , “Balancing See Saw of Work and Life” , ICFAI journal of
HRM Review , June 2009 ,Page:42-45

WEBSITE LINKS :
a) http://www.indianmba.com/Occasional_Papers/OP183/op183.html
b) www.citehr.com
c) www.wikipedia.com
d) http://humanresources.about.com/od/ glossary/g/balance.html
e) http://www.siliconindia.com/shownews/Indian_women_overtake_men_in_emplo
yment-nid-35225-cid-TNI.htm

REFERENCES :

1. Carol Emslie and Kate Hunt (2009) article on “Live to work or work to live?” A
qualitative study of gender and Work-life balance among Men and Women in Mid life
in Gender, Work and Organisation Vol.16 No.1 January.

51
2. Gregg Schoenfeld (2005) in Work life balance - Alumni report by in GMAC
Research reports .RR-05-09 • October

3. Jerina Bee, K.Baskar & V.Vimala (2013) in Organisational Culture on Work-Life

balance among married women employees and productivity By an Indian Streams
Research Journal

4. Sudha .J (2014) has done a study on Work Life Balance of Women Employee by
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5. Sahana Maiya & Dr. M.M. Bagali (2014) - An Empirical investigation on Worklife
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Employees with reference to Teaching faculties. International Monthly Refereed
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9. S.Padma and MSudhir (2013) Reddy in “Role of Family support in balancing

Personal and work life of women Employees” with reference to Bank sector
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Engineering & Management, Vol. 16 Issue 3, May 2013

10. Satinder Singh (2013) Work life balance in Global Journal of commerce and
Management perspective published by Global institute for Research and Education in
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11. Prof. Sobia Shujat, Prof. Farooq-E-Azam Cheema & Prof.Faryal (2011) “Impact of
Work Life Balance on Employee Job Satisfaction in Private Banking Sector of
Karachi “ by Bhutto in Journal of Management and Social Sciences Vol. 7, No. 2,
(Fall 2011)

12. Krishna Reddy N, Vranda MN (2010). Et. Al. Work Life balance among married
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Management 2010; 4(5): 331-342.

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14. Mathew RV, Panchanatham N.(2009) Work life balance issues among the women
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entrepreneurial strategies for self development and skill development, India L
Kuriakose Gregorios College (KGC), 2009; 46-57.

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