7/29/2019 Anitha New Project
1/78
1
CHAPTER-I
1.1 INTRODUCTION TO THE STUDY
Work-life balance can be defined as the perfect integration between work and life both
not interfering with each other. In the current business world, people and organizations are
working round the clock to meet the ever-growing demands. A slight delay in meeting the
schedules or expectations is considered to be an organizational failure. To avoid delays and
failures, employees are working hard and giving their heart and soul to achieve work-life balance
which is creating an enormous pressure on them and hence they are forced to finish their jobs
irrespective of time limit. The most-often used phrase among the employees is I dont have
time or I have a hectic schedule. 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 daughter/son/spouse/parents are
not able to manage their roles. Observing the day-to-day lives of many employees, two main
issues to be addressed to achieve work-life balance are time and stress.
WORK LIFE BALANCE: THE HR PERSPECTIVE
Introduction
The changing economic conditions and social demands have changed the nature of work
throughout the world. Originally, work was a matter of necessity and survival. Throughout the
years, the role of "work" has evolved and the composition of the workforce has changed. Today,
work is widely viewed as a source of personal satisfaction. A good balance in work and life can
play a phenomenal role in the attainment of personal and professional goals. The objective of this
paper is to understand the various issues that have come to the forefront due to the dynamic
nature of work.
7/29/2019 Anitha New Project
2/78
2
Definition
Work life balance is about people having measure of control over when, where and how
they work. There is a view that work-life balance only in the framework of what the company
does for the individual.
If an individual goes on working his or her best at work place but not really enjoying
the same then happiness and satisfaction can never be achieved. Achievement can be viewed as
motive of life while enjoyment is the fuel that drives that motive.
Efforts made by Organizations & Individuals
Organizations today have realized the importance of the employee-work-life balanceand its importance in the efficiency of the employees. Organizations work-life balance, so that
neither the work nor the employee's personal life work-life balances, so that neither the work
nor the employee's personal life is affected.
In offices also, efforts are being made to provide friendly work atmosphere for the
employees by providing all sorts of refreshments available for the employee. The employees
are given the freedom to have their own ways of doing the work.
Maternity leaves and various holiday packages are being designed for the employees,
and also various insurance schemes are there for the employees and their families.
Organizations are trying to take care of all the overloads of the employees, so that the
employees can better concentrate on the work, so that the employee can enjoy the work and
can have a proper work life balance.
The role of HR in achieving work-life balance
HR Managers therefore, need to take a strategic approach to the whole issue of work/life
balance. They need to understand and quantify how work/life issues impact the bottom line
measures of the business. They need to talk about work/life issues not as a soft option but as an
essential business tool that will deliver:
7/29/2019 Anitha New Project
3/78
3
A reduction in absenteeism An increased ability to attract and retain talented employees Increased employee engagement, motivation and use of discretionary effort
Role of organization in achieving work/life balance
Work life and personal life are the two sides of the same coin. According to various
work /life balance surveys, more than 60% of the respondent professionals surveyed said that
are not able to find a balance between their personal and professional lives. They have to make
tough choices even when their work and personal life is nowhere close to equilibrium.
Traditionally creating and managing a balance between the work-life was considered to be a
woman's issue. But increasing work pressures, globalization and technological advancement
have made it an issue with both the sexes, all professionals working across all levels and all
industries throughout the world. Achieving "work-life balance" is not as simple as it sounds.
Work life and personal life are inter-connected and interdependent. Spending more time
in office, dealing with clients and the pressures of job can interfere and affect the 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 Employers help their employees
manage workloads
The most important variable in work/life balance is the nature of the job itself. Jobs with
autonomy, flexibility, meaning, manager support, and a chance for advancement often result in
enhanced job satisfaction, commitment, and retention.
But even the best and most supportive workplace cannot prevent the negative effects of
too much work. Managers should keep the following tips in mind:
Keep workloads realistic Schedule time accurately, manage resources wisely, prioritizetasks, and say "No" to projects that would overload the team. Review work processes and
load distribution regularly to see if you can help lighten the burden.
7/29/2019 Anitha New Project
4/78
4
Remove interruptions Setting aside specific interruption-free periods during the workweek can result in increased productivity and a less stressful work environment.
Interruptions prolong the workday and are symptomatic of a crisis-centred, reactive
approach to work.
Outcomes of imperfect Work life balance
Stress Physical Problem Relational Problems Hangover Unethical Practices Disturbed Families Decreased Performance Organization in Jeopardy
7/29/2019 Anitha New Project
5/78
5
1.2 INTRODUCTION TO THE INDUSTRY
The Indian textile industry is one of the largest in the world with a massive raw material and
textiles manufacturing base. Our economy is largely dependent on the textile manufacturing and
trade in addition to other major industries. About 27% of the foreign exchange earnings are on
account of export of textiles and clothing alone. The textiles and clothing sector contributes
about 14% to the industrial production and 3% to the gross domestic product of the country.
Around 8% of the total excise revenue collection is contributed by the textile industry. So much
so, the textile industry accounts for as large as 21% of the total employment generated in the
economy. Around 35 million people are directly employed in the textile manufacturing activities.
Indirect employment including the manpower engaged in agricultural based raw-material
production like cotton and related trade and handling could be stated to be around another 60
million.
A textile is the largest single industry in India (and amongst the biggest in the world), accounting
for about 20% of the total industrial production. It provides direct employment to around 20
million people. Textile and clothing exports account for one-third of the total value of exports
from the country. There are 1,227 textile mills with a spinning capacity of about 29 million
spindles. While yarn is mostly produced in the mills, fabrics are produced in the powerloom and
handloom sectors as well. The Indian textile industry continues to be predominantly based on
cotton, with about 65% of raw materials consumed being cotton. The yearly output of cotton
cloth was about 12.8 billion m (about 42 billion ft). The manufacture of jute products (1.1
million metric tons) ranks next in importance to cotton weaving. Textile is one of Indias oldest
industries and has a formidable presence in the national economy inasmuch as it contributes to
about 14 per cent of manufacturing value-addition, accounts for around one-third of our gross
7/29/2019 Anitha New Project
6/78
6
export earnings and provides gainful employment to millions of people. They include cotton and
jute growers, artisans and weavers who are engaged in the organised as well as decentralised and
household sectors spread across the entire country.
INDIAN TEXTILE INDUSTRY STRUCTURE AND GROWTH
Indias textile industry is one of the economys largest. In 2000/01, the textile and garment
industries accounted for about 4 percent of GDP, 14 percent of industrial output, 18 percent of
industrial employment, and 27 percent of export earnings (Hashim). Indias textile industry is
also significant in a global context, ranking second to China in the production of both cotton yarn
and fabric and fifth in the production of synthetic fibers and yarns.
In contrast to other major textile-producing countries, mostly mostly small-scale, nonintegrated
spinning, weaving, cloth finishing, and apparel enterprises, many of which use outdated
technology, characterize Indias textile sector. Some, mostly larger, firms operate in the
organized sector where firms must comply with numerous government labor and tax
regulations. Most firms, however, operate in the small-scale unorganized sector where
regulations are less stringent and more easily evaded.
The unique structure of the Indian textile industry is due to the legacy of tax, labor, and other
regulatory policies that have favored small-scale, labor-intensive enterprises, while
discriminating against larger scale, more capital-intensive operations. The structure is also due to
the historical orientation towards meeting the needs of Indias predominately low-income
domestic consumers, rather than the world market. Policy reforms, which began in the 1980s and
continued into the 1990s, have led to significant gains in technical efficiency and international
competitiveness, particularly in the spinning sector. However, broad scope remains for additional
reforms that could enhance the efficiency and competitiveness of Indias weaving, fabric
finishing, and apparel sectors.
Structure Of Indias Textile Industry
7/29/2019 Anitha New Project
7/78
7
Unlike other major textile-producing countries, Indias textile industry is comprised mostly of
small-scale, nonintegrated spinning, weaving, finishing, and apparel-making enterprises. This
unique industry structure is primarily a legacy of government policies that have promoted labor-
intensive, small-scale operations and discriminated against larger scale firms:
Composite Mills. Relatively large-scale mills that integrate spinning, weaving and, sometimes,
fabric finishing are common in other major textile-producing countries. In India, however, these
types of mills now account for about only 3 percent of output in the textile sector. About 276
composite mills are now operating in India, most owned by the public sector and many deemed
financially sick.
Spinning. Spinning is the process of converting cotton or manmade fiber into yarn to be used
for weaving and knitting. Largely due to deregulation beginning in the mid-1980s, spinning is
the most consolidated and technically efficient sector in Indias textile industry. Average plant
size remains small, however, and technology outdated, relative to other major producers. In
2002/03, Indias spinning sector consisted of about 1,146 small-scale independent firms and
1,599 larger scale independent units.
Weaving and Knitting. Weaving and knitting converts cotton, manmade, or blended yarns
into woven or knitted fabrics. Indias weaving and knitting sector remains highly fragmented,
small-scale, and labor-intensive. This sector consists of about 3.9 million handlooms, 380,000
powerloom enterprises that operate about 1.7 million looms, and just 137,000 looms in the
various composite mills. Powerlooms are small firms, with an average loom capacity of four to
five owned by independent entrepreneurs or weavers. Modern shuttleless looms account for less
than 1 percent of loom capacity.
Fabric Finishing. Fabric finishing (also referred to as processing), which includes dyeing,
printing, and other cloth preparation prior to the manufacture of clothing, is also dominated by a
large number of independent, small scale enterprises. Overall, about 2,300 processors are
operating in India, including about 2,100 independent units and 200 units that are integrated with
7/29/2019 Anitha New Project
8/78
8
spinning, weaving, or knitting units.
Clothing. Apparel is produced by about 77,000 small-scale units classified as domestic
manufacturers, manufacturer exporters, and fabricators (subcontractors).
Growth of Textile Industry
India has already completed more than 50 years of its independence. The analysis of the growth
pattern of different segment of the industry during the last five decades of post independence era
reveals that the growth of the industry during the first two decades after the independence had
been gradual, though lower and growth had been considerably slower during the third decade.
The growth thereafter picked up significantly during the fourth decade in each and every
segment of the industry. The peak level of its growth has however been reached during the fifth
decade i.e., the last ten years and more particularly in the 90s. The Textile Policy of 1985 and
Economic Policy of 1991 focussing in the direction of liberalisation of economy and trade had in
fact accelerated the growth in 1990s. The spinning spearheaded the growth during this period
and man-made fibre industry in the organised sector and decentralised weaving sector.
Size of Textile Industry in India
The textile industry in India covers a wide gamut of activities ranging from production of
raw material like cotton, jute, silk and wool to providing high value-added products such as
fabrics and garments to consumers.
The industry uses a wide variety of fibres ranging from natural fibres like cotton, jute,
silk and wool to man made fibres like polyester, viscose, acrylic and multiple blends of such
fibres and filament yarn.
The textile industry plays a significant role in Indian economy by providing direct
employment to an estimated 35 million people, by contributing 4 per cent of GDP and
accounting for 35 per cent of gross export earnings. The textile sector contributes 14 per cent of
the value-addition in the manufacturing sector.
Textile exports during the period of April-February 2003-2004 amounted to $11,698.5
7/29/2019 Anitha New Project
9/78
9
million as against $11,142.2 million during the same period in the previous year, showing an
increase of around 5 per cent.
Estimates say that the textile sector might achieve about 15 to 18 per cent growth this
year following dismantling of MFA.
ROLE OF INDIAN TEXTILE INDUSTRY IN THE ECONOMY
Textile industry plays a significant role in the economy. The Indian textile industry is one of the
largest and most important sectors in the economy in terms of output, foreign exchange earnings
and employment in India. It contributes 20 per cent of industrial production, 9 per cent of excise
collections, 18 per cent of employment in industrial sector, nearly 20 per cent to the countrys
total export earnings and 4 per cent ton the GDP. The sector employs nearly 35 million people
and is the second highest employer in the country. The textile sector also has a direct link with
the rural economy and performance of major fibre crops and crafts such as cotton, wool, silk,
handicrafts and handlooms, which employ millions of farmers and crafts persons in rural and
semi-urban areas. It has been estimated that one out of every six households in the country
depends directly or indirectly on this sector.
India has several advantages in the textile sector, including abundant availability of raw material
and labour. It is the second largest player in the world cotton trade. It has the largest cotton
acreage, of about nine million hectares and is the third largest producer of cotton fibre in the
world. It ranks fourth in terms of staple fibre production and fourth in polyester yarn production.
The textile industry is also labour intensive, thus India has an advantage.
7/29/2019 Anitha New Project
10/78
10
1.3 INTRODUCTION OF THE ORGANIZATION
Ahill roopa processing mills is a unique, versatile industry and is dedicated to the
continues improvements in producing different types of processed fabrics by providing excellent
services through motivated qualified and dynamic team of people. They ensure that the products
are produced according to the customers requirements and expectation.
Ahill roopa processing mills is renowned in local and international markets due to its
excellent services, timely delivery of Quality finished products to their valued customers. Ahill
roopa processing mills philosophy of continues improvements relies on an intensive training
programs regular meetings, discussions which emphasis the employees direct involvement.
Their aim is to respond to our customers ever-changing needs in the more effective way.
There is no doubt that ahill roopa is one of the leading companies in textile export inIndia, but they achieve this position after many years of hard work and entering efforts.
In ahill roopa there is a modern and sophisticated processing plant consisting of singeing,
shearing, continues bleaching, dyeing, mercerizaing and calendaring both normal and friction.
Printing department is equipped with two rotary printing installations from j-Zimmer Austria,
having all modern arrangement to handle cotton and polycot ton fabrics. It can produce printed
fabric up to 280 cm finished width in maximum of 8 colored design.
Machinery of laboratory is imported from foreign countries to ensure the quality of the
product according to the standards set by the customers. The laboratory is playing its key role in
all the departments in providing 100% correct result in all fields of processing department.
An other factors that counts much in the success of ahill roopa is the strict rules and
regulations of the organization. The credit of this goes to the human resources department. The
7/29/2019 Anitha New Project
11/78
11
management and the employees have to abide by these rules and regulation in every
circumstance. The shifting time, Lunch time and the HR department very strictly observers
closing time.
One thing that is the positive point for inexperienced persons that ahill roopa offers
variety of training programs for the peoples coming from different institutions and fields.
In the entire department the peoples from different institutions and fields get proper
training for the betterment of their future.
The computer system has increased the efficiency and effectiveness of work by
decreasing work time, load and labour.ahill roopa is not arranged computer system in their
organization but they also managed special short term training programs for the employees so
that they can use the computer system properly.
The other factor is the design studio of ahill roopa. The designers of ahill roopa are very
skilled persons and they are expert in their fields. The design store is producing very well,
innovation and unmatched designs, which really play important role in popularity.
HISTORY OF THE ORGANIZATION:
Ahill roopa processing mills is one of the manufacturers and registered leading exporter
of textile goods in india.It is exporting high quality products.
Ahill roopa processing mills is one of the manufacturers and exporters of textile in
india.Specializing in home textile printed, dyed, bleached fabrics, an apparel and fashion
garment, ahill roopa is exporting quality to virtually all parts of the world. With latest State-of-
the art machinery and equipment, it is a complete printing, dyeing, finishing and stitching plant.
Three huge spinning mills, a high caliber weaving unit and a made-up/garment unit is working
under one roof. The unit is capable of producing high quality with a capacity of 150 kilometer of
finished cloth every day.
Counts arent all that counts! While counts reflect on the durability of the cloth, what
reflect on the aesthetics of the end-user are the design, color combination and mood of the fabric
print. That is why; ahill roopa never under estimates the importance of an enchanting design.
7/29/2019 Anitha New Project
12/78
12
Their design department is not only well equipped with latest computers and peripherals
but also manned with a highly sensitive and sensible team of designers.
These designers are based on unique but fascinating combination of age old traditional
motifs and futuristic surreal forms given their customers a wide range to choose from. Widening
this choice further is their design library, one of the largest in India, offering an extensive range
from timeless floral and geometric to intriguing contemporary designs and colours.
A sizeable percentage of ahill roopa processing mills, daily textile production by the
meter are converted inhouse into a ready, saleable retail product.ThereCut & Sew division
enjoys the cutting edge in assembling .
From a fiber to a finished product, nothing gets spared from our ultra-sensitive, extra
vigilant laboratory. Equipped with the most modern and precision equipment, products are
frequently subjected to tests against most relevant international standards at every stage of
manufacture. Tests are conducted to control shrinkage (dimensional change), pilling resistance,
and abrasion, color fastness and washing fastness etc.
7/29/2019 Anitha New Project
13/78
13
1.4 OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVES:
o To analyze whether employees able to balance their work and family life.
SECONDARY OBJECTIVES:
o To find out the factors which helpful to employees to balance their work andfamily commitment.
o To find out the factors which obstruct the employees to balance their work andlife balance.
o To study the work relative attributes which cause stress.o To identify the additional work provision given by the companies.
7/29/2019 Anitha New Project
14/78
14
1.5 SCOPE OF THE STUDY
To understand the need of work life balance, one first needs to understand about work
life imbalance, as with the understanding of the origin, causes and effects of this imbalance, the
balancing act becomes easier. The corporate world of today is exceedingly demanding. The
work culture varies from organization to organization.
Today the deadlines are getting tighter and an individual's job is not only to match that
deadline but also to give quality output.
Due to this work pressure it becomes exceedingly difficult to maintain a family life.
It becomes very difficult to have the engagement of mind with the engagement of
body. In every individual's life there are four stakeholders- own personality, job, family and
society.
So it is very important to give equal importance to all the stakeholders.
7/29/2019 Anitha New Project
15/78
15
1.6 LIMITATAIONS OF THE STUDY
1. The respondents are the first limitation, because they feel the interviewer is aperson who is sent by a management. So, that they are not ready to give the fact so the
result may be wrong.
2. Time given for collecting and analyzing the data is not sufficient.
3. The result of the research is confined to Ahill Roopa Processing Mills only and does not
Applicable to any other organization.
4. Being it is time constraint the sample size is restricted to 500 only.5. Due to non-cooperation of some respondent, the accuracy of the study may be affected.6. Since the employees were busy with their work and due to strikes there was delay to meet
the respondents.
7/29/2019 Anitha New Project
16/78
16
CHAPTER-II
2.1 COMPANY PROFILE
AHILL ROOPA PROCESSING MILLS
Ahill group:
The journey of ahill roopa group started in 1974by its of the partners concern and it has
partners for founding the concern
Company profile
The ahill roopa processing mills units is a partners concern. There are partners for managing the
company.
The company is located in address
Ahill roopa processing mills
Vigneshwara petrol bunk (opp)
Palladam road,
Triupur641 605
7/29/2019 Anitha New Project
17/78
17
They are supplying their product to other states. With retailing continues to create
milestones.
Research, design, product development, manufacturing and marketing .they had strived to
create a niche in each of their Endeavours. They are able to achieve a coveted in textile industry.
TRUST INNOVATION
The ahill roopa processing mills group has formed a trust and they involve inproviding the social services to the public.
Helping the orphanage children by providing education, providing food, clothes,etc.
AHILL ROOPA GROUP OF COMPANIES:
Roopa Compacting
Roopa Relax Dryer
Roopa Processing Mills
Roopa Stentering Mills
AHILL ROOPA processing mills:
Dyed fabric will undergo all processes like balloon padding, relax dryer, stentering,
compacting, heat setting, raising, bleaching, finishing all type of washing, tumble dryer, slitting
and gumming, steam calendaring and the fabric will be ready for cutting. Our units have the
capacity to execute all the above processes under one roof. In the year 2005, 3 windmills were
7/29/2019 Anitha New Project
18/78
18
established to get uninterrupted power supply for its units and hence we are able to give 24 hour
service.
QUALITY:
Quality plays an important role in the sales and in the development of the organization.
The quality is responsible for the growth of their organization.Ascientific approach in
production & stringent testing methodologies help to achieve mass production with timely
distribution.their lab includes hi-tech equipment like USTER Tester 4, USTER AFIS, USTER
TENSOJET,etc. that ensure consistency in quality. With an advance online quality monitoring
system, they are able to supervise and exercise rigorous quality control at all levels of
production. Quality plays an important role in the sales and in the development of the
organization. The quality is responsible for the growth of their organization.
Vision & mission:
To deliver innovation and quality to our customers by following a progressive and on
time approach and further the causes of a sustainable future by promoting an eco friendly
approach in all operations.
Corporate Responsibility:
Their role and responsibility as a corporate citizen is the underlying factor behind all their
operations. None of their units employ child labor. They are certified for organic cotton
production by GOTS, a feat that very few factories south India have been able to achieve.
Whether it is eco-friendly dyes, ETP with Reserves Osmosis, industrial procedures for reduced
carbon emission or non-usage of chemical fertilizers in their agro field endeavor is aimed at
restoring the balance of a rapidly deteriorating eco-system.
The Management:
7/29/2019 Anitha New Project
19/78
19
A dynamic management at helm of affairs ensure that ahill roopa processing mills draws
from the glorious repository of its past while continuing to draw ambitious blueprints for the
future.
2.2 Review of Literature
A literature is a body of text aims to review the critical points of current knowledge
on a particular topic, the literature review usually precedes a research proposal, methodology and
results section. Its goal is to bring the reader up to date with current literature on a topic and
forms the basis for other goals, such as future research that may be needed in the area.
2.1 CONCEPT RELATED TO WOK - LIFE BALANCE
Judge, boudreu, and Bretz (1994) rated the work-family policies available to these
employees and found that more comprehensive benefits were associated with lower work-to-life
conflict. But not work-to-life conflict. Thompson, Beauvais, and Lynees (1999) also found a
significant, negative association between the availability of work-life-practices and work-to-life
conflict, While Frye and Breaugh (2004) identified a negative relationship between perceptions
of the usefulness of organizational work-to-life conflict. A number of researchers have found that
use of flexible working hours is associated with lower of work-to-life conflict.
7/29/2019 Anitha New Project
20/78
20
Thomas and Ganster (1995) found perceived control served as a mediating
mechanism by which family-supportive policies influenced A non-directional measure of work-
life conflict, and demonstrated that family supportive organizational perceptions mediated the
link between use of work-life conflict.
Ashforth, keinet, and fugate,s (2000) work on boundary theory and role transition
suggests that because workers have different preferences for integration versus segmentation of
work and family roles, certain Wok-life practices may be ineffective in reducing inter-role
conflict if they do not cater to a workers particular arrangements has been shown to benefit
some workers, whereas for others particularly those with greater family responsibilities it
appears to blur the boundaries between work and home.
Ryan and Kossek (2008) , implemented attributes including supervisor support for use
and university of practice availability will affect the degree to which work-life practice are seen
by employees as fulfilling their work-life needs and signaling support from the organization.
Organizations featuring an entrenched long-hours culture and unaccommodating attitudes among
managers and co-workers tend to discourage employees from making use of the work-life
practices ostensibly available to them.
Lewis and Smithson (2001) indicated that perceived entitled to work-life practices is not
widespread among European employees, particularly those in nations with low levels of statuary
regulations concerning the balance of work with family or personal commitments. For instance,
study participants in Ireland and the UK did not feel entitled to employer support for child care,
and perceived entitled to flexible hours or parental leave was contingent upon the participants
view of whether such practices were practical for the organization, in terms of time, operation
7/29/2019 Anitha New Project
21/78
21
and costs. Give the current absence of compelling data to demonstrate perceived entitled to
work-life practices, therefore, the social exchange explanation for the positive effects of work-
life practices among non-users cannot be discounted.
Allen and Russell (1999) in their research found that employees who used work-life
balance practices were perceived by co-workers as having lower levels of organizational
commitment, which was thought to affect the subsequent allocation of organizational rewards
such as advancement opportunities and salary increases.
Casper, fox, sitzmann and landy (2004) showed that supervisors generally had poor
awareness of work-life practices in their organization, and this influenced their ability to refer
employees to these practices. Research has also demonstrated that factors completely unrelated
to employees requests to use work-life practices can have a profound influence on the likelihood
of those request being granted. For example, female managers are more likely than male
managers to grant requests for alternative work arrangements. Powell & Mainiero (1999)
supervisors with greater parental responsibilities have been found to exhibit more flexibility in
helping employees balance their work and home commitments, while supervisors with a greater
need for control have been found to display less flexibility in this regard.
Casoer and buffardi (2004) speculate that such perceptions of support are a psychological
mechanism though which work-life practices influence behavioral, intentions, explaining why
even employees who have no need of work-life practices are still more attracted to organizations
offering them. According to signaling theory, when decisions need to be made with incomplete
information available, individuals use observable characteristics to form inferences about
unobservable characteristics, Spence (1973). During the recruitment process, job candidates may
7/29/2019 Anitha New Project
22/78
22
therefore use the presence of work-life balance practices as signals for work-related supports that
are important to them in choosing an organization.
Frone and Yardley (1996) determined that employees with young children and those with
height level of family-to-work conflict deemed organizational work-life balance practices as
more important than did employees without these characteristics. Rau and Hyland (2002) found
that individuals with high levels of conflict between work and family were more attracted to
organizational that provided opportunities for telework.
Rothbard, Dumas, and Phillips (2005) in their research found that employees preferences
for segmentation versus integration of work and family roles predicted attraction to work-life
practices, who preferred to keep their work and family lives separate being more satisfied with
the provision of flexible hours rather than onsite childcare.
These studies suggest that individual differences among employees can moderate the
appeal of work-life balance practices offered by organizations. This is consistent with the person
organization fit perspective, which posits that individual differences are key predictors of the
qualities a job candidate will find attractive in an employing organization.
Kossek and Nichols (1992) study of onside children found no effects of children centre
use on supervisor ratings of employee performance, although self-ratings of performance users
indicated higher level s of quality and greater ability to balance multiple roles then among non
users. In a study of 55 firms that permitted administrative employees to bring their children to
work when childcare arrangements broke down or were otherwise unsustainable, company
representtatives reported that this work-life balance practice helped to maintain employee
productivity.
7/29/2019 Anitha New Project
23/78
23
CHAPTER-III
RESEARCH METHODOLOGY
RESEARCH DESIGN
The descriptive research was used for this researcher especially to describe the
characteristics of the employees working in the organization. A research design is the
arrangement of condition for collection and analysis of data in a manner that aims to combine
relevance to the research purpose with economy in purpose are descriptive is nature.
The research design used here is descriptive research as the study depicts the current state
of affairs.
Data Collection Method
There are two methods of Data collection,
a. Primary Data collection methodb. Secondary Data collection method
In this research, both the data collection methods are used.
a) Primary Data
Primary Data refer to information obtained firsthand by the researcher on the variable of
interest for the specific purpose of the study.
7/29/2019 Anitha New Project
24/78
24
The primary data collection was done through the questionnaire method from the
respondents. The questionnaire was given to the respondents and they were asked to fill them up.
Necessary help was rendered whenever they found it difficult to answer.
b) Secondary Data
Secondary Data refers to information gathered by someone other than the researcher
conducting the current study.
In this study, Secondary data were collected from company profile, books, journals and
internet
SAMPLE DESIGN
All the items under consideration in any field of inquiry constitute a Universe or
Population. The researcher must decide the way of selecting a sample or what is popularly
known as the sample design. A sample design is a definite plan determined before any data are
actually collected for obtaining a sample from a given population.
Population
The total of 800 employees in Ahill roopa processing mills constitutes the population for
this study.
Sample Size
A Sample of 500 employees was chosen for this study.
Sampling Technique
In this study, simple random sampling method was adopted for selecting the respondents.
STATISTICAL TOOLS
PERCENTAGE ANALYSIS:
Percentage analysis is the method to represent raw streams of data as a percentage (a part
in 100percent) for better understanding of collect data.
7/29/2019 Anitha New Project
25/78
25
Number of RespondentsPercentage analysis = x 100
Total Number of Respondents
WEIGHTED AVERAGE METHOD:
Weighted average is a kind of arithmetic mean of a set of number in which some
elements of the set carry more importance (weight) than other. In NAM weight is assigned to
the average.
Where,
Weight-age Score = WiXj
wi = Weight age value
xj= No. of respondents
HENRY GARRETT RANKING METHOD:
Hendry Garrett ranking method is used to find the factor which affecting the employee
attrition.
100(Rij0.5)HRM =
NjWhere,
Rij = Rank given for ith item j th individual
Nj = Number of items ranked by jth individual
7/29/2019 Anitha New Project
26/78
26
CHISQUARE TEST:
The Chi-Square test is one of the simplest and most widely used non parametric tests in
statistical work. This test is used to find whether the two attributes, are associated are not. The
quantity 2 describes the magnitude of the discrepancy between theory and observation.
(2
) = EijEijoij /)(2
Where,
Oij = observed frequency
Eij = Expected frequency
Degree of freedom = (r-1) (c-1)
Where,
r= Number of rows
c= Number of columns
7/29/2019 Anitha New Project
27/78
27
CHAPTERIV
ANALYSIS AND INTERPRETATION
4.1 PERCENTAGE ANALYSIS
TABLE NO: 4.1.1
AGE OF THE RESPONDENTS
S.no Age in years No. of respondents Percentage of respondents
1 Below 20 years 31 6
2 21-30 years 216 43
3 31-40 years 204 41
4 41-50 years 49 10
5 Above 50 years 0 0
TOTAL 500 100.0
Inference:
From the above table it is inferred that, 6% of the respondents are belonged to the
age group of below 20 years, 43% of the respondents are belonged to the age group of 21-30
years, 41% of the respondents are belonged to the age group of 31-40 years, and the remaining
10% of the respondents are belonged to the age group of 41-50 years.
Finally it is concluded that majority 43% of the respondents are belonged to the age
group of 21-30 years.
7/29/2019 Anitha New Project
28/78
28
TABLE NO: 4.1.2
GENDER OF THE RESPONDENTS
S.no Gender No. of respondents Percentage of respondents
1 Male 311 62
2 Female 189 38
TOTAL 500 100.0
Inference:
From the above table it is inferred that, out of 500 respondents, 62% were male,
and remaining 38% of the respondents were female.
Finally it is concluded that majority of 62% of the respondents gender were male.
7/29/2019 Anitha New Project
29/78
29
TABLE NO: 4.1.4
MARTIAL STATUS OF THE RESPONDENTS
S.no Marital status No. of respondentsPercentage of
respondents
1 Married 345 69
2 Unmarried 155 31
TOTAL500 100.0
Inference:
From the above table it is inferred that, 69% of the respondents had married and
the remaining 31% of the respondents had Unmarried.
Finally it is concluded that majority 69% of the respondents had married.
7/29/2019 Anitha New Project
30/78
30
TABLE NO: 4.1.5
EDUCATIONAL LEVEL OF THE RESPONDENTS
S.no Educational level No. of respondentsPercentage of
respondents
1 Upto SSLC 189 38
2 HSC 236 47
3 UG Degree 67 13
4 PG Degree 8 2
TOTAL 500 100.0
INFERENCE:
From the above table it is inferred that, 38% of the respondents had studied up to
SSLC, 47% of the respondents had studied HSC, 13% of the respondents had studied UG Degree
and the remaining 2% of the respondents had studied PG Degree.
Finally it is concluded that majority 47% of the respondents had studied HSC.
7/29/2019 Anitha New Project
31/78
31
TABLE NO: 4.1.6
WORKING EXPERIENCE OF THE RESPONDENTS
S.no Working experience No. of respondents Percentage of respondents
1 Less than 2 years 257 51
2 2-4 years 206 41
3 4-6 years 33 7
4 6-8 years 4 1
TOTAL 500 100.0
INFERENCE:
From the above table it is inferred that, 51% of the respondents were having the
working experience of less than 2 years, 41% of the respondents were having the working
experience of 2-4 years, 7% of the respondents were having the working experience of 4-6 years
and the remaining 1% of the respondents were having the working experience of 6-8 years.Finally it is concluded that majority 51% of the respondents were having the working experience
of less than 2 years.
7/29/2019 Anitha New Project
32/78
32
TABLE NO: 4.1.7
INCOME LEVEL OF THE RESPONDENTS
S.no Income level No. of respondents Percentage of respondents
1 Below Rs.10000 313 62
2 Rs.10001-Rs.15000 166 33
3 Rs.15001-Rs.20000 14 3
4 Rs.20001-Rs.25000 4 1
5 Above Rs.25000 3 1
TOTAL 500 100.0
INFERENCE:
From the above table it is inferred that, 62% of the respondents had earning the
income of below Rs.10000, 33% of the respondents had earning the income level of Rs.10001-
Rs.15000, 3% of the respondents had earning the income of Rs.15001-Rs.20000. 1% of the
respondents had earning the income level of Rs.20001-Rs.25000 and the remaining 1% of the
respondents had earning the income level of above Rs.25000.
Finally it is concluded that majority 62% of the respondents monthly income had below
Rs. 10000.
7/29/2019 Anitha New Project
33/78
33
TABLE NO: 4.1.8
FAMILY NATURE OF THE RESPONDENTS
S.no Family nature No. of respondents Percentage of respondents
1 Joint family 95 19
2 Nuclear family 405 81
TOTAL 500 100.0
INFERENCE:
From the above table it is inferred that, 19% of the respondents were belonged to
the joint family and the remaining 81% of the respondents were belonged to the nuclear family.
Finally it is concluded that majority 81% of the respondents were fall under the category
of nuclear family.
7/29/2019 Anitha New Project
34/78
34
TABLE NO: 4.1.9
MEMBERS IN THE RESPONDENTS FAMILY
S.no Family members No. of respondents Percentage of respondents
1 2 Members 401 80
2 3-4 Members 71 14
3 5-6 Members 28 6
TOTAL 500 100.0
INFERENCE:
From the above table it is inferred that, 80% of the respondents family size had
only 2 members, 14% of the respondents had 3-4 members, and the remaining 6% of the
respondents family size had 5-6 members.
Finally it is concluded that majority 80% of the respondents family size had only 2
members in the family.
7/29/2019 Anitha New Project
35/78
35
TABLE NO: 4.1.10
NUMBER OF DAYS WORKING IN A WEEK BY THE RESPONDENTS
S.No Number of days No. of respondents Percentage of respondents
1 6 days 474 95
2 7 days 26 5
TOTAL 500 100.0
INFERENCE:
From the above table it is inferred that, 95% of the respondents had worked
normally 6 days in a week and the remaining 5% of the respondents had worked all the days in a
week.
Finally it is concluded that majority 95% of the respondents had worked normally 6 days
in a week.
7/29/2019 Anitha New Project
36/78
36
CHART: 4.1.10
7/29/2019 Anitha New Project
37/78
37
TABLE NO: 4.1.11
HOURS WORKING IN A DAY BY THE RESPONDENTS
S.no Number of hours No. of respondents Percentage of respondents
1 7-8 hours 272 54
2 8-9 hours 144 29
3 9-10 hours 69 14
4 10-12 hours 15 3
TOTAL 500 100.0
INFERENCE:
From the above table it is inferred that, 54% of the respondents had worked for 7-
8 hours in a day, 29% of the respondents had worked for 8-9 hours in a day, 14% of the
respondents had worked for 9-10 hours in a day and the remaining 3% of respondents had
worked for 10-12 hours in a day.
Finally it is concluded that majority 54% of the respondents had worked for 7-8 hours in
a day.
7/29/2019 Anitha New Project
38/78
38
CHART: 4.1.11
7/29/2019 Anitha New Project
39/78
39
TABLE NO: 4.1.12
TRAVELLING TIME BY THE RESPONDENTS
S.no Travel time No. of respondents Percentage of respondents
1 Less than half an hour 313 63
2 Nearly one hours 176 35
3 Nearly 2 hours 11 2
TOTAL 500 100.0
INFERENCE:
From the above table it is inferred that, 63% of the respondents had spent less
than half an hour for travelling, 35% of the respondents had spent nearly one hour for travelling
and the remaining 2% of the respondents had spent nearly 2 hours for travelling.
Finally it is concluded that majority 62% of the respondents had spent less than half an
hour for travelling.
7/29/2019 Anitha New Project
40/78
40
CHART: 4.1.12
7/29/2019 Anitha New Project
41/78
41
TABLE NO: 4.1.13
PREFERENCE OF WORKING SHIFT BY THE RESPONDENTS
S.no Preference No. of respondents Percentage of respondents
1 General shift 498 99
2 Night shift 2 1
TOTAL 500 100.0
INFERENCE:
From the above table it is inferred that, 99% of the respondents had preferred to
work in a general shift and the remaining 1% of the respondents had preferred to work in a night.
Finally it is concluded that majority 99% of the respondents had preferred to work in a
general shift.
7/29/2019 Anitha New Project
42/78
42
CHART: 4.1.13
7/29/2019 Anitha New Project
43/78
43
TABLE NO: 4.1.14
TIRED OR DEPRESSION OF WORK BY THE RESPONDENTS
S.no Tired or depression because of work No. of respondents Percentage of respondents
1 Always 345 69
2 Often 124 25
3 Sometimes 29 5
4 Rarely 1 1
TOTAL 500 100.0
INFERENCE:
From the above table it is inferred that, 69% of the respondents had always tired
or depression because of work, 25% of the respondents had often tired or depression because of
work, 5% of the respondents had sometimes only tired or depression because of work and the
remaining 1% of the respondents had rarely tired or depression because of work.
Finally it is concluded that majority 69% of the respondents had always tired or
depression because of work.
7/29/2019 Anitha New Project
44/78
44
CHART: 4.1.14
7/29/2019 Anitha New Project
45/78
45
TABLE NO: 4.1.15
TIME SPEND AT WORK BY THE RESPONDENTS
S.no Time spend No. of respondents Percentage of respondents
1 Highly satisfied 18 3
2 Satisfied 92 74
3 Neutral 374 19
4 Dissatisfied 16 4
TOTAL 500 100.0
INFERENCE:
From the above table it is inferred that, 74% of the respondents had satisfied with
the time spend at work, 19% of the respondents had neutral, 4% of the respondents had
dissatisfied and the remaining 3% of the respondents had highly dissatisfied with the time spend
at work.
Finally it is concluded that majority 74% of the respondents had satisfied with the time
spend at work.
7/29/2019 Anitha New Project
46/78
46
CHART: 4.1.15
7/29/2019 Anitha New Project
47/78
47
TABLE NO: 4.1.16
MISS OUT QUALITY OF TIME WITH THEIR FAMILY AND FRIENDS
S.no Miss out quality of time No. of respondents Percentage of respondents
1 Always 341 68
2 Often 141 28
3 Sometimes 14 2.8
4 Rarely 3 1
5 Never 1 0.2
TOTAL 500 100.0
INFERENCE:
From the above table it is inferred that, 68% of the respondents had stated always
miss out quality of time with their family and friends, 28% of the respondents had stated often,
2.8% of the respondents had stated sometimes, 1% of the respondents had stated rarely and the
remaining 0.2% of the respondents had stated never miss out quality of time with their family
and friends.
Finally it is concluded that majority 68% of the respondents had miss out quality of time
with their family and friend is always.
7/29/2019 Anitha New Project
48/78
48
CHART: 4.1.16
7/29/2019 Anitha New Project
49/78
49
TABLE NO: 4.1.17
RESPONDENTS STRESS MANAGEMENT METHODS
S.no Methods of stress management No. of respondents Percentage of respondents
1 Yoga 4 1
2 Meditation 24 5
3 Entertainment 47 9
4 Music 425 85
TOTAL 500 100.0
INFERENCE:
From the above table it is inferred that, 1% of the respondents had doing yoga to
manage their stress, 5% of the respondents had doing meditation, 9% of the respondents had
engaged in entertainment and the remaining 85% of the respondents had engaged in music to
manage their stress.
Finally it is concluded that majority 85% of the respondents had stated engaged in music
to manage their stress.
7/29/2019 Anitha New Project
50/78
50
CHART: 4.1.17
7/29/2019 Anitha New Project
51/78
51
TABLE NO: 4.1.18
BENEFITS PROVIDED BY THE ORGANIZATION TO THE RESPONDENTS
S.no Benefits No. of respondents Percentage of respondents
1 Telephone for personal use 57 11.4
2 Counseling services for employees 5 1
3 Health program 1 0.2
4 Transportation 437 87.4
TOTAL 500 100.0
INFERENCE:
From the above table, it is found that 11.4% of the respondents were
having telephone for personal use as an additional work provision, 1% of the respondents were
having counseling service, 0.2% of the respondents are having health programs and the
remaining 87.4% of the respondents are having transportation as an additional work provision.
Finally it is concluded that 87.4% of the respondents were provided with the additional
provision provided in the organization is Transportation.
7/29/2019 Anitha New Project
52/78
52
CHART: 4.1.18
7/29/2019 Anitha New Project
53/78
53
TABLE NO: 4.1.21
RESPONDENTS HAVE ANY STRESS IN WORK PLACE
S.no Yes/no No. of respondents Percentage of respondents
1 Yes 500 100.0
INFERENCE:
From the above it is inferred that 100% of the respondents had stress in their workplace.
7/29/2019 Anitha New Project
54/78
54
CHART: 4.1.21
7/29/2019 Anitha New Project
55/78
55
4.2 WEIGHTED AVERAGE
TABLE NO: 4.2.1
FACTORS HELP RESPONDENTS TO BALANCE THEIR WORK
S.no Factors VH H M L VL Total Weighted aver
1 Flexible working time 224 246 30 0 0 500 438.8
2 Holiday and Leave 355 107 38 0 0 500 463.4
3 Support from co-Workers 265 196 38 1 0 500 445
4Comfortable with currentposition
183 252 62 0 3 500 422.4
5 Compensation 263 187 48 0 2 500 441.8
6Permission for familyemergencies and events
331 153 16 0 0 500 463
7 Better workplace and resources 269 213 18 0 0 500 450.2
8 Paid parental leave 272 159 68 0 1 500 440.2
9 Job Sharing 276 192 32 0 0 500 448.8
10 Negative attitude of manager 0 1 128 182 189 500 188.2
11Frequent travelling away fromhome
0 1 58 161 280 500 156
12 Weekend work 1 0 23 186 290 500 147.2
13Negative attitude of familymembers
0 1 23 177 299 500 145.2
14 Poor working condition 0 1 41 199 259 500 156.8
15Misunderstanding withmanagers / supervisor
1 0 34 211 254 500 156.6
INFERENCE:
From the above it is clear that most of the respondents gave more weightage to the factoris holiday and leave.
7/29/2019 Anitha New Project
56/78
56
4.3 Henry Garnett ranking
TABLE NO: 4.3.1
RANKING THE CAUSES STRESS
S.no Ranking 1 2 3 4 5 6 7 8 9
1Illness of a familymembers
6 21 46 84 100 141 76 18 8
2 Excessive work load 29 98 71 69 72 95 37 22 7
3Not enough time tosleep
105 55 42 48 83 83 60 16 8
4 Family conflict 174 39 35 61 70 42 65 9 5
5Poor performancefrom co-workers
67 76 30 56 75 43 114 28 11
6Time spend awayfrom family
24 93 107 73 38 44 74 39 8
7 Fried from job 10 30 66 22 11 25 28 267 31
8 Depression 85 88 102 84 38 19 7 51 26
9 job dissatisfaction 0 0 1 3 13 8 29 50 396
7/29/2019 Anitha New Project
57/78
57
TABLE NO: 4.3.1(b)
RANKING THE CAUSES STRESS
S.no Ranking 1 2 3 4 5 6 7 8 9 TotalMean
ValueRa
1Illness of a familymembers
594 2058 4462 8064 9500 13254 7068 1656 728 47384 94.77 7
2Excessive workload
2871 9604 6887 6624 6840 8930 3441 2024 637 47858 95.72 4
3Not enough timeto sleep
10395 5390 4074 4608 7885 7802 5580 1472 728 47934 95.87 3
4 Family conflict 17226 3822 3395 5856 6650 3948 6045 828 455 48225 96.45
5Poor performancefrom co-workers
6633 7448 2910 5376 7125 4042 10602 2576 1001 47713 95.43 6
6Time spend awayfrom family
2376 9114 10379 7008 3610 4136 6882 3588 728 47821 95.64 5
7Action taken bythe managers
990 2940 6402 2112 1045 2350 2604 24564 2821 45828 91.66 8
8 Depression 8415 8624 9894 8064 3610 1786 651 4692 2366 48102 96.20 2
9 job dissatisfaction 0 0 97 288 1235 752 2697 4600 36036 45705 91.41 9
7/29/2019 Anitha New Project
58/78
58
INFERENCE:
From the above Table No. 1 (B) it is observed that Family conflict was ranked as the
major stress cause by the respondents that obtained a Garrett score of 48225 points. It was
followed by Depression which was placed second with a Garrett score of 48102 points.
Sleepless was given third place with a Garrett score of 47934 points. Heavy work load was
given fourth place with a Garrett score of 47858 points. Not able to spend time with family
members was given fifth place with a Garrett score of 47821 points. Co-workers poor
performance was given sixth place with a Garrett score of 47713 points. Illness of family
members was given seventh place with a Garrett score of 47384 points. Action taken by the
managers was given eighth place with a Garrett score of 45828 points. Job dissatisfaction was
given ninth place with a Garrett score of 45705 points.
From the above analysis it could be concluded that the most important causes stressing the
employees during balancing the life is family conflict and depression. At the same time factors
like managers action and job dissatisfaction shows very low in creating stress to the employees
during work life balance.
7/29/2019 Anitha New Project
59/78
59
TWO WAY TABLE AND CHI-SQUARE ANALYSIS
TABLE: 4.4.1
RELATIONSHIP BETWEEN AGE OF THE RESPONDENTS AND LEVEL OF
INFLUENCE
(TWO-WAY TABLE)
Age of the RespondentsInfluence Total
1 2 3
Upto 20 years21
(5.83)9
(6.77)1
(14.3)31
21-30 years150
(41.7)62
(46.6)4
(57.1)216
31-40 years161
(44.7)42
(31.6)1
(14.3)204
41-50 years28
(7.8)20
(15.0)1
(14.3)49
Total 360 133 7 500
The above table shows that the percentage of high level of factors influencing on work life
balance of employees are at its maximum (57.1%) among the respondents having 21-30 years
category and the same is as its minimum (14.3%) among the respondents of Up to 20 years &
31-50 years category. The percentage of medium level of factors influencing on work life
balance of employees are at its maximum (46.6%) among the respondents having 21-30 years
category and the same is as its minimum (6.7%) among the respondents of Upto 20 years
category. On the other hand, the percentage of low level of factors influencing on work life
7/29/2019 Anitha New Project
60/78
60
balance of employees are at its maximum (44.7%) among the respondents having 31-40 years
category and the same is as its minimum (5.83%) among the respondents of Upto 20 years.
In order to find out the relationship between the age and factors influencing work life balance of
employees, a chi-square test was employed and the result of the test is given below.
Null Hypothesis (Ho) : There is no significant relationship between age of the
respondents and level of influence
Alternative Hypothesis (H1) : There is significant relationship between age of the
respondents and level of influence
Chi-Square Tests
TABLE: 4.4.1(b)
Factor Calculated 2Value Table Value D.F Remarks
Age 12.460 12.592 6 No Significant at 5% level
Degrees of freedom = (r-1) (c-1)
INTERPRETATION:
The above table divulge that the calculated chi-square value (12.460) is greater
than the table value (12.6) and the result is non significant at 5% level. Hence the null hypothesis
is Ho is rejected and alternative hypothesis H1 is accepted. From the analysis it is concluded that
there is no close relationship between the age of the respondents and their level of influence
toward work life balance.
7/29/2019 Anitha New Project
61/78
61
TWO WAY TABLE AND CHI-SQUARE ANALYSIS
TABLE: 4.4.2
RELATIONSHIP BETWEEN GENDER OF THE RESPONDENTS AND LEVEL OF
INFLUENCE
(TWO-WAY TABLE)
Gender of the Respondents Influence Total
1 2 3
Male220
(61.1)86
(64.7)5
(71.4)311
Female140
(38.9)47
(35.3)2
(28.6)189
Total360 133 7 500
The above table shows that the percentage of high level of factors influencing on work life
balance of employees are at its maximum (71.4%) among the respondents having Male
category and the same is as its minimum (28.6%) among the respondents of Female category.
The percentage of medium level of factors influencing on work life balance of employees are at
its maximum (64.7%) among the respondents having Male category and the same is as its
minimum (35.3%) among the respondents of Female category. On the other hand, the
percentage of low level of factors influencing on work life balance of employees are at its
maximum (61.1%) among the respondents having Male category and the same is as its
minimum (38.9%) among the respondents of Female.
7/29/2019 Anitha New Project
62/78
62
In order to find out the relationship between the gender and factors influencing work life balance
of employees, a chi-square test was employed and the result of the test is given below.
Null Hypothesis (Ho) : There is no significant relationship between gender of the
respondents and level of influence
Alternative Hypothesis (H1) : There is significant relationship between gender of the
respondents and level of influence
Chi-Square Tests
TABLE: 4.4.2(b)
Factor Calculated 2Value Table Value D.F Remarks
Gender .778 5.99 2 No Significant at 5% level
Degrees of freedom = (r-1) (c-1)
INTERPRETATION:
The above table divulge that the Calculated chi-square value (.778) is
greater than the table value (5.99) and the result is non significant at 5% level. Hence the null
hypothesis is Ho is accepted and alternative hypothesis H1 not is accepted. From the analysis it is
concluded that there is no close relationship between the gender of the respondents and their
level of influence toward work life balance.
7/29/2019 Anitha New Project
63/78
63
TWO WAY TABLE AND CHI-SQUARE ANALYSIS
TABLE: 4.4.3
RELATIONSHIP BETWEEN MARITAL STATUS OF THE RESPONDENTS AND
LEVEL OF INFLUENCE
(TWO-WAY TABLE)
Marital status Influence Total
1 2 3
Married250
(69.4)90
(67.7)5
(71.4)345
Unmarried110
(30.6)43
(32.3)2
(28.6)155
Total
360 133 7 500
The above table shows that the percentage of high level of factors influencing on work life
balance of employees are at its maximum (71.4%) among the respondents having Married
category and the same is as its minimum (28.6%) among the respondents of Unmarried
category. The percentage of medium level of factors influencing on work life balance of
employees are at its maximum (67.7%) among the respondents having Married category and
the same is as its minimum (32.3%) among the respondents of Unmarried category. On the
other hand, the percentage of low level of factors influencing on work life balance of employees
are at its maximum (69.4%) among the respondents having Married category and the same is
as its minimum (30.6%) among the respondents of Unmarried.
7/29/2019 Anitha New Project
64/78
64
In order to find out the relationship between the Marital status and factors influencing work life
balance of employees, a chi-square test was employed and the result of the test is given below.
Null Hypothesis (Ho) : There is no significant relationship between marital status of
the respondents and level of influence
Alternative Hypothesis (H1) : There is significant relationship between marital status of the
respondents and level of influence
Chi-Square Test
TABLE: 4.4.3(b)
Factor Calculated 2Value Table Value D.F Remarks
Marital status .163 5.99 2 No Significant at 5% level
Degrees of freedom = (r-1) (c-1)
INTERPRETATION:
The above table divulge that the Calculated chi-square value (.163) is
greater than the table value (5.99) and the result is non significant at 5% level. Hence the null
hypothesis is Ho is accepted and alternative hypothesis H1 not is accepted. From the analysis it is
concluded that there is no close relationship between the marital status of the respondents and
their level of influence toward work life balance.
7/29/2019 Anitha New Project
65/78
65
TWO WAY TABLE AND CHI-SQUARE ANALYSIS
TABLE: 4.4.4
RELATIONSHIP BETWEEN EDUCATION LEVEL OF THE RESPONDENTS AND
LEVEL OF INFLUENCE
(TWO-WAY TABLE)
Education level
Influence Total
1 2 3
Upto SSLC119
(33.1)67
(50.4)3
(42.9)189
HSC179
(49.7)54
(40.7)3
(42.9)236
UG Degree55
(15.3)11
(8.3)1
(14.3)67
PG Degree7
(1.9)1
(0.8)0
(0) 8
Total360 133 7 500
The above table shows that the percentage of high level of factors influencing on work life
balance of employees are at its maximum (42.9%) among the respondents having Upto SSLC &
HSC category and the same is as its minimum (0%) among the respondents of PG Degree
category. The percentage of medium level of factors influencing on work life balance of
employees are at its maximum (50.4%) among the respondents having Upto SSLC category
and the same is as its minimum (0.8%) among the respondents of PG Degree category. On the
other hand, the percentage of low level of factors influencing on work life balance of employees
7/29/2019 Anitha New Project
66/78
66
are at its maximum (49.7%) among the respondents having HSC category and the same is as
its minimum (1.9%) among the respondents of PG Degree.
In order to find out the relationship between the Educational level and factors influencing work
life balance of employees, a chi-square test was employed and the result of the test is given
below.
Null Hypothesis (Ho) : There is no significant relationship between educational level
of the respondents and level of influence
Alternative Hypothesis (H1) : There is significant relationship between educational level of
of the respondents and level of influence
Chi-Square Tests
TABLE: 4.4.4(b)
FactorCalculated
2Value
Table ValueD.F Remarks
Educational level 14.036 12.6 6 Significant at 5% level
Degrees of freedom = (r-1) (c-1)
INTERPRETATION:
The above table divulge that the Calculated chi-square value (14.036) is
greater than the table value (12.6) and the result is significant at 5% level. Hence the null
hypothesis is Ho is rejected and alternative hypothesis H1 is accepted. From the analysis it is
concluded that there is close relationship between the educational level of the respondents and
their level of influence toward work life balance.
7/29/2019 Anitha New Project
67/78
67
TWO WAY TABLE AND CHI-SQUARE ANALYSIS
TABLE: 4.4.5
RELATIONSHIP BETWEEN WORKING EXPERIENCE OF THE RESPONDENTS
AND LEVEL OF INFLUENCE
(TWO-WAY TABLE)
Working experienceInfluence Total
1 2 3
Upto 2 years171
(47.5)82
(61.7)4
(57.1)257
2-4 years160
(44.4)43
(32.3)3
(42.9)206
4-6 years26
(7.2)7
(5.3)0
(0)33
6-8 years3
(0.8)1
(0.8)0
(0)4
Total 360 133 7 500
The above table shows that the percentage of high level of factors influencing on work life
balance of employees are at its maximum (57.1%) among the respondents having Upto 2 years
category and the same is as its minimum (0%) among the respondents of 4 -6 years & 6-8 years
category. The percentage of medium level of factors influencing on work life balance of
employees are at its maximum (61.7%) among the respondents having Upto 2 years category
and the same is as its minimum (0.8%) among the respondents of 6-8 years category. On the
other hand, the percentage of low level of factors influencing on work life balance of employees
7/29/2019 Anitha New Project
68/78
68
are at its maximum (47.5%) among the respondents having Upto 2 years category and the
same is as its minimum (0.8%) among the respondents of6-8 years.
In order to find out the relationship between the working experience and factors influencing
work life balance of employees, a chi-square test was employed and the result of the test is given
below.
Null Hypothesis (Ho) : There is no significant relationship between working
experience of the respondents and level of influence
Alternative Hypothesis (H1) : There is significant relationship between working experience
of the respondents and level of influence
Chi-Square Tests
Table: 4.4.5(b)
FactorCalculated
2
Value
Table ValueD.F Remarks
Working experience 8.393 12.6 6 No Significant at 5% level
Degrees of freedom = (r-1) (c-1)
INTERPRETATION:
The above table divulge that the Calculated chi-square value (8.393) is
greater than the table value (12.6) and the result is non significant at 5% level. Hence the null
hypothesis is Ho is accepted and alternative hypothesis H1 is not accepted. From the analysis it is
7/29/2019 Anitha New Project
69/78
69
concluded that there is no close relationship between the working experience of the respondents
and their level of influence toward work life balance.
TWO WAY TABLE AND CHI-SQUARE ANALYSIS
TABLE: 4.4.6
RELATIONSHIP BETWEEN INCOME LEVEL OF THE RESPONDENTS AND LEVEL
OF INFLUENCE
(TWO-WAY TABLE)
Income levelInfluence Total
1 2 3
Upto 10000216(60)
92(69.2)
5(71.4)
313
10001-15000125
(34.7)39
(29.3)2
(28.6)166
15001-20000 14(3.9)
0(0)
0(0)
14
20001-250003
(0.8)1
(0.8)0
(0)4
Above 250002
(0.6)1
(0.8)0
(0)3
Total 360 133 7 500
The above table shows that the percentage of high level of factors influencing on work life
balance of employees are at its maximum (71.4%) among the respondents having Upto 10000
category and the same is as its minimum (0%) among the respondents of 15001 -20000 &
20001-above 25000 category. The percentage of medium level of factors influencing on work
life balance of employees are at its maximum (69.2%) among the respondents having Upto
7/29/2019 Anitha New Project
70/78
70
10000 category and the same is as its minimum (0%) among the respondents of 15001 -20000
category. On the other hand, the percentage of low level of factors influencing on work life
balance of employees are at its maximum (60%) among the respondents having Upto 10000
category and the same is as its minimum (0.6%) among the respondents of Above 25000.
In order to find out the relationship between the income level and factors influencing work life
balance of employees, a chi-square test was employed and the result of the test is given below.
Null Hypothesis (Ho) : There is no significant relationship between income level
of the respondents and level of influence
Alternative Hypothesis (H1) : There is significant relationship between income level
of the respondents and level of influence
Chi-Square Tests
TABLE: 4.4.6(b)
Factor Calculated 2Value Table Value D.F Remarks
Income level 7.907 15.5 8 No Significant at 5% level
Degrees of freedom = (r-1) (c-1)
INTERPRETATION:
The above table divulge that the Calculated chi-square value (7.907) is greater
than the table value (15.5) and the result is non significant at 5% level. Hence the null hypothesis
is Ho is accepted and alternative hypothesis H1 is rejected. From the analysis it is concluded that
7/29/2019 Anitha New Project
71/78
71
there is no close relationship between the income level of the respondents and their level of
influence toward work life balance.
TWO WAY TABLE AND CHI-SQUARE ANALYSIS
TABLE: 4.4.7
RELATIONSHIP BETWEEN FAMILY NATURE OF THE RESPONDENTS AND
LEVEL OF INFLUENCE
(TWO-WAY TABLE)
Family NatureInfluence Total
1 2 3
Joint family71
(19.7)24
(18.0)0
(0)95
Nuclear family289
(80.3)109(82)
7(100) 405
Total360 133 7 500
The above table shows that the percentage of high level of factors influencing on work life
balance of employees are at its maximum (100%) among the respondents having Nuclear
family category and the same is as its minimum (0%) among the respondents of joint family
category. The percentage of medium level of factors influencing on work life balance of
employees are at its maximum (82%) among the respondents having Nuclear family category
and the same is as its minimum (18.0%) among the respondents of Joint family category. On
the other hand, the percentage of low level of factors influencing on work life balance of
7/29/2019 Anitha New Project
72/78
72
employees are at its maximum (80.3%) among the respondents having Nuclear family
category and the same is as its minimum (19.7%) among the respondents of joint family.
In order to find out the relationship between the family nature and factors influencing work life
balance of employees, a chi-square test was employed and the result of the test is given below.
Null Hypothesis (Ho) : There is no significant relationship between family nature
of the respondents and level of influence
Alternative Hypothesis (H1) : There is significant relationship between family nature
of the respondents and level of influence
Chi-Square Tests
TABLE: 4.4.7(b)
Factor Calculated 2Value Table Value D.F Remarks
Family nature 1.843 5.99 2 No Significant at 5% level
Degrees of freedom = (r-1) (c-1)
INTERPRETATION:
The above table divulge that the Calculated chi-square value (1.843) is
greater than the table value (5.99) and the result is non significant at 5% level. Hence the null
hypothesis is Ho is accepted and alternative hypothesis H1 is rejected. From the analysis it is
concluded that there is no close relationship between the family nature of the respondents and
their level of influence toward work life balance.
7/29/2019 Anitha New Project
73/78
73
TWO WAY TABLE AND CHI-SQUARE ANALYSIS
TABLE: 4.2.8
RELATIONSHIP BETWEEN FAMILY MEMBERS OF THE RESPONDENTS AND
LEVEL OF INFLUENCE
(TWO-WAY TABLE)
Family MembersInfluence Total
1 2 3
2 members285
(79.1)109(82)
7(100)
401
3-4 members
53
(14.7)
18
(13.5)
0
(0) 71
5-6 members22
(6.1)6
(4.5)0
(0)28
Total 360 133 7 500
The above table shows that the percentage of high level of factors influencing on work life
balance of employees are at its maximum (100%) among the respondents having 2 members
category and the same is as its minimum (0%) among the respondents of 3-6 members
category. The percentage of medium level of factors influencing on work life balance of
employees are at its maximum (82%) among the respondents having 2 members category and
the same is as its minimum (4.5%) among the respondents of 5-6 members category. On the
other hand, the percentage of low level of factors influencing on work life balance of employees
7/29/2019 Anitha New Project
74/78
74
are at its maximum (79.1%) among the respondents having 2 members category and the same
is as its minimum (6.1%) among the respondents of 5-6 members.
In order to find out the relationship between the family Members and factors influencing work
life balance of employees, a chi-square test was employed and the result of the test is given
below.
Null Hypothesis (Ho) : There is no significant relationship between family members
of the respondents and level of influence
Alternative Hypothesis (H1) : There is significant relationship between family members
of the respondents and level of influence
Chi-Square Tests
TABLE: 4.4.8(b)
Factor Calculated 2Value Table Value D.F Remarks
FamilyMembers
2.387 9.49 4 No Significant at 5% level
Degrees of freedom = (r-1) (c-1)
INTERPRETATION:
The above table divulge that the Calculated chi-square value (2.387) is greater
than the table value (9.49) and the result is non significant at 5% level. Hence the null hypothesis
is Ho is accepted and alternative hypothesis H1 is rejected. From the analysis it is concluded that
there is no close relationship between the family members of the respondents and their level of
influence toward work life balance.
7/29/2019 Anitha New Project
75/78
75
CHAPTER-V
FINDINGS, SUGGESTIONS AND CONCLUSIONS
5.1 FINDINGS
Majority 43% of the respondents are belonged to the age group of 21-30 years. From the analysis 62 % of the respondents gender were Male. Majority 69% of the respondents had married. 47% of the respondents educational level is HSC Inferred that 51% of the respondents were having the working experience of less than 2
years
It is found out that 62% of the respondents monthly income had below Rs. 10000. From the analysis 81% of the respondents were fall under the category of nuclear family. Majority 80% of the respondents family size had only 2 members in the family. Inferred that 95% of the respondents had normally worked for 6 days in a week. Majority 54% of the respondents had worked for 7-8 hours in a day. From the analysis 62% of the respondents had spent less than half an hour for travelling Majority 99% of the respondents had preferred to work in a general shift. It is found out that 69% of the respondents had always tired or depression because of
work
Majority 74% of the respondents had satisfied with the time spend at work
7/29/2019 Anitha New Project
76/78
76
Inferred that 68% of the respondents had always miss out quality of time with theirfamily and friends.
It is found out that 85% of the respondents had stated engaged in music to manage theirstress.
Majority 87% of the respondents were provided with the additional provision provided inthe organization is Transportation.
From the analysis most of the respondents gave more weight age to holiday and leave Inferred that 100% of the respondents had stress in their workplace. From the analysis family conflict occupied the high position in the causes of stress.
5.2 SUGGESTIONS
TIME MANAGEMENT is one of the best solutions which can help to reduce theimbalance between the personal and the work life of the employees. Prioritizing the tasks
and planning the activities can help to take out some free time which can be utilized for
other purposes.
Taking some time out for hobbies and leisure activities, spending time with loved onescan help to beat the stress.
Sharing the responsibilities will help and don't commit for something which is practicallyimpossible.
To remain competitive, and to retain their most talented employees, companies mustprovide more than a good salary and others facilities which are needed to employees.
Companies have started implementing like Childcare, Wellness programs, Financial
planning.
7/29/2019 Anitha New Project
77/78
77
5.3 CONCLUSION
Thus, work-life balance can bring a huge transformation at the organizational and
individual levels. It helps an organization to inherently build a strong value system, which is
attributed to the work life balance enjoyed at the employee. Therefore, it is important for
employees to maintain a healthy balance between work and their private lives. This will help
them achieve their personal and professional goals as well the organization they are working
for.
Work-life balance is an issue of great importance that has to be addressed by the
organizations at the earliest. After all employees are the greatest asset and the organization
performance is affected by employee performance. The HR department of the organization and
the employees together must work out strategies to help attain work-life balance which makes
the organization the happiest place to work.
7/29/2019 Anitha New Project
78/78