RASHMI Work Balance of Employee Woman Garment Industry Final Project

8/17/2019 RASHMI Work Balance of Employee Woman Garment Industry Final Project

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1. INTRODUCTION

Work life balance is about people having a measure of control over when, where and

how they work. It is achieved when an individual’s right to a fulfilled life inside and

outside paid work is accepted and respected as the norm, to the mutual benefit of the

individual, business and society.

In his book “managing Work-Life alance!, "avid #lutter buck defines work-life as$

• eing aware of different demands on time and energy

• %aving the ability to make choices in the allocation of time and energy

• &nowing what values to apply to choices

• 'aking choices

(he term )Work-Life alance’ was first coined in *+ in reaction to the unhealthy

choices that many mericans were making in favor of the work place, as they opted to

neglect family, friends and leisure activities in pursuit of corporate goals.

Work-Life balance is a person’s control over the conditions in their workplace. It is

accomplished when an individual feels dually satisfied about their personal life and

their paid occupation. It mutually benefits the individual, business and society when a

person’s personal life is balanced with his or her own /ob.

(he Work-life balance strategy offers a variety of means to reduce stress levels and

increase /ob satisfaction in the employee while enhancing business benefits for the

employer. In our increasingly hectic world, the work-life strategy seeks to find a

balance between work and play.

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sentence that brings the idea of work life balance to the point is$!Work to live, don’t

live to work!.

(he best individual work-life balance varies over time, often on a daily basis. (he

right balance for a person today will probably be different for him0her tomorrow 1 the

right balance for a person when he0 she is single will be different when he0she gets

married or he0she becomes a parent2 when he0 she starts a new career verses when

he0she is nearing retirement. (he best work-life balance is different for each one of us

because we all have different priorities and different lives.

HISTORY- TRAIL AND ERROR

"uring the *+3s and *+43s, employers considered work-life mainly an issue for

working another’s who struggled with the demands of their /obs and raising children

throughout this period and into the mid-*+3s,the 5.6. government had the ma/or

impact in the field, as reflected by the presidential conference on families, the

pregnancy discrimination act7*+48, and the 9uality of employment survey7*+448.

"uring the *+3s, recogni:ing the value and needs of their women contributors,

pioneering organi:ations such as 'erck, "eloitte and (ouche ,I' etc. began to

change their internal workplace policies, procedures, and benefits.-;-the changes

included maternity leaves, employee assistance programs7time, home-

based work and child-care referral. "uring the *+3s men also began voicing work-

life concerns. y the end of the decade, work-life balance was seen as more than /ust

a woman’s issue, affecting men, families, and organi:ations and cultures.

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(he *++3s solidified the recognition of work-life balance as a vital issue for everyone

Women, men, parents and non-parents, singles, and couples. (his growing awareness

of the central importance of the issue resulted in ma/or growth in attempted work-life

solutions during this decade. ?umerous studies showed that the generations from

baby to boomers to new college graduates were making /ob choices based on their

own-work life issues and


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Work life business cses !"e no# c!ie"e$ #!eir in#en$e$ effec#.

• 6tress, over work, and their negative impact on productivity and health care

costs are real and growing.

• #ompetition for talent from all levels and ages will increase.

• 6ome of the solutions proposed by the work life council included$

• "raw from different organi:ations and departments representing different

perspectives to identify key work life issues, the ne>t big thing “and the future

best practices!.

• Identify the new trends which might not be visible now, and develop strategic

responses.

• #reate a new language for the work life field

• 'a>imi:e the beneficiaries of work life efforts.

%LO&AL 'ERCE'TION

Aver the past twenty-five years, there has been a substantial increase in work which is

felt to be due, in part, by information technology and by an intense, competitive work

environment. Long-term loyalty and a Dsense of corporate communityD have been

eroded by a performance culture that e>pects more and more from their employees yet

offers little security in return.

'any e>perts forecasted that technology would eliminate most household chores and

provide people with much more time to en/oy leisure activities2 unfortunately, many

have decided to ignore this option being Degged onD by a consumerist culture and a

political agenda that has Delevated the work ethic to unprecedented heights and

thereby reinforced the low value and worth attached to parentingD.

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In her recent book, DWilling 6laves 1 %ow the Averwork #ulture is @uling our

LivesD, 'adeleine unting stated that from *+44 to *++4 mericans working full

time have increased their average working hours from EC. hours to E4.* hours each

week. 7(his does not include time re9uired to travel to and from their places of

business8.

'any mericans are e>periencing burnout due to overwork and increased stress. (his

condition is seen in nearly all occupations from blue collar workers to upper

management. Aver the past decade, a rise in workplace violence, an increase in levels

of absenteeism as well as rising workers’ compensation claims are all evidence of an

unhealthy work life balance.

cessive because of

globali:ation.

(hese difficult and e>hausting conditions are having adverse effects. ccording to the

study, fifty percent of top corporate e>ecutives are leaving their current positions.

lthough si>ty-four percent of workers feel that their work pressures are Dself-

inflictedD, they state that it is taking a toll on them. (he study shows that, nationally,

seventy percent, and globally, eighty-one percent, say their /obs are affecting their

health.

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etween forty-si> and fifty-nine percent of workers feel that stress is affecting their

interpersonal and se>ual relationships. dditionally, men feel that there is a certain

stigma associated with saying DI canFt do thisD.

A''ROACHES TOWARDS WOR( )LI*E &ALANCE

5ntil recently, most organi:ations have taken a one-sided “systems! approach to their

work-life efforts. (heir focus has been on adopting organi:ation policies, benefits, and

procedures to solve the work-life-balance problem. lthough helpful, than it is an

organi:ation the system approach overlooks a critical fact$ at its core, work-life

balance is more an individual issue that affects the organi:ational issue that affects the

individual.

(he system approach asks 1 “What can the organi:ation do to create a better work-life

balance for the individualG! the other half of the work-life strategy, the individual

approach, asks 1 “What can individual employees and managers do for themselves to

create their own best work-life balanceG!

(he correlation between the two approaches is mentioned below$

S+s#e,s roc! lef# le/ of 0ork-life l$$er

(he systems approach is the left leg of the ladder. If an organi:ation is like most, then

a fairly solid left leg is already built 1 health insurance, vacation time, various

benefits, and possibly ible work policies. It is

important to reinforce what is already in place, but it may also be valuable to

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implement some creative, potentially 9uick-hit opportunities that have proven to have

a high impact in is recommended and implement certain organi:ations.

nything that is recommended and implemented must be consistent with the business

ob/ectives of the organi:ation.

“ one-Legged Ladder Won’t 6tand 5p approach will not stand by itself.! 1


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with no children is different from that for a single parent with two children. Ane’s

own best work-life balance will change, often on a daily basis. s a result, one’s

company or organi:ation cannot create the best work-life balance for him0her. s

individuals, we must find and create it for ourselves.

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&ENE*ITS O* I2'RO3IN% WOR(-LI*E &ALANCE

Hrom time to time, it has been established that good Work-Life balance brings in a lot

of benefits to the employer as well as the employee. 6ome of these are discussed

below$

iding employee recruitment and retention.

@educing absenteeism.

Improving the 9uality of peoples working lives.

'atching people who wouldn’t otherwise work with /obs.

enefiting families and communities

iding employee recruitment and retention

'ore employees may stay on in a /ob, return after a break or take a /ob with one

company over another if they can match their other needs better with those of their

paid work.

(his results in savings for the employer-avoiding the cost of losing an e>perienced

worker and recruiting someone new.


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implementing work-life strategies and evaluating them observed reduced turnover,

absenteeism, and increased return from parental leave.

Re$ucin/ bsen#eeis,

'any companies that have introduced family-friendly or fle>ible working practices

have seen benefits through reduction in absenteeism. 6ickness rates may fail as

pressures are managed better, while employees may have better methods of dealing

with work-life conflicts than taking unplanned leave.

Workers 7including their managers8 who are healthy and not over-stressed may

be more efficient.

Improving the 9uality of people’s working lives.

'inimi:ing work-life role conflict can help prevent.

'ERS'ECTI3ES RELATIN% WOR( AND *A2ILY

edeck 7*++;8 described the following three perspectives which e>plain the

relationship between work and family.

a8 T!e effec# of 0ork on f,il+$ this area e>amines what impact work factors have on

family matters. (o e>press this relationship in terms of research design, work is

regarded as the independent variable, and family is dependent variable. (his

perspective is most typical of psychological research. common finding is that

aspects of work 7such as /ob stress and work schedules8 have negative effects on

families.

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b8 T!e effec# of f,il+ on 0ork $ this perspective is the opposite of the former and

generally focuses on how structural or developmental aspects of the family have an

impact on work behavior. Hor e>ample, some researchers have viewed family life as

“shock absorber! in that, it blocks disappointment at work. Athers view family

responsibility as ma/or determinant of work absenteeism and tardiness.

c8 T!e f,il+-0ork in#erc#ion$ this third perspective views work and family as

interating and concludes that there is no simple or direct casual link between work and

family matters. Ane view of the family-work interaction concerns the compatibility or

incompatibility of family-work relationships and their impact on other processes, such

as the transition between roles.

2ODELS O* WOR(- *A2ILY RELATIONSHI'

edeck and 'osier 7*++38 and most recently A’"riscoll 7*++8 note that there are

typically five main models used to e>plain the relationship between work and life

outside work.

a8 Sillo"er ,o$el$ the spillover model asserts that there is similarity between what

occurs in the work environment and what occurs in the family environment. It also

proposes that a person’s work e>periences influence what he or she does away from

work. It is assumed that attitudes at work become ingrained and carried over into

home life, affecting a basic orientation toward the self and family members. In

general, spillover is a notion of positive relationships. etween work and family

variables such that an individual’s satisfaction with work enhances family life.

b8 Co,ens#ion ,o$el$ the compensation model is most often contrasted with the

spillover model. It proposes an inverse relationship between work and family. It

further assumes that individual make differential investments of themselves in the

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two settings so that what is provided by one makes up for what is missing in the other.

(hus, deprivations e>perienced in work are made up or compensated for in non-work

activities. Hor e>ample work may be routine and undemanding but this is

compensated for by a ma/or role in local community activities outside work.

c8 Se/,en##ion ,o$el$ the segmentation model proposes that the work and non-work

spheres are distinct so that an individual can be successful in one without any

influence on other. (he two spheres e>ist side by side and for all practical purposes

are separated from each other. (his separated from each other. (his separation, in

type, space, or function, allows one to effectively compartmentali:e one’s life. (he

dominant view is that the family is the realm of intimacy and empathy, whereas the

work world is impersonal and instrumental.

d8 Ins#ru,en#l ,o$el$ in an instrumental model, activities in one sphere facilitatae

success in the other. (he traditional e>ample is the instrumental worker who will seek

to ma>imi:e earnings, even at the price of undertaking a routine /ob and working long

hours, to allow the purchase of a home or a car for a young family.

e8 Conflic# ,o$el$ (he final model is the conflict model which proposes that with high

levels of demand in all spheres of life, some difficult choices have to be made and

some conflicts and possibly some significantly overload on an individual occur.

@ecently interest has been focused in particular on the conflict model, especially in

dual career families, although research on the spillover and compensation models

continues to be widely reported.

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4. RE3IEW O* LITERATURE AND RESEARCH DESI%N

4.1 RE3IEW O* LITERATURE

literature review is a body of te>t that aims to review the critical points of current

knowledge on a particular topic. literature review usually precedes a research

proposal, methodology and results section. Its ultimate goal is to bring the reader up

to date with current literature on a topic and forms the basis for another goal, such as

the /ustification for future research in the area.

Work n$ f,il+ reserc! in IO5O& 1678)4884

(his monograph reviews *+3 work1family studies published in IA0A /ournals from

*+3 to ;33;. (he results of a content analysis are presented which catalog these

articles with respect to the study focus, nature and direction of the proposed effects,

and predictor, criterion, and mediator variables e>amined. (hen a narrative review of

the articles is presented, organi:ed in terms of the following topical areas$ 7*8 work1

family conflict, 7;8 work role stress, 7C8 work1family assistance, 7E8 work schedules,

7B8 /ob-related relocation, 78 career and /ob-related outcomes, 748 gender and the

relationship between work and family domains, 78 dual-earner couples, and 7+8

relationships among life domains. (he review concludes with a discussion of

recurring themes in the literature and the identification of blind spots in the IA0A

perspective on work and family.

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Con"er/ence be#0een ,esures of 0ork-#o-f,il+ n$ f,il+-#o-0ork conflic#9 A

,e#-nl+#ic e:,in#ion

(he overlap between measures of work-to-family 7WH#8 and family-to-work conflict

7HW#8 was meta-analytically investigated. @esearchers have assumed WH# and HW#

to be distinct2 however, this assumption re9uires empirical verification. cross ;B

independent samples 7total N J +34+8

(he sample si:e weighted mean observed correlation was .C and the reliability

corrected correlation was .E. (he pattern of e>ternal correlates for the two types of

conflict was also e>amined. oth forms of conflict had similar 7.E*8 reliability

corrected correlations with measures of organi:ational withdrawal. WH# conflict

correlated .E* 7k J *B, N J E4*E8 with /ob stressors and .*4 7k J *C, N J CC*;8 with

non-work stressors whereas HW# conflict correlated .;4 with /ob stressors and .;C

with non-work stressors. #orrelations between the two forms of work0family conflict

and other variables such as organi:ational commitment, /ob and life satisfaction, and

health were e>amined. Implications for the discriminate validity of the two types of

conflict measures are discussed.

Work-life blnce9 n e:lor#or+ s#u$+ of suor#s n$ brriers in

cons#ruc#ion ro;ec#

n e>ploratory study of supports and barriers in a construction pro/ect. (he purpose

of this paper is to e>plore employeesF perceptions of work-life balance 7WL8 in an

ustralian infrastructure construction pro/ect, using semi-structured focus groups. In

total, EC employees participated in the focus groups, representing B3 per cent of the

pro/ect workforce at the time. Hocus groups e>plored employeesF e>periences of WL

during the planning and design stage of the pro/ect, as well as their e>pectations for

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the management of WL during the construction phase. =ro/ect culture, pro/ect

resourcing and the schedule demands of the construction stage of the pro/ect were

identified as barriers for WL, while participants believed that the “pro/ect alliance!

delivery model, fle>ibility of working hours and the pro/ect management teamFs

support for WL would facilitate WL in the pro/ect. "ata were collected from one

case study pro/ect which utili:ed an alliance delivery model. (herefore, the results

cannot be generali:ed to the construction industry as a whole or to construction

pro/ects utili:ing an alliance delivery model. "ata were collected from professional

and white collar workers therefore the results cannot be generali:ed to blue collar

workers. (he research findings suggest new directions for future research in WL

related to pro/ect settings.

Ac#ion reserc! #o $e"elo 0ork-life blnce in U( uni"ersi#+

(his paper aims to show the e>tent to which an action research approach, which

incorporates learning from previous studies and interventions, can be used to progress

work-life balance 7WL8 policies and practices in a university conte>t. (he paper

builds on the now considerable knowledge relating to the theory and practice of WL.

It adopts an action research0change management approach as part of a pro/ect partly

funded by the "epartment for (rade and Industry partnership scheme. 6pecific

methods utili:ed include a fundamental review of organi:ational policy using an

evaluative matri> and an analysis of the outcomes of four workshops with B* line

managers. (he findings show considerable differences between the e>periences of

administrative, professional, technical and clerical 7=(K#8 staff and academics. In

particular, =(K# staffs seek a greater sense of “entitlement! and more trust and

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autonomy, whereas academic staffs seek a more manageable work load. y moving

through the stages of the action research cycle, many of the limitations associated

with past WL initiatives can be overcome for =(K# staff. y comparison,

universitiesF disinclination to tackle academic work intensification is best e>plained

by the lack of labour market pressure to do so and the fact that sustainable WL does

not constitute part of the “table stakes! of academic employment. (he paper presents

theoretical models, together with practical approaches for embedding WL into

organi:ational cultures. It also offers theoretical e>planations for employersF

predisposition to adopt WL change programmes.

W!# 0ork< W!# life< W!# blnce< Cri#icl reflec#ions on #!e 0ork-life

blnce $eb#e

(he purpose of this article is to initiate critical reflection on the assumptions and

evidence 5nderpinning the work-life balance debate. (he article reviews a range of

international literature focused on and related to the work-life balance debate and

issues.

In the work-life balance debate, over-work is perceived as the problem. ?evertheless

beyond working time and the provision of fle>ible working practices to enable child

care, there is little in the debate about the need to change work per se. (he debate also

narrowly perceives “life!, e9uating it with womenFs care work, hence the emphasis

again of family-friendly policies. (he article suggests that reconceptualisation is

re9uired in analyses of both work-life balance and the relationship between work and

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life. (he article implies that current work-life balance policies are myopic in terms of

addressing the needs and aspirations of employees.

A co,r#i"e nl+sis of #!e use of 0ork-life blnce rc#ices in Euroe9 Do

rc#ices en!nce fe,les= creer $"nce,en#

comparative descriptive analysis shows differences in work-life balance practices

and policies and womenFs participation in the workforce between countries. In order

to test whether work-life balance practices and policies enhance the career

advancement of women to senior management positions a multiple regression analysis

is performed. (he ob/ectives of this study are$ to identify and compare companiesF

involvement with work-life balance practices and policies in *E


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Work-life blnce9 con#rs#in/ ,n/ers n$ 0orkers in n 2NC

lthough the bulk of the companyFs work-life balance initiatives focus on the

managers, and the managers display greater loyalty to the company, the workers are

better able to achieve work life balance. ?either group displays a more positive

attitude to their work2 however, the managers focus more on achieving status and the

workers on personal satisfaction. (he purpose of this article is to compare and

contrast the workers and managers of an nglo erman '?#, focusing on how each

group attempts to maintain an acceptable work-life balance. (he findings challenge

assertions that “fle>ible! working practices are good for work life balance, that

managers are better able to maintain a good work-life balance than workers,and that

the development of an appropriate work-life balance policy assists in ensuring

company loyalty and positive attitudes to work.

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Ac!ie"e,en#s n$ C!llen/es for Work5Life &lnce S#r#e/ies in Aus#rlin

Or/ni>#ions

5sing data from surveys conducted in ustralian organi:ations in *++4, *++, and

;333, this publication e>amines. (he e>tent, usage, and barriers to work-life balance

strategies. (he findings indicate that common work-life balance strategies in

ustralian organi:ations include part-time work, fle>ible work schedules, /ob sharing,

and telecommuting. 6hows that these strategies are not available to all employees in

over half of the organi:ations studied and work- life balance strategies are used by

fewer than twenty percent of employees in half of the organi:ations in the sample.

"emands at work, ineffective communication, lack of evaluation, and negative

workplace cultures are identified barriers to using work-life balance strategies.

CTU Conference 'er on Work-Life &lnce

(his paper draws together the e>periences of unions from internal discussion and

areas of the #(5Fs e>isting work programme relating to aspects of work-life balance.

(his includes work on reviews of the


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I&2 %lobl Work5Life Sur"e+ 488?

t I', first Work0Life Issues 6urvey was conducted in *+. (he survey provided

information about the effectiveness of e>isting programs and suggestions for future

programs. 6urveys were repeated in *++* and *++ in the 5nited 6tates, *++ in


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I'’s work0life programs are constructed to allow employees to be productive, serve

our customers and meet their personal and family needs. Aur strategy is divided into

three parts$

@efine and reform I'’s work0life culture.

@espond to employee needs for e>panded fle>ibility in working hours and

work delivery.

6upport employees’ needs for #hild0


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While I'’s work0life programs benefit all employees, they are especially important

to women, who typically have greater need for fle>ibility and responsibilities for

dependent care. =art of I'’s focus over the years has been to create both an

environment and leading industry programs that appeal to the needs of women

employees so that I' can continuously attract and retain key talent from this

important constituency.

nother outgrowth of our work0life strategy is the I' lobal Work0Life Hund. In

*++, I' began evaluating the global need for dependent care and conducted a

series of "ependent #are ssessments in ;3 countries to determine the course of

action for each I' region. s a result of that work, in ;33*, the lobal Work0Life

Hund 7WLH8 was developed, which is a NB3' fund to be invested over the years

;33*-;33B.

(he WLH is designed to address the dependent care and work life needs of I'

employees worldwide. Oear-to-date, I' has had active child care and elder pro/ects

in * countries, in other words, to support work0life programs in communities where

its employees live and work - - one of the first funds of its type to address such

employee issues globally. 6i>ty percent of the fund is earmarked for programs outside

the 5nited 6tates. lthough the fund will address a variety of work0life issues, the

primary focus will be dependent care programs that help employees and their

communities respond to the child and elder care responsibilities of working families.

(here are still some who believe work0life is a 5.6. phenomenon and that 5.6.-based

corporations are pushing their issues overseas. (he work I' has undertaken clearly

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tells another story. Oou will see I' respond to employee needs globally - - through

increasing the 9uality of care in a center in the =hilippines, providing elder care

seminars to employees in Italy and #anada, introducing children in #hina to new

computers, building a childcare center in Ireland and &orea, or e>panding e>isting

care in 'e>ico.

ll of our C*,333 employees around the world are facing work0life challenges. nd,

I' is using the knowledge gained from C3 years of e>perience to help design

programs and initiatives that work for their lifestyles, no matter where they are

located around the world.

TELECO22UTER WOR(5LI*E &ALANCE SUR3EY

(elecommuting suggests that one positive outcome of a telecommuting work

arrangement is the benefit of being able to better balance work and personal life

7Pensen, *++E2 "u>bury, %iggins, K ?eufield, *++2 6mith K @eid, *++8. %owever,

other research has contradicted this argument stating that telecommuting blurs the

boundaries between work and home life 7Pones, *++42 @iley K 'c#losky, *++48. (his

study did not find any significant differences between telecommuters and non-

telecommuters in terms of work0life balance. .

Interestingly, the results of this research did reveal that a curvilinear relationship

e>ists between work0life balance and telecommuting fre9uency. 6pecifically, part-time

telecommuters scored significantly lower on the work0life balance measure than

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.

#onse9uently, for this part-time telecommuter group, certain safeguards should be in

place in order to ensure a productive work environment and successful work0life

balance. =art-time telecommuters must abandon the belief that they are capable of

completing their work while taking care of their children. In order to fulfill their /ob

obligations and maintain balance in their lives, part-time telecommuters must also

have someone to watch the children while they work from home and the home work

environment should be free of non-work interruptions. designated room within the

house with a door was found to be a fundamental factor in determining work0life

balance for this part-time telecommuter group.

T!e 'osi#i"e Influence of 'ercei"e$ @ob *le:ibili#+ on Work n$ *,il+ Life

&lnce

(his study e>amines the influence of perceived fle>ibility in the timing and location

of work on work-family balance. "ata are from a *++ International usiness

'achines 7I'8 work and life issues survey in the 5nited 6tates 7n J ,EB*8. @esults

indicate that perceived /ob fle>ibility is related to improved work-family balance after

controlling for paid work hours, unpaid domestic labor hours, gender, marital status,

and occupational level. =erceived /ob fle>ibility appears to be beneficial both to

individuals and to businesses. iven the same workload, individuals with perceived

/ob fle>ibility have more favorable work-family balance. Likewise, employees with

perceived /ob fle>ibility are able to work longer hours before workload negatively

impacts their work-family balance. Implications of these findings are presented.

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W!en i#=s Work n$ No# Life

In the pursuit of increasing productivity and improving employee morale in the

workplace, organi:ations are evolving a new psychological contract with employees.

Ane which goes beyond the traditional boundaries of work and recogni:es the

employees’ larger familial and social needs, while also acknowledging trends in the

environment 1 more working women, longer commuting time, work-related stress and

so on.

When one introduces policies to encourage more women to /oin the workforce

however, do they end with a measurable increase of women in the workforce or

should they develop beyondG Work-Life alance policies evolved from Hamily

Hriendly policies whose focus was largely working mothers. (his study seeks to

understand the development of Work-Life alance policies in the 5& and its impact

on employers and employees. It also e>plores how Indian organi:ations are

responding to the concept of Work-Life alance.

(he study reinforces what has already been established 1 that the impact of Work-Life

alance policies on employers and employees has been e>tremely positive. %owever,

while the term Work-Life alance is more encompassing and inclusive than Hamily

Hriendly and much progress has been made in the 5&, this study indicates that in

reality the policies have not shifted much in focus beyond the working parents of

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young children. ?ot only are there groups of employees like the unmarried or older

employees who do not benefit much from these policies, but there are also groups of

employees who have needs beyond parenting. Argani:ations’ must therefore take

stock of changing social, environmental and business realities while developing

policies for their employees 1 a )one-si:e fits all’ approach will not work.

commitment to Work-Life alance policies for a diverse workforce must be a stated

organi:ational policy and have the buy-in of the senior management and trade unions.

Ane of the greatest challenges facing employers is in the implementation and

management of Work-Life alance policies. (he role of the 'anager 7one of the

bottlenecks in successful implementation8 in making Work-Life alance policies a

reality and in ensuring that a culture of fle>ibility permeates the organi:ation is

critical. (o make the campaign for Work-Life alance policies a wider and more

meaningful national movement re9uires the support of the overnment 7through

legislation8, professional bodies for advocacy and research and industry.

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4.4 STATE2ENT O* THE 'RO&LE2

(oday’s diverse workplace is increasingly populated with women, single parents and

dual-career couples. (he potential for conflict and stress increases as most workers

struggle with the demands of balancing paid employment and home responsibilities

this has led to problems both on the professional7 e>ample-attrition, /ob-related stress,

low productivity,etc.8 as well as the personal 7e>ample-stress, broken relationships,

etc8front.

4.? SCO'E *OR THE STUDY

(he achievement of a balance between work and life0family responsibilities is

essential for the overall wellbeing of all employees and the effective operation of

workplaces.

(he demand for Work-Life alance solutions by employees and employers is

e>panding at an unprecedented rate. Aver the coming years it will be one of the most

important issues that e>ecutives and human resource professionals will be e>pected to

manage.

4.B O&@ECTI3ES O* THE STUDY

(o find the significance of Work-Life alance from employee’s perspective.

(o measure the balance between work-life and personal-life.

(o find out the effect of stress on work and personal-life.

(o measure the imbalance between the work and family-life.

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4. HY'OTHESIS O* THE STUDY

%ypothesis is a tentative proposition formulated for empirical testing. It is a

declarative statement combing concepts. It is a tentative answer to a research

9uestion. It is tentative, because it can be evaluated only after its veracity has been

tested empirically.

H+o#!esis of #!e s#u$+

(here is significant relationship between the effect of stress on work of the

respondents and the work-life balance

(here is significant relationship between the imbalance between the work and

family life of the respondents and work-life balance

4. O'ERATIONAL DE*INITIONS O* CONCE'T

DE*INITION O* TER2S

Work-Life balance$ "avid #lutter buck defines work-life balance as$

eing aware of different demands on time and energy.

%aving the ability to make choices in the allocation of time and energy.

&nowing what values to apply to choices.

'aking choices.

In this research, the research has mainly focused on the employee’s perspective of

Work-Life alance and its benefits.

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INTRODUCTION

1.1 INTRODUCTION TO HO2E LOANS

%ome is a dream of a person that shows the 9uantity of efforts, sacrifices lu>uries and

above all gathering funds little by little to afford one’s dream.

%ome is one of the things that everyone one wants to own. %ome is a shelter to

person where he rests and feels comfortable. 'any banks providing home loans whether

commercial banks or financial institutions to the people who want to have a home.

%"H#-7%ousing "evelopment nd Hinance #orporation8 %ome Loan, India have

been serving the people for around three decades and providing various housing loan

according to their varied needs at attractive K reasonable interest rates. Awing to their widenetwork of financing, %"H# %ousing Loans provides services at your doorstep and helps you

find a home as per your re9uirements.

'any banks are providing home loans at cheapest rate to attract consumers towards

them. (he more customer friendly attitude of these banks, currently offer to consumers

cheapest loan over homes.

In view of acute housing shortage in the country, and keeping in mind the social 1

economic role of commercial banks in the present times, the @I advised banks to encourage

the flow of credit for housing finance.

With the @I reducing bank rate, the home loan market rates nose-diving by B3 basis

points. (he %"H# ank and 6tandard chartered bank has become the first player in this

sector to announce a housing loan for a ;3 years period. ?o doubt it will enhance the end cost

people to plan their house over longer duration now2 it has been made easy for a person to

buy that dream house which he dreamt of long ago.

%"H# also provides with %ome Improvement Loan for internal and e>ternal repairs

and other structural improvements like painting, waterproofing, plumbing and electric works,

tiling and flooring, grills and aluminium windows. %"H# finances up to BM of the cost of

renovation 7*33M for e>isting customers8.

#urrent status is that %"H# reduced home loan rates by B3 basis points for all its

e>isting floating rate customers.

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1.4 AD3ANTA%ES O* HO2E LOANS9-

(he various benefits of home loans arising to the customers are$-

i A##rc#i"e in#eres# r#es9-

(he various banks offer attractive interest rates to boost and help their customers.

'any banks provide loans on fi>ed or floating rates to facilitate consumers as per their needs.

ii Hel in o0nin/ !o,e9-

(he home availed by a person with the help of banks, because they provide technical

and financial assistance to customers for owning their dream home.

iii No reuire,en# of /urn#or9-

(he commercial banks now a day, liberali:e their laws regarding home loans. 6omeof banks don’t even re9uire the guarantor to grant loan to their consumers. (hey also make

consumers free by reliving him to find a guarantor to complete the proceedings of availing

loan.

i" Door-S#e Ser"ices9-

(hese door to step services are provided from en9uiry stage to the final disbursement

takes place such services are beneficial for customers in present busy life. anks like I#I#I

bank and standard chartered bank provide door to step services to customers to borrow loan.

" Lon erio$9-

(here are many banks which provide ma>imum loan tenures upto *B-;3 years based onthe loan amount and the creatibility of customers. (his relieves the customers to repay loan

amount till a long period.

"i *or cci$en#l $e#! insurnce 9-

6ome banks provide free accidental death insurance with housing loan which is also

beneficial for the customers.

(hese benefits or advantages of home loans are responsible for making than so

popular among customer that a person who doesn’t have their home and want to buy, they do

it with home loan. %ome loans help such persons in making their dream home.

1.? DISAD3ANTA%ES O* HO2E LOANS9-

(he main disadvantages of home loans are high lightened as below$

i Del+s in rocessin/ 9-

'any times, there are huge delays in processing of providing home loans because

various formulations to be fulfilled in this process. "ue to these delays customers feel

mentally as well as financially weak.

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ii *luc#u#in/ in#eres# r#es 9-

6ome banks give home loans at floating rates, which fluctuate at "ifferent intervals due

to some reasons. (hese changes sometimes, may lead to increase in interest rate which will

increase the cost of home loans to the customers

iii Hi/! Cos#9-

(he public sector banks charge high processing cost for home loan’s sanctioning.

(hey are forced to pay serious charges at various stages to fulfill the re9uirements. 6omeconsumers are not able to pay such charges so such people could not avail the benefits of

home loan schemes.

iii 'roble,s in $isburse,en#9-

(here are many problems in disbursement of home loan amount. (here is some delay in

disbursement of loan amount to the customers due to legal formalities. (his causes problems

to the customers.

(hese are limitations or disadvantages of home loans. ut some times some banks

charges high installments to repay loan amount. 6uch also causes problem to customers.

(hese limitations can be removed by providing good and promote services to the customers.

1.B DIS&URSE2ENT O* HO2E LOANS9-

(he every bank has its own procedure to disburse the loan amount among customers.

fter choosing your right home, the ne>t step is disbursement of home loans. (he loanamount is disbursed after identifying and selecting the property or home that are purchased

and submit the re9uisite legal documents. In the disbursement of home loans a clear title and

full verification to ensure that a person has full rights on his house. (he ;C3 clearance of

seller and 0or C4* clearances from the appropriate authority of income ta> is also needed.

I Eli/ibili#+ cri#eri9-

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34/100

%owever, if one is a resident or non-resident individual who is planning to buy a

house in India, one can apply for a home loan. If a person has decided to buy a property in the

near future, he0she can apply for a loan before even selecting the property. Ance the

ma>imum amount to put into the property has been decided, the %ousing Hinance Institutions

or anks will let the customer know that how much he0she is eligible for and this helps to

plan out the budget.

ii Con$i#ions re/r$in/ co-licn#s9 -

ll %ousing Hinance Institutions lay down conditions on who can be co-applicants.

ll co-owners to the property. ?eed to be co-applicants to the loan necessarily. (hese

institutions do not permit minors to /oin in as either co owner or as co-applicants because a

minor is not eligible to enter into a contact as per law. (hey do not permit even friends or

relatives who are not blood relatives to take a property /ointly. %owever, Income of co-

applicants can be clubbed together to get higher loan eligibility. iven below is a (able thatthrows light on acceptable relationship of a co-applicant for clubbing of income.

Inco,e Clubbin/ of Co-licn#s9- It is as follows$-

#ombination Income #lubbing$ -

Husbn$-Wife9 - Income of husband-wife can be clubbed.

'ren# - son9 - It can be clubbed if only son is there but not if any male sibling e>ists.

&ro#!er-&ro#!er9 - If they are currently staying together and intend to stay together in

the new property, then only, their income-can be clubbed for above purposes.

&ro#!er-Sis#er9 - ?o clubbing-is possible.

Sis#er-Sis#er9 - No clubbing is possible.

'ren#-2inor- C!il$9 - ?o clubbing is possible in this case also.

iii %enerl Ter,s n$ Con$i#ions9 - (he following are the terms and conditions applicable

to the basic home loan product only. (hese are likely to change on the basis of the variations

34


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of the home loan product. (ypically, in general home loans, the following conditions are

applicable$-

1 (he loan to value ratio 7L(Q8 cannot e>ceed a particular percentage. (his differs from product to product and from one %ousing Hinance Institutional ank 7%HI08 to another.(he components of the value of the =roperty calculated here are covered under cost of

property.

4 (he ma>imum tenure of the bank is nominally fi>ed by %HI0s. %owever, %Hls0s do provide for different tenures with different terms and conditions.

? (he installment that one pay is normally restricted to about-B3-per cent of the monthly-

gross income of the candidate.

B (he total monthly outflow towards all the loans that have been availed of, including the

current loan is normally restricted to B3M of the gross monthly income.

Ane will be eligible for a loan amount which is the lowest as per oneFs eligibility. (his is

calculated as per the L(Q norms, the %@, norms and the HAI@ norms as mentioned above.

'ost %Hls0s considers the profile before they /udge the repayment capacity. (he

/udgment is based on age, 9ualifications, number of dependents, employment details,

employer credentials, work e>perience, previous track record of repayment of any loans that

have been availed of, occupation, the industry to which the candidateFs business relates to, if

he0she is self-employed, then the turnover in the last C-E years etc.

F 6ome %HIs0s insists on guarantees from other individuals for the repayment of the loan.

In such cases, the customers have to arrange for the personal guarantee before the

disbursement of the loan takes place.

7 (he property should be technically clear before the %HIs0s disburses the loans amount.

'ost of institutions and banks have a team of technical e>perts who visit the site to get a

technical report before the disbursement of loan. (his is also beneficial to the customer as

they check for the technical 9uality and compliance with local laws.

6 (he property should be legally clear before one can avail of a disbursement of the loan

amount. %ousing-Hinance Institutions 0anks 7%HIs0s8 take legal clearance from their

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lawyers before the disbursement of amount. (his proves to be beneficial to the customers as a

legal e>pert checks his0her documentation to ensure that he0she get a proper title to the

property.

18 (he disbursement of the loan is as per the progress of construction of the property unless

it is a ready property in which case the disbursement will be by one single che9ue. =cess fees paid at the time of submission of the application is ad/usted with the charges,

which one make to the %HI0 subse9uently. 'ost %Hls0s refund the processing fee if the

loan application is re/ected.

b A$,inis#r#i"e fees 9- (his charge is again, normally, a percentage of the loan amount

sanctioned. It is collected by the %HI0 for the maintenance of customerFs records, issuing

interest certificates, legal charges, technical charges, etc. though the tenure of the loan. It is

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payable by the customer when he0she accepts the offer letter given by the %HI0. (his

payment has to be made before the availment of the disbursement. (he mode of collection of

these fees varies from one %HI0 to another.

c R#e of in#eres# 9- (his is the rate of interest applicable on the loan amount through the

tenure of the loan. It is charged on the principal monthly reducing method. 'ost %HIs0s

gives an option to select either a fi>ed rate of interest or a variable rate of interest.

$ Le/l C!r/es9- 6ome %HIs0s mainly =ublic 6ector anks levy legal charges that they

incur on getting the property documents vetted by their panel of lawyers.

e Tec!nicl C!r/es9- (hese charges are also levied by certain %ousing HinanceInstitutions0anks 7%HIs0s8 to meet their e>penses on the technical site visits to the

customerFs property. (his ensures 9uality of construction and construction within the norms as

stipulated by the respective approval authority.

f S#, $u#+ n$ re/is#r#ion c!r/es9- %HIs that go in for a registered mortgage pass

these charges on to the customer. (hese are rather heavy in certain states depending on the

laws laid down by the state where one buy a property.

/ 'ersonl %urn#ee fro, C!r/es 9- 6ince the personal guarantee provided by the

customer need to be stamped, these charges are also recovered from the customer. (hey are

charged to him by %HIs who demand for uarantees.

! C!eue &ounce C!r/es9- In case the che9ues through which one makes a payment to

%Hls get dishonored, some minimum charges are levied by the %HI. (he same are recovered

from the customer.

i Del+e$ +,en# c!r/es9 - %Hls0s charge delayed payment charges from the

customer if he0she delays the payment of installments beyond the due date.

; A$$i#ionl c!r/es 9- (hese are levied as a percentage on the delayed payment charges

by most %Hls. (hey are levied if one fails to pay the dues within the stipulated time after a

delay has taken place.

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k Inci$en#l c!r/e9- (his is payable in case the %HI0 sends a representative from their

organi:ation to collect their outstanding dues. It is normally charged at a flat rate per visit.

(hese charges are levied by most %Hls0s.

l 're+,en# C!r/es 9- (his is a penalty charged by %Hls0s from when one makes

either a part prepayment or a full repayment of the loan. (his charge is levied only on lump

sum payments and not on the


39/100

(he above income calculated for the calculation of eligibility using II@ and HAI@ norms. Hor

calculation of HAI@, the installments of all the loans that one has availed of currently for

which repayment is being made is taken into account as well. (he lower of the two

eligibilities is considered as the ma>imum repayment capacity.

b (o consider income of 6elf-employed individuals we further classify them into

=rofessionals and non-professionals.

'rofessionls9- #omprising doctors, chartered accountants, lawyers, architects, etc.

Hor calculation of eligibility of professionalFs income is computed by most %HIs usingthe gross professional receipts instead of the ?et profit as in the case of self-employed non-professionals.

Non-'rofessionls9 - (he income of non-professionals is normally calculated by

%HIs in the following manner 9 -

verage of the net profits of last ; years as it appears in the profit and loss account 7@eturns

need to be filed for the same. (hey should be filed regularly before the due date is over8.

Less9 - ny income, which is unusual and non-recurring in nature like sale of some asset, etc

which affects profits substantially,

A$$9 - ny e>pense that is unusual and non-recurring in nature like repairs and maintenance

that has not been capitali:ed and effect profit adversely.

A$$9 - B3 per cent of the average depreciation of the last two years. (he above income is

calculated for the calculation of eligibility using II@ and HAI@ norms.

Hor calculation of HAI@ the installments of all the loans that one has availed of currently for which repayment is being made is taken into account and the eligibility is worked out. (he

lower of the two eligibilities is considered as the

'a>imum repayment capacity.

"ii Cre$i# $ocu,en##ion9- iven below is the e>haustive list of credit documents-that need to be submitted for a general home loan product. (he documents varyfrom one %HI0 to another based on oneFs employer, 9ualifications e>perienceetc. the general re9uirements are as follows9 -

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Inco,e Docu,en#s 9 - Hor salaried slips for the last three months appointments letter-

salary certificate-retainership agreement, if appointed as a consultant-Horm * issued by the

employer in customerFs name income document for self employee - last three years profit and

loss account statement duly attested by #hartered ccountants. Last three years alance

6heets duly attested by #hartered ccountant, last three years Income (a> @eturns with

computation chart duly filed and certified by the Income (a> authorities.

b 'roof of e,lo+,en#9 - Identify card issued by the employer- Qisiting card.

c E,lo+erGs $e#ils In cse of ri"#e li,i#e$ co,nies 9 - =rofile of employer on

employers letterhead 7to be signed by a senior person in the organi:ation8 comprising

?ame of promoter0directors

ackground of promoters0directors

?ature of business activity of your employer

?umber of employees

List of branches0factories

List of suppliers

List of clients0customers

(urnover of employer

nnual reports of the employer for the last two to three years.

$ 'roof of /e An+one of #!e follo0in/ 9 - =assport- QoterFs I" card-=? card-@ation

card-


41/100

e 'roof of resi$ence An+one of #!e follo0in/ 9 - @ation card-=assport- =? card-@ent

agreement, if the customer is staying currently on rent- ank =ass book-llotment letter from

the company if he0she is residing in company 9uarters

.

f 'roof of n,e c!n/e If licble 9 - copy of the official ga:ette 1 copy of a

newspaper advertisement publici:ing the name change-'arriage certificates.

/ 'roof if in"es#,en# If reuire$9- ank statement for the last si> months of all

operating and salary accounts - ank statements for the last si> months of all current

accounts, if self-employed-any other photocopies of investments held, if re9uired by the %H#.

"ii Le/l $ocu,en##ion9- Legal "ocumentation the typical legal documents that need to

be submitted to the %H# arc discussed here. iven below is a list of legal property documents

that need to be submitted to the %H# for mortgage of the property. (he name and the list of

documents vary from state to state and also depend on the type of property being financed.

broad outline of the documents re9uired is given below.

cceptance copy of the offer letter issued by the %H#0.

b (itle documents of the property that include -sale agreement duly

@egistered-Awn contribution receipts - llotment letter-@egistration receipt-Land documents

indicating ownership, if applicable- =ossession letter-Lease agreement, if applicable 7=roperty

bought from a development authority8 - 'ortgage deed if the %H# opts for a registered

mortgage.

c ?o Ab/ection #ertificate from the developer, society or development authority as

applicable.

$ =ersonal uarantees, if applicable.

e In case of alternator additional security, documents for the same depending upon the

security details.

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f =ost dated che9ues for the


43/100


44/100


45/100

%RA'HNO..1

(able B.* and chart B.* show more than one-fourth of the respondents are below the

age of ;B years. lmost half of the respondents 7BE percent8 are between the age

group of ; and C3 years. ?early one-seventh of the respondents 7*E percent8 come

under the age group of C* to CB years. (he least number of respondents 7; percent8

come under the age group of C years and above

45


46/100

TA&LE .4

Dis#ribu#ion b+ 0ork e:erience

Sl.No E:erience+ers *reuenc+ 'ercen#/e

1 Less than * + *M

4 *-; *; ;EM

? ;-C *B C3M

B bove E *E ;M

46


47/100

%RA'HNO..4

(able B.; and chart B.; show * percent of the respondents have less than * year of

e>perience. bout ;E percent of the respondents have * to ; years of work e>perience.

?early C3 percent of the respondents have ; to C years of work e>perience. lmost ;

percent of the respondents have above E years of e>perience.

47


48/100

TA&LE .?

Dis#ribu#ion b+ nu,ber of c!il$ren

Sl.No No. of c!il$ren *reuenc+ 'ercen#/e

1 ?one ;E EM

4 Ane-two * C;M

? ?ot married *M

B 'ore than two * ;M

lank * ;M

To#l 8 188J

48


49/100

%RA'HNO..?

(able B.C and chart B.C show that out of total married respondents E percent of the

respondents have no children’s and C; percent of them have one to two children’s.

Whereas * percent of respondents are not married and two percent of them have

more than two children’s.

49


50/100

TA&LE .B

Dis#ribu#ion of nnul inco,e

Sl.No

Annul inco,e in Rs. *reuenc+ 'ercen#/e

1 elow ;3,333 *C ;M

4 ;3-;B,333 *C ;M

? ;B-C3,333 E M

B bove C3,333 ;3 E3M

To#l 8 188J

%RA'HNO..B

50


51/100

(able B.E and chart B.E show that the annual income of half the respondent 7E3

percent8 is above C3,333 @upees .(he annual income for a little more than a 9uarter of

the respondents 7; percent8 is below ;3,333 and other 9uarter of the respondents 7

percent8 are between ;3 to ;B,333 @upees.

51


52/100

TA&LE. .

Dis#ribu#ion of #i,e sen# in #r"elin/.

Sl.No Ti,e ,in *reuenc+ 'ercen#/e

1 Less than C3 CC M

4 C3-3 * C;M

? 'ore than 3 * ;M

To#l 8 188J

%RA'HNO..

52


53/100

(able B.B and chart B.B shows that little less than two-third of the respondents 7

percent8 takes less than C3 minutes. ?early two-fifth of the respondents 7C; percent8

and one percent of the respondents take more than 3 minutes.

53


54/100

TA&LE..

Dis#ribu#ion of nu,ber of $een$en#s.

Sl.No Resonse *reuenc+ 'ercen#/e

1 ?one + *M

4 Ane or two C CM

? 'ore than two ; EM

B lank * ;M

To#l 8 188J

%RA'HNO..

54


55/100

(able B. and chart B. show that number of dependents staying with the respondents

* percent of responded as none, while C percent responded as one to two and E

percent responded as more than two and one percent of respondent left blank.

55


56/100

TA&LE..F

Dis#ribu#ion of resons for o"er #i,e


1 =ersonal reason *3 ;3M

4 Hinancial reason C3 3M

? ?ature of /ob + *M

B Athers * ;M

To#l 8 188J

%RA'HNO..F

56


57/100

(able B.4 and chart B.4 shows that ;3 percent responded as personal reason, 3

percent of them responded as financial reason, * percent responded as nature of /ob

and rest ; percent of respondent responded as other reasons.

57


58/100

TA&LE..7

Dis#ribu#ion of ;ob ffec#in/ ersonl life of e,lo+ee.


1 6trongly agree ;B B3M

4 gree * C;M

? "isagree *M

B 6trongly disagree * ;M

To#l 8 188J

%RA'HNO..7

58


59/100

(able B. and chart B. shows that B3 percent of respondent strongly agree that /ob is

affecting their personal life, C; percent of respondent agree, while * percent of

respondent disagree and rest of ; percent of respondent strongly disagree.

59


60/100

TA&LE..6

Dis#ribu#ion of e,lo+ee $ifficul#+ in blncin/ 0ork-life n$ ersonl-life.


1 ll the time * C;M

4 6ometime *C ;M

? @arely + +M

B ?ever *; ;EM

To#l 8 188J

%RA'HNO..6

60


61/100

(able B.+ and chart B.+ shows that C; percent of respondent responded that they find

difficulty in balancing work-life with the personal-life,; percent of respondent find

sometime, while ;E percent of respondent never found it difficult while + percent

rarely find it difficult.

61


62/100

TA&LE. .18

Dis#ribu#ion of e,lo+ee feelin/ s#resse$.


1 ll the time B *3M

4 6ometime ; B;M

? @arely E M

B ?ever *B C3M

To#l 8 188J

%RA'HNO..18

62


63/100

(able B.*3 and chart B.*3 shows that B; percent of respondent responded that they

feel stressed sometime, C3 percent of respondent responded never, while *3 percent of

respondent responded all the time while percent responded as rarely.

63


64/100

TA&LE. .11

Dis#ribu#ion of 0ork rel#e$ s#ress cuse$ +ou #o !"e n cci$en#5 ,ke

serious error.

64


1 lways C M

4 6ometime *4 CEM

? @arely * C;M

B ?ever *E ;M

To#l 8 188J


65/100

%RA'HNO..11

(able B.** and chart B.** shows that CE percent of respondent responded that work

related stress caused employee to have an accident0 make a serious error sometime, C;

percent of respondent responded as rarely, while ; percent of respondent responded

as never while percent responded as always.

65


66/100

TA&LE. .14

Dis#ribu#ion of ;ourne+ #o 0ork.

66


1 reatly add to the stress of your

life.

*M

4 dd slightly to the stress of your

day.

C; EM

? 6lightly reduce the stress of your

day.

E M

B %ave no impact *;M

To#l 8 188J


67/100

%RA'HNO..14

(able B.*; and chart B.*; shows that E percent of respondent responded that /ourney

to work add slightly to the stress of employee life, * percent of respondent responded

as add greatly to the stress of employees day, while *; percent of respondent

responded as have no impact while percent responded as slightly reduce the stress of

employees day.

67


68/100

TA&LE..1?

Dis#ribu#ion of i,blnce be#0een +our 0ork n$ !o,e-life.


1 lways E M

4 6ometimes ;3 E3M

? @arely *B C3M

B ?ever ** ;;M

To#l 8 188J

68


69/100

%RA'HNO..1?

(able B.*C and chart B.*C shows that E3 percent of respondent responded that they

sometimes there is imbalance between their work and home-life, C3 percent of

respondent responded as rarely, while ;; percent of respondent responded as never

and percent responded as always.

69


70/100

TA&LE..1B

Dis#ribu#ion of i,blnce $ue #o oor s#ffin/ le"el.


1 6trongly agree *3 ;3M

4 gree ;B B3M

? "isagree 4 *EM

B

6trongly disagree *M

To#l 8 188J

%RA'HNO..1B

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71/100

(able B.*E and chart B.*E shows that B3 percent of respondent responded that they

agree that it is due to poor staffing level, ;3 percent of respondent responded as

strongly agree, while * percent of respondent responded as strongly disagree and *E

percent responded as disagree.

71


72/100

TA&LE..1

Dis#ribu#ion of i,blnce $ue #o !o,e $u#ies5f,il+ resonsibili#+.


1 6trongly agree 4 *EM

4 gree *4 CEM

? "isagree * C;M

B

6trongly disagree *3 ;3M

To#l 8 188J

%RA'HNO..1

72


73/100

(able B.*B and chart B.*B shows that CE percent of respondent responded that they

agree that imbalance due to home duties0family responsibility,C; percent of

respondent responded as disagree, while ;3 percent of respondent responded as

strongly disagree and *E percent responded as strongly agree.

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74/100

TA&LE..1

Dis#ribu#ion of i,blnce $ue #o e,lo+ee !el#!.


1 6trongly agree * CM

4 gree ;3 E3M

? "isagree 4 *EM

B

6trongly disagree B *3M

To#l 8 188J

%RA'HNO..1

74


75/100

(able B.* and chart B.* shows that E3 percent of respondent responded that they

agree that imbalance due to employee health,C percent of respondent responded as

strongly agree, while *E percent of respondent responded as disagree and *3 percent

responded as strongly disagree.

75


76/100

TA&LE..1F

Dis#ribu#ion of i,blnce $ue #o $esire #o ,in#in cer#in

s#n$r$ of li"in/.


1 6trongly agree ** ;;M

4 gree ;3 E3M

? "isagree *3 ;3M

B 6trongly disagree + *M

To#l 8 188J

%RA'HNO..1F

76


77/100

(able B.*4 and chart B.*4 shows that E3 percent of respondent responded that they

agree that imbalance due to desire to maintain certain standard of living,;; percent of

respondent responded as strongly agree, while ;3 percent of respondent responded as

disagree and * percent responded as strongly disagree.

77


78/100


79/100

(able B.* and chart B.* shows that E percent of respondent responded that they

agree that imbalance due to cost of living,;E percent of respondent responded as

disagree, while ;3 percent of respondent responded as strongly agree and percent

responded as strongly disagree

79


80/100

TA&LE..16

Dis#ribu#ion of 0orkin/ life ou# of con#rol.


1 ll the time C M

4 6ometimes ;3 E3M

? @arely *B C3M

B ?ever *; ;EM

To#l 8 188J

%RA'HNO..16

80


81/100

(able B.*+ and chart B.*+ shows that E3 percent of respondent responded that

sometimes they feel that working life is out of control,C3 percent of respondents feel

rarely, while ;E percent of respondents feel never and percent respondents feel all

the time.

81


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SU22ARY O* *INDIN%S CONCLUSIONS AND

SU%%ESTIONS

.1 SU22ARY O* *INDIN%S

6ocio-economic profile of the respondents

number of demographic and other variables capturing the characteristics of the

employees were gathered in order to e>amine their relation with Work-Life alance

including age, marital status, household type such as presence of number of

dependent children8 etc.

'a/ority of the respondents are from the age group of ; to C3 years whereas

the least number of respondents above the age C years.

(he annual income of ma/ority the respondents is above C3, 333 whereas

between @s.;B-C3,333 for least respondents.

'a/ority of the respondent are married. Aut of married respondents, ma/ority

has one to two child and only percent do not have any children.

'a/ority of the respondents spend less than C3 minutes in commuting to0from

their work place whereas least number of respondents spends more than 3

minutes.

(he study reveals that 3M respondents feel that personal reason is reason for

overtime.

(he study reveals that B3M of the respondents strongly agree that /ob affects

their personal life.

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83/100

(he study reveals that C;M of the respondents feel all the time difficulty in

balancing work-life and personal-life.

(he study reveals that B;M of the respondent feel sometimes stressed.

(he study reveals that CEM of the respondents feel work related stress cause

them to have accidents 0make serious error.

(he study reveals that EM of the respondents feel /ourney to the work add

slightly to the stress of their day.

(he study reveals that E3M of the respondents feel sometimes there is

imbalance between their work and home-life.

(he study reveals that B3M of the respondents agree that there is imbalance in

work-life due to poor staffing level.

(he study reveals that CEM of the respondents agree that there is imbalance in

work-life due to home duties0family responsibility.

(he study reveals that E3M of the respondents agree that there is imbalance in

work-life due to employee health.

(he study reveals that E3M of the respondents agree that there is imbalance in

work-life due to desire to maintain certain standard of living.

(he study reveals that EM of the respondents agree that there is imbalance in

work-life due to cost living.

(he study reveals that E3M of the respondents feel that there sometimes work

life is out of control.

83


84/100

.4 CONCLUSION

Work-Life alance is of great importance to the daily life of the working population.

Its impact is significant for economic competitiveness and demographic development.

Hor e>ample, through positively fle>ible working times, companies can offer women

better possibilities of combing work and family, which would promote women’s

employability, in particular.

(he achievement of a balance between work and life0family responsibilities is

essential for the overall wellbeing of all employees and the effective operation of

workplaces. (he results of this survey reinforce the imperative for employers and

employees in managing family and lifestyle commitments. (hese policies should also

allow all people to participate to their desired e>tent in workforce, while ensuring that

business for the organi:ation can continue to operate productively and efficiently.

84


85/100

.? SU%%ESTIONS

6uggestion for the organi:ation where the study was conducted

In addition to the e>isting to policies related to Work-Life alance, other policies can

be introduced which can further improve Work-Life alance in the organi:ation.

ible working hours for the employees by the employers. Aptions

should b given to the employees such as having a compressed work week or /ob

sharing. compressed work week involves working full time hours in week days in

order to provide a longer week end and more time for leisure activities. Pob sharing

involves two people splitting one /ob so ade9uate support is given to each employee

and responsibilities are balanced.

nother element of work life strategy is to have the company review the work life

balance or their employees on a regular basis.


86/100

Su//es#ions for e,lo+ees

(he most important parameter to achieve a good work life balance industry today is

self awareness of the employees towards the significance of work life balance as well

as organi:ations policies promoting the same.

Ignorance among employees regarding the concepts of work-life balance is an area of

concern. (his ignorance in turn leads to non-awareness of the policies and family-

friendly entitlements that their employment arrangement provides.

Su//es#ions for HR ersonnel

It is the %@ department which lays down most of the policies that define the work

culture in an organi:ation. (herefore it is the bonus of the %@ personnel to appreciate

the significance of a good work-life balance for the employees of the organi:ation and

design policies accordingly.

(he key to success of any organi:ation has always been linked to co-operation

between management and its employees. Instead of approaching Work-Life alance

as a benefit handed out to those with deserving special circumstances, the focus

should be on designing employee friendly policies that promote a healthy Work-Life

alance culture within the organi:ation.

86


87/100

.B 'OLICY I2'LICATIONS AND SCO'E O* *URTHER STUDY

s the resources were limited and as well as time constraints, a study only on work-

life balance among women employee in garments industry was done. (here is further

scope to study other industries like =A, (elecom, %otels and %ealthcare which

functions ;E04 and re9uires rotational shift to work.

(he study can be conducted for men employee in the garment industry as well as

other industries.

87


88/100

KUESTIONNAIRE ON WOR(5LI*E &ALANCE

"ear 6ir0'adam,

I Rs!,i Sri"s#", an ' student from H.I.'.(.,@


89/100

. 3 years or more 7 8

What is your highest educational 9ualificationG

*. =ostgraduate diploma 0 'asters 7 8

;. raduate. 7 8

C. 5nder-raduate. 7 8

E. Intermediate. 7 8

B. 'atriculation. 7 8

. Ather 1 please specify 7 8

Oour marital status$

*. 6ingle. 7 8;. 'arried 7 8C. "ivorced 7 8

"o you have any childrenG

Oes 7 8

?o 7 8

R.%ow many hours in a day do you spend with your child0childrenG

a8 Less than ; hours 7 8

b8 ;-C hours 7 8

c8 C-E hours 7 8

d8 E-B hours 7 8

e8 'ore than B hours 7 8

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90/100

R. "o you regularly meet your child0children teachers to know how your child is

progressingG

a8 Ance in a week 7 8

b8 Ance in two weeks 7 8

c8 Ance in month 7 8

d8 Ance in months 7 8

e8 Ance in a year. 7 8

R. "o you take care ofG

a8 Alder people 7 8

b8 "ependent adults 7 8

c8 dults with disabilities 7 8

d8 #hildren with disabilities 7 8

e8 none 7 8

R. If yes, how many hours do you spend with themG

a8 Less than ; hours 7 8

b8 ;-C hours 7 8

c8 C-E hours 7 8

d8 E-B hours 7 8

e8 'ore than B hours 7 8

90


91/100

91


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R.%ow do you feel about the amount of time you spend at workG

a8 Qery unhappy 7 8

b8 5nhappy 7 8

c8 Indifferent 7 8

d8 %appy 7 8

e8 Qery happy 7 8

R."o you ever miss out any 9uality time with your family or your friends because of

pressure of workG

a8 ?ever 7 8

b8 @arely 7 8

c8 6ometimes 7 8

d8 Aften 7 8

e8 lways 7 8

R."o you ever feel tired or depressed because of workG

a8 ?ever 7 8

b8 @arely 7 8

c8 6ometimes 7 8

d8 Aften 7 8

e8 lways 7 8

92


93/100

93


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R.%ow do you manage stress arising from your workG

a8 Ooga 7 8

b8 'editation 7 8

c8 ible starting time 7 8

b8 Hle>ible ending time 7 8

c8 Hle>ible hours in general 7 8

d8 %olidays0 paid time-off 7 8

e8 Pob sharing 7 8

f8 #areer break0sabbaticals 7 8

g8 Athers, specifySSSSSSSS 7 8

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95/100

95


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R. "o you personally feel any of the following will help you to balance your work

lifeG

a8 Hle>ible starting hours 7 8

b8 Hle>ible finishing time 7 8

c8 Hle>ible hours, in general 7 8

d8 holidays0paid time offs 7 8

e8 Pob sharing 7 8

f8 #areer break0sabbaticals 7 8

g8 time-off for family engagements0events 7 8

h8 Athers, specifySSSSSSSSS 7 8

R. "oes your organi:ation provide you with following additional work provisionsG

a8 (elephone for personal use 7 8

b8 #ounseling services for employees 7 8

c8 %ealth programs 7 8

d8 =arenting or family support programs 7 8

e8 ercise facilities 7 8

f8 @elocation facilities and choices 7 8

g8 (ransportation 7 8

h8 Athers, specifySSSSSSSSSSSSSS. 7 8

R. "oes your organi:ation encourage the involvement of your family members in

work- achievement reward functionsG

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97/100

a8 Oes, 7 8 specify the name of such program nnual "aySSSSSSSS

b8 ?o. 7 8

R ."oes your organi:ation has social functions at times suitable for familiesG

a8 Oes, 7 8 specify the name of such programsSSSSSSSSSSSS

b8 ?o. 7 8

R. "oes your organi:ation provide you with yearly 'aster health check upG

a8 Oes 7 8

b8 ?o 7 8

R. "o any of the following hinder you in balancing your work and family

commitmentsG

a8 Long working hours 7 8

b8 #ompulsory overtime 7 8

c8 6hift work 7 8

d8 meetings0training after office hours 7 8

e8 Athers, specifySSSSSSSSSSSSSSSSS 7 8

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98/100

R. "o any of the following help you balance your work and family commitmentsG

a8 Working from home 7 8

b8 (echnology like cell phones0laptops 7 8

c8 eing able to bring #hildren to work on occasions 7 8

d8 6upport from colleagues at work 7 8

e8 6upport from family members 7 8

f8 Athers, specifySSSSSSSSSSS. 7 8

&I&LIO%RA'HY

&OO(S

&othari .#.@ @


99/100

@ournl of 3oc#ionl &e!"ior, Qolume 4, Issue ;, Actober ;33B, =ages

;*B-;C;

Pessica @. 'esmer-'agnus, #hockalingam Qiswesvaran

Hu,n Resource De"elo,en# In#ern#ionl, Qolume, Issue 'arch ;33C,

pages + - C ?eal #halofsky.

In#ern#ionl @ournl of 2n/in/ 'ro;ec#s in &usiness 'ichelle (urner,

%elen Lingard, Qalerie Hrancis ;33+, pages +E - ***.

Reserc! in #!e Sociolo/+ of Or/ni>#ions Pean


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http$00www.watsonwyatt.com0research

http$00www.workplace.gov.au0workplace0=ages0#onten =age

www.worklife.wa.gov.au

http$00www.dol.govt.n:0worklife0inde>.asp

http$00www.peoplemanagement.co.uk

www.worklifebalance.ie

www.eiro.eurofound.ie

www.workliferesearch.org

RASHMI Work Balance of Employee Woman Garment Industry Final Project

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Transcript of RASHMI Work Balance of Employee Woman Garment Industry Final Project