Project Report on Impact of work life Balance on Motivation of Employees in IT Industry Submitted in Partial Fulfilment of MBA 2011-13 Submitted by Varun Krishna 11/PMB/056 CERTIFICATE FROM THE SUPERVISOR This is to certify that the project titled Impact of Work Life Balance on Motivation of Employees in IT Industry has been done under my supervision by Sukriti Singh, Shaily Saini, Varun Krishna of MBA IV semester (2011-2013).
SIGNATURE Name of students 1. Sukriti Singh . Shaily Saini 3. Varun Krishna ACKNOWLEDGEMENT If words are considered as a symbol of approval and token of appreciation then let the words play the heralding role expressing my gratitude. I am indebted to my project guide, for her support and guidance. I would sincerely like to thank her for all her efforts. I would also like to thank the employees of Tata Infotech, HCL and TCS, for sparing their valuable time so as to make this project a truly learning experience.
I would like to thank my University, for giving its students a platform to abreast with changing business scenario, with the help of theory as a base and practical as a solution. Last but not least, I would like to thank my parents for giving the best education and friends for their support and feelings without which this project would have not been possible. Abstract Summary Work life balance has become an integral part and parcel of many employees life.
The Essay on Project Life Cycle
Project Life Cycle There are several stages in the life cycle of a project: project selection, planning, execution, and termination. The first phase, project selection, will vary among firms. Each project must be evaluated to determine which is the best use of corporate funds. Each will have different risks, benefits, and costs, making the selection very difficult. The final decision should be ...
In today’s global competition most organizations are trying to help employees achieve it so that their productivity and efficiency can be further increased. If the organization can help employees achieve a balance between their professional and personal lives then employees will willingly contribute more towards the organization and moreover sustainability of such employees in organization is largely based on these two phenomenons’s known as job satisfaction and work life balance.
This study is an attempt to find out the level of work life balance in the Information Technology Industry, for this purpose three organizations, namely TCS, Tata Infotech and HCL, were studied. The work life balance was studied at two levels in all the three organizations. Collection of data is undertaken through well structured questionnaire after literature review and secondary research on IT Industry. It was found out that employees of these organizations had a medium to high level of work life balance.
Therefore, to have an engaged employee which is a level ahead of a satisfied employee, company have recommended certain employee engagement programs which are carefully designed specially catering to the need of these three companies under study after analyzing various factors like corporate culture and orientation working environment, profile of employees and cost and benefit analysis, which would help increase level of work life balance and job satisfaction to more than 50 % of current level thereby controlling the attrition rate. Table of Contents Cover page and Title Page (Format enclosed) 2 Certificate from the supervisor (Format enclosed) 3 Acknowledgement 4 Abstract 5 Table of contents 6 Introduction 7 Objectives 8 Literature Review 9 Research Methodology 10 Data Collection and Analysis 11 Findings and Conclusion 12 Suggestions 13 Limitations 14 References Introduction Company Profile HCL Technologies Profile: HCL is a leading global Technology and IT Enterprise with annual revenues of US$ 6. 3 billion. The HCL Enterprise comprises two companies listed in India, HCL Technologies ( www. cltech. com ) and HCL Infosystems (www. hclinfosystems. in).
The 35 year old enterprise, founded in 1976, is one of India’s original IT garage start ups. Its range of offerings span R&D and Technology Services, Enterprise and Applications Consulting, Remote Infrastructure Management, BPO services, IT Hardware, Systems Integration and Distribution of Technology and Telecom products in India. The HCL team comprises 93,000 professionals of diverse nationalities, operating across 31 countries including 505 points of presence in India.
The Essay on HCL Technologies
HCL Technologies is headquartered in the world’s largest democracy, so it’s quite fitting that the New Delhi-based company is attempting a radical experiment in workplace democracy. CEO Vineet Nayar is committed to creating a company where the job of company leaders is to enable people to find their own destiny by gravitating to their strengths. As we discussed in the chapter opener, one thing ...
HCL has global partnerships with several leading Fortune 1000 firms, including several IT and Technology majors. Of more than 3,000 technology companies in the Bloomberg database, there are only seven with revenue of more than $2. 5 billion, a market capitalization of more than $5 billion, and a compounded annual growth rate greater than 25 per cent during the past five years. What has been the source of HCL’s success during this period of economic turmoil? A combination of technical expertise and an innovative management philosophy that unleashed the innovative thinking of empowered employees.
As a $4. 5 billion global company, HCL Technologies brings IT and engineering services expertise under one roof to solve complex business problems for its clients. Leveraging our extensive global offshore infrastructure and network of offices in 31 countries, we provide holistic, multi-service delivery in such industries as financial services, manufacturing, consumer services, public services and healthcare. A micro-vertical strategy, built on strong domain expertise, ensures that no matter how complex a company’s business problem is, we can offer a solution that is sustainable and innovation-driven.
That innovation is fuelled by Employees First, a unique management approach that unshackles the creative energies of our 84,403 plus employees, and puts this collective force to work in the service of customers’ business problems. By engaging HCL employees in a way that allows them to deliver business value – whether it involves enterprise application services, IT infrastructure management, custom application services, engineering and R&D services, business services or enterprise transformation services – we turn technology into a distinct competitive advantage for our customers.
We call it the Employees First effect! The success of our and our customers’ businesses, however, is part of a bigger picture. Sustainability has been and will remain a cornerstone of our global operations. We believe business growth can only be sustained when pursuits of profit are balanced with social and environmental imperatives. For example, HCL’s impact on the communities where it operates, in the form of local job creation, is central to our definition of success. Services
The Business plan on Business Information Systems
... the company, is to focus on making the business profitable and therefore successful. It is the responsibility of GRC Business solutions through ... to it, and the products and services it sells are sold worldwide. Thankfully, technology has kept up and actually ... real benefits achieved with a quality computer business system is to allow the business entities, owners, managers, employees, customers and ...
At HCL Value is created by integrating services for optimization at interface points and greater end-business impact. HCL brings unique strengths to organizations engaged in a significant business transformation exercise to create new competitive advantages. For such organizations, we have perhaps the most mature portfolio of services among all offshore providers—across: Application Services R&D and Technology services Package Implementation Core Infrastructure Support Business Process Outsourcing TATA INFOTECH Profile
Established in 1977, Tata Infotech is one of India’s leading IT companies specializing in the areas of systems integration, hardware manufacturing and IT education. With a focus on global systems integration, the company provides customers with innovative offerings that bring together hardware, software, solutions and services, worldwide. The company offers seamless on-site as well as offshore software services through its SEI CMM Level 5 assessed delivery centers. Tata Infotech has executed over 5,000 projects worldwide for clients across 50 countries.
Tata Infotech leverages its in-depth expertise to integrate technologies in the IT and telecom domains. This has enabled the company to enrich its offerings across telecom services, infrastructure services and software services in the IT and telecom convergence market. Tata Infotech researches emerging technologies and builds skills, which provide innovative solutions in information security, optimisation and analytic, RF Tools, wireless network optimisation and audit, and WiFi for enterprises.
The company’s radical use of technologies has resulted in the creation of intellectual property rights. Areas of business Systems integration services Tata Infotech is a global systems integrator, integrating hardware, software, solutions and services in the IT and telecom sectors across the domains of banking, financial services and insurance, telecom, retail, manufacturing, government, transportation, IT, education and healthcare. Hardware manufacturing
Operating from a 100-per cent export unit and a DTA facility, the company’s current activities include the manufacture and supply of cheque processing systems, automatic teller machines (ATMs) and cash dispensers, SMT-printed circuit-board assemblies, computer-hardware systems and sub-systems, embedded systems, design solutions, mechatronic sub-assemblies, and utility payment systems. Education services The education services division of Tata Infotech imparts concept-based computer education and customised IT training solutions through e-learning and instructor-led modes.
The Dissertation on Article Summary on Work to Life Conflict of Communication Technologies
The study also focuses on three conceptual elements and possible traits of the individuals using communication technologies out of hours; they were affective commitment, ambition, and job involvement. There are suggestions a person’s attachment and career aspirations to the organisation changes their responses towards working beyond the call of duty. Method Non-academic staff employees and a ...
Custom e-content development is undertaken for product, process and systems training. Tata Infotech operates in the business process outsourcing area through its joint venture company, Sitel India. The company also has a subsidiary, Exegenix Canada, which develops and markets products in XML technology. Products / solutions Tata Infotech has developed products / solutions in the areas of taxation, IT security, document conversion and self-service terminals, among others. Alliances
Tata Infotech has established fruitful relationships with global players. It has partnerships with: Cisco Systems ,Sun Microsystems ,EMC ,BEA Systems ,Captiva Software, Computer Associates ,FileNet ,IBM ,Informatica etc. TATA CONSULTANCY SERVICES Profile: Tata Consultancy Services (TCS) is one of the world’s leading information technology companies. Through its Global Network Delivery Model™, Innovation Network, and Solution Accelerators, TCS focuses on helping global organizations address their business challenges effectively.
TCS continues to invest in new technologies, processes, and people which can help its customers succeed. From generating novel concepts through TCS Innovation Labs and academic alliances, to drawing on the expertise of key partners, it keeps clients operating at the very edge of technological possibility Whether TCS is envisioning a business advantage, engineering an IT solution, or executing an outsourcing strategy, it helps its customers experience certainty in their everyday business TCS reported 2006-07 global revenues of USD 4. billion Areas of Business TCS consultants provide services and solutions to customers across industries and business areas such as banking, financial services, insurance, telecom, manufacturing, media and entertainment, retail and consumer goods, transportation, healthcare and life sciences, energy and utilities, and s-governance.
The Review on A Study on Work Life Balance
For fresh graduates, getting in the big four firms have long been considered as one of the ideal places where everyone aims for. This is because there are significant benefits from working at a Big 4 Firm. For instance, every Big 4 firm offer superior training to staffs, networking opportunities with professionals across different industries, and possibility to be hired at one of the client ...
IT services: TCS offers application development and maintenance services over the entire IT application lifecycle, including migration and reengineering, e-commerce and internet services, testing services, architecture and technology consulting, systems integration, as well as packaged software implementation across multiple industry and technology domains.
IT infrastructure: The Company offers services that include complete outsourcing of IT networks, consulting and integration, hardware support and installation, and infrastructure management. Asset-based solutions: TCS utilizes its proprietary software assets to deliver solutions to clients in specific industries and has licensed several software intellectual property rights. Besides providing IT solutions to its clients, it has develops and markets a variety of products across diverse industries.
Engineering and industrial services: TCS range of engineering services, embedded software and R&D services to diverse clients, assisting in new product development and product lifecycle management through services in the areas of product design, simulation, engineering drafting, computer-aided engineering design and manufacturing, product data management and customization of engineering software. Consulting: One of the first companies to set up an independent consulting division includes consulting as an integrated part of any assignment to its customers in different industry segments.
BPO: TCS offers a variety of transaction-based IT-enabled services. These include inbound call centers, back office support, engineering services and database services. It focus in this space is on transactional services, 24×7 for client needs from various geographies, ensuring business continuity and disaster recovery. Collaborations TCS increases the diversity of its offerings through strategic alliances and joint ventures with global leaders in technology and e-business, such as IBM, Netscape, Microsoft, SAP, Oracle, Compaq, etc.
TCS is also a founder member of the Internet Security Alliance (ISA) and a member of the Universal Description, Discovery and Integration project (UDDI), through which it works with world technology leaders to enhance Internet security and usability. Research and development The Tata Research, Development and Design Centre (TRDDC), the R&D wing of TCS, focuses on applying science and technology research to industrial and social applications. TRDDC studies, invents and improves leading-edge technology tools and engineering techniques and applies its intellectual property to TCS worldwide commercial projects.
The Essay on The importance of work life balance
Work-life balance is about creating and maintaining supportive and healthy work environments, which will enable employees to have balance between work ... recent changed being the Work and Families Act 2006. Work and Families Act 2006 Added ... extended to 39 weeks • Length of service requirement for additional maternity leave removed ... have the right to two weeks paid paternity leave at a rate equivalent ...
Todd’s strength lies in its interdisciplinary team of professionals in key areas such as process engineering, tools and technologies and software R&D. There are currently over 700 professionals working on dedicated R&D in TCS. Customers TCS has developed IT solutions for over 800 customers all over the world. Our end-to-end solutions help our customers gain efficiency in their business processes. Ultimately, we arm them with that much-needed edge in the marketplace.
TCS’ roster of clients includes AT&T, Boeing, British Airways, British Telecom, Canadian Depository for Securities, Citibank, Compaq, Dell Computer Corporation, Eaton Corporation, Fidelity Investment, Ford, HSBC, General Motors, General Electric, ING America, Lucent Technologies, Microsoft, Nike, Nortel Networks, Prudential Insurance USA, Qwest, SAAB, Swisscom, Singapore Airlines, Texas Instruments, and SIS SegaInterSettle. Locations TCS is headquartered in Mumbai on the west coast of India and has offices in more than 100 cities across 33 countries globally, including 14 in India.
Introduction to the Topic Work – Life Balance 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 job. The work-life balance strategy offers a variety of means to reduce stress levels and increase job 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. A sentence that brings the idea of work life balance to the point is: “Work to live. Don’t live to work. ” The ‘right’ balance is a very personal thing and will change for each person at different times of their lives. For some people the issue is being able to get into work or find more work rather than having too much work. There is no ‘one size fits all’ solution. Work-Life Balance does not mean an equal balance.
Trying to schedule an equal number of hours for each of your various work and personal activities is usually unrewarding and unrealistic. Life is and should be more fluid than that. Every individual’s work-life balance will vary over time, often on a daily basis. The right balance for you today will probably be different for you tomorrow. The right balance for you when you are single will be different when you marry, or if you have children; when you start a new career versus when you are nearing retirement. There is no perfect, one-size fits all, balance you should be striving for.
The best work-life balance is different for each of us because we all have different priorities and different lives. Everyone faces the issue of time management at one point or another, but as more and more people deal with working at one or more jobs, fighting long commutes, managing a household, attending school or other training, raising one or more children, responding to increasing work and time pressures of the shrinking workplace, dealing with aging parents, the days often seem to last long into the night , vacation leisure time seem to be consumed with issues other than relaxation and personal fulfillment.
A key is that employers could relate to the issue personally – employers need work-life balance too. And so they understood the impact serious work-life imbalance could have on the workplace. Finding the right balance between what works for the employer and what works for the employee is the key for companies contemplating work-life initiatives. Every workplace requirement is different. There is no ‘one-size-fits-all’ answer. Companies already implementing work-life practices say they enjoy significant benefits.
These include: * Improved recruitment and retention rates * Reduced absenteeism and use of sick leave * Reduction of worker stress * Improvements in employee satisfaction and loyalty * Greater flexibility of business operating hours * Boosted productivity * An enhanced corporate image In response to shifts in the labor market and the changing nature of work, work-life balance is now at the top of the agenda of business. While work-life balance traditionally focused on family-friendly workplaces – ssentially concerned with enabling mothers to balance work and childcare responsibilities – there is increasing recognition from organizations that work-life balance is about more than families, and are instead helping employees to have access to working arrangements that are compatible with their other responsibilities, lifestyle and work. It is also recognized that work-life balance can lead indirectly to productivity gains through increased retention and helps organizations to respond to customer needs more effectively.
While work-life balance is an increasingly popular term, there is no clear consensus on what it means, although most definitions do include the concepts of flexibility, juggling and sustainability Work-life balance is most frequently used to describe the equilibrium between responsibilities at work and responsibilities outside paid work; having a work-life balance means that this equilibrium is in the right position for the individual concerned. For some people it means spending more time in paid work and less time at home, while for others it means ensuring that paid work does not encroach on time needed for other responsibilities.
Of course, there is a tension here as the term implies that work and life are and should be separate, whereas for many people the distinction between the two is somewhat blurred. The five key drivers of this transformation in the world of work are: Markets: more competition, increased demand for customized; individualized products using latest technology; more emphasis on services, knowledge and relationships. Labour Markets: changing demographics (more women, older workers, more diversity); changing career patterns, skill needs and employee expectations.
Regulation: Regulatory standards require organisations to work in certain ways; employment legislation has changed (e. g. maternity leave etc. ).
Work Organisation: Technology enables different ways of working – where, how and when; organisations have more complex matrix/network structures; more complex supply chains; more and more rapid restructuring/reorganization. Expectations: changing views about the importance of paid and unpaid work, the boundaries between paid work and life and the importance of flexibility. Changing model of work Work Organization
Technology enables different ways of working – how, where and when More fragmented value chains, alliances, and complex matrix structures Outsourcing Markets Greater competition. Demand for customized and individualized products, using latest technology on a 24/7 basis. More emphasis on services, knowledge assets and relationship 1 1 1 2 Expectations Changing views about importance of paid and unpaid work and boundaries between work and life Childcare Transport Labour Market Demographics (ageing, more women in paid work, greater diversity of needs) Changing career patterns, skills needs psychological contracts
Regulations Regulatory standards require organizations to work in certain way Employment legislation Benefits o improving work-life balance: Aiding employ ee recruitment and retention More employees may stay on in a job, return after a break or take a job with one company over another if they can match their other needs better with those of their paid work. This results in savings for the employer – avoiding the cost of losing an experienced worker and recruiting someone new. Employers who support their staff in this way often gain the bonus of loyalty from those staff. Reducing absenteeism
Many companies that have introduced family-friendly or flexible working practices have seen benefits through reductions in absenteeism. Sickness rates may fall as pressures are managed better, while employees may have better methods of dealing with work-life conflicts than taking unplanned leave. Workers (including their managers) who are healthy and not over-stressed may be more efficient. Improving the quality of people’s working lives Minimizing work-life role conflict can help prevent role overload and help people have a more satisfying working life, fulfilling their potential both in paid work and outside it.
Work life balance can minimize stress and fatigue at work, enabling people to have safer and healthier working lives. Workplace stress and fatigue can contribute to injuries at work and at home. Self-employed people control their own work time to some extent. Most existing information on work-life balance is targeted at those in employment relationships. However, the self-employed too may benefit from maintaining healthy work habits and developing strategies to manage work-flows. Matching people who would not otherwise work with jobs
Parents and people with disabilities and those nearing retirement are among those who may increase their workforce participation if more flexible work arrangements are possible. Employment has positive individual and social benefits beyond the financial rewards. * Employers may also benefit from a wider pool of talent to draw from – particularly when skill shortages exist. * There is strong demand amongst lone parents and disabled people for flexible working time arrangements. * Benefiting families and communities In a situation of conflict between work and family, one or other suffers. Overseas studies have found that family life can interfere with paid work, and the reverse. At the extreme, if family life suffers this may have wider social costs. RESEARCH OBJECTIVE Work-life balance is most frequently used to describe the equilibrium between responsibilities at work and responsibilities outside paid work; having a work-life balance means that this equilibrium is in the right position for the individual concerned.
For some people it means spending more time in paid work and less time at home, while for others it means ensuring that paid work does not encroach on time needed for other responsibilities. Employees in IT sector are always equipped with the work and work life balance for them is of serious concern. The objective of the study is to find out the work life balance of employees in IT sector and to make a comparative analysis of the work life balance in these companies. SPECIFIC RESEARCH OBJECTIVE: 1. To study work life balance of companies in IT Industry. . To ascertain the work life balance of employees in IT sector and to find out the main factors affecting their work life balance. LITERATURE REVIEW Samula Mescher (2010) in its recent article explores how employers portray themselves as supporters of work–life balance (WLB) in texts found on 24 websites of 10 different companies. With a theoretical framework based on a critical reflection on strategic HRM, feminist studies of organizational culture and hegemonic power processes, we examine implicit and explicit messages of work, life, and WLB support.
We study the cultural norms that can be distilled from these articulations, including the concepts of the ideal worker and the ideal parent and discuss the possible (unintended) effects of the implicit and explicit messages. Our analysis shows the ambiguity of the different messages conveyed on WLB support. In contrast to the explicit supportive messages, implicit messages present WLB-arrangements as a privilege. The majority of websites reproduce traditional cultural norms regarding ideal workers and parents and the power of hegemony is not broken. Apparently, WLB support does not always signify support.
Cohen (2009) in its Research Paper comes up with – The question of how to strike a balance between work and life is attracting increasing attention from both scholars and practitioners. This paper aims to examine the relationship between individual level values, using Schwartz’s basic human values theory, and the work-family conflict (WFC), the family-work conflict (FWC), and coping strategies. Design/methodology/approach – A total of 122 employees from two Israeli high tech companies participated in this survey. The portrait values questionnaire (PVQ) was used to measure ten basic values.
The PVQ includes short verbal portraits of 40 different people, gender matched with the respondent. Work-family conflict and family-work conflict were measured by the scales developed by Netemeyer et at Personal coping was measured using the 16 items of Kirchmeyer’s scale of coping strategies. Regression and correlation analysis were used to test the research hypotheses. Findings – The findings showed a strong relationship between power and the three independent variables. Schwartz’s ten values explained a relatively large percentage of the variation in the work-family conflict and the use of coping strategies.
Originality/value – While there has been a growing trend to examine individual level values in order to better understand the attitudes and behaviors of employees in the workplace, very few studies have examined whether and how individual values are related to the interface between work and family. This paper responded to the call for such research. The findings are discussed in terms of their implications for the continuation of research on individual values in their relationship to the work-family interface. In the article by Jorge (2009) examines work-life balance among workers age 5 years and above in Canada. Potential sources of work-life conflict among aged workers include development of caregiving responsibilities, disability onset, changes in family circumstances, and changes in preferences. Characteristics of older workers are described. The higher risk of work-life conflict associated with the provision of four hours or more of elder care weekly is noted. Travis G. (2009) in its article presents the authors tips to restore the work-life balance upon the tightening economy affecting business industries in setting up priorities.
It notes a study from the FPA and Katherine Vessenes that surveyed among financial advisers on what would they want to have if given a magic wand to change to things, which revealed 75 percent among their responses dealt more on income increase and profitability. Also noted is the 2008 Health of Advisers Press Report, also by Katherine Vessenes that linked financial advisor’s behavior in setting aside other priorities just to keep business survive through the crisis to have caused stress among at least 90 percent in the market. Moreover, the author suggests to advisers to pursue work-life balance through having an effective calendar.
Cooke (2009), In its Research focuses on those working weekends and also having a workweek of 20 hours or less, which we define as having a weekend-based short workweek (WBSW).
The purpose of this paper is to examine the characteristics of workers with a WBSW, with emphasis on gender, family status, and work-life balance. To our knowledge, this is the first study examining work schedules having overlapping characteristics of both weekend work and part-time hours. The country of research for this study is Canada. We found that workers with a WBSW are more likely to be female, but less likely to be married or have dependent children.
They are also more likely to be younger, less educated, less experienced, and low-waged. Nonetheless, job satisfaction among those with a WBSW is only slightly lower than those without one. Moreover, we found a group of older, married females with high job satisfaction notwithstanding having a WBSW. We presume that some have managed to balance the substantial work, economic, and family obligations that they face, but also wonder whether some have become resigned to their available employment options rather than having found decent work per se.
Doris Ruth Eikhof (2007) in its article says that Work-family researchers have had much individuals to recognize the importance of achieving greater balance in our lives. We now understand how the imbalance is detrimental to the organization in terms of effectiveness and efficiency and to the individual in terms of stress, quality of life, and also our own personal effectiveness and efficiency. While we now better understand the problems surrounding work-life integration, we are far from providing the necessary solutions to create a sense of work-life equilibrium.
At the heart of the work-life problem is the increasing complexity of our modern lives. In many ways, we have unlimited work, family, and life opportunities. While these opportunities have created more choices, they have also created greater uncertainty. At the onset of the industrial revolution families were primarily male-headed households. With that predominant family form, structuring our lives and our organizations to accommodate the family form was, in comparison, reasonably simple.
Fortunately, society has evolved far from that anachronistic notion of just one family form and the worker’s role within this structure. Unfortunately, this progress and consequent variation in family forms and organizational structures have brought with them a plethora of options and decisions and have increased greatly the uncertainty in our lives. Interestingly, the recent technological advances that have resulted in enor- mous industrial progress could have led to organizational structures that allowed greater balance, given the intrinsic flexible nature of technology.
RESEARCH METHODOLOGY For the primary source, the main source of the data were the questionnaires, which were being distributed to the employees of all the three companies and they were also the main target for getting the information through the questionnaires. Secondary data were basically collected from the company website and the various journals and books. Sampling method Random sampling method was chosen to survey the population so that accuracy and reliability of the data and analysis can be ensured. Thus the questionnaires were distributed randomly in each department.
The sample size was kept at 76. Questionnaire design A non-comparative scaling technique which involves continuous itemized rating scale is used. Research population The research population includes employees and executives from all the companies understudy. Data analysis This is an important step that leads to the conclusion of the research. In this project the data is analyzed by tabulating it, making certain tests on the data and then interpreting it to reach a conclusion. Research design Descriptive research design is used which involves survey method.
THEORETICAL FRAMEWORK Work organisation and recent changes: Changes in the lifestyle combined with technological advances, have caused changes in work organisation. Key trends include: How People Work: The last thirty years has seen the growth of more office-based work, which has changed how most people work. Changes include: * Increased use of IT * More team-based working * Increase in “functional flexibility” * Some new forms of work leave Where people work: Where people work has changed somewhat – but not as much had been expected.
Thirty years ago, it was expected that technology would liberate people from the chains of offices, enabling them to work at home. Yet the office continues to be a central feature of people’s working lives. * More home-based working * Most people work in one place * Greater availability of occasional home working When people work: Working hours have changed in response to different customer and employee demands in different sectors. Some of the key changes are: * Average working hours are falling * Monday to Friday is no longer the norm * Increased flexibility in working hours Some more flexibility in formal working time arrangements Organization’s relationships with employees: Changing work organisation and changing attitudes to work have also shifted the relationship between organisations and employees, with a move from an emphasis on ‘jobs for life’ and collective bargaining power via trade unions to more individualized employment relationships, which in turn affects the way in which work is organized. Key trends to note are: * Decline in influence of trade unions * Growth in performance management, monitoring and surveillance * Growing importance of peer pressure Growing career management facilities within the organization Environment: Over the last year in particular, climate change has come to the fore as an issue for policymakers, businesses and individual. UN Intergovernmental Panel on Climate Change (IPCC) highlight the importance of changing behavior in order to reduce ‘carbon footprint’, an issue not only for businesses operating in sectors such as oil and gas, but also for other businesses who may wish to demonstrate their ‘green’ credentials to customers and employees alike.
This growing emphasis on the environment is leading companies to consider different ways of working such as: * More home working using technology (where the job permits) to enable people to work at home more often, thus reducing the need for commuting (and potentially a car journey) and reducing the need for electricity, heating, lighting etc. within office accommodation; * Increased use of video conferencing rather than requiring travel for meetings; * Creating virtual organisations, such as that of Woolley and Co solicitors.
They run as a virtual firm, with no offices and all lawyers, typists and support staff working from home on total flexi-time and flexi-holidays. * Reducing use of paper by reorganizing the way people work. Greater flexibility: EOC research suggests that there is an unmet demand for home working, which organisations could respond to and potentially reduce energy consumption. Transport: Transport has an enormous effect on workplaces, both in terms of individual choices and productivity.
Although technology enables greater flexibility about where work is done than thirty years ago, many people still travel to a place of work or to meet others and exchange ideas (Jones et al, 2006).
This means that the workplace is not just an abstract concept but usually a place, and the ability to get to that place of work can have a significant impact on individual choices and on productivity. Transport can affect individual choices and workplace productivity for the following reasons: Capacity of public transport: Being able to get on the train / bus that will get you to your workplace – particularly at peak times.
A recent Transport 2007 report identified the 10 most crowded trains, with the top ten trains all running at between 45 per cent and 88 per cent over capacity. This impacts on people’s health, well-being, and can result in them being late for work, which is detrimental to productivity. It may suggest a case for staggering start and finish times as well. Road network capacity: For many workplaces, the best / only way to get to work is by car, and this is resulting in high levels of congestion in many areas, particularly cities, as well as having a detrimental impact on business productivity when people are delayed.
Reliability of public transport: If people cannot rely on public transport to get them somewhere on time (either because of over-crowding, signal problems etc. ), they may resort to alternatives (such as the car, creating further congestion), may have to leave very early and experience high levels of stress at not being able to get somewhere, or may arrive late, reducing productivity and costing business money. Timetabling of public transport: Timetables can have an enormous impact on people’s ability to get to work at a particular time. This can be a real challenge if shift starts at a time that public transport does not serve well (either no services or poorly timed services).
It also means that changing shift times needs to take into consideration whether local public transport will allow people to get to their workplace on time, otherwise workplace productivity will suffer. Public Transport Routes: Many people, particularly in deprived areas, may struggle to get to sources of employment because there are no direct public transport routes. This reduces choices for individuals and businesses’ ability to have access to a wider pool of labour.
Childcare Childcare is an enormous issue when it comes to transforming work. It has a significant impact on choices for individuals, and as a consequence can affect organization’s access to skilled staff. Key issues include: Cost: The cost of childcare can make it financially impossible for some households to have both parents in work: it can mean that a choice is made about one parent being in paid work, and the other staying at home. Quality: Parents want to ensure that their child has access to quality childcare.
Poor quality care can have detrimental impacts upon the child’s later development (having wider social implications), as well as worrying the parents and impacting on their work and home lives. Availability: It remains an ongoing issue for many parents that there are not enough places with the high quality nursery of their choice. Logistics: Many parents struggle to combine getting to a good quality job on time with the sheer logistics of getting a child to a nursery in one place and a school in another place, for example – particularly if this is combined with poor transport options.
This may mean that they are unable to work, or that they need to accept a less good job, under-using their skills, in order to have the flexibility to ensure their children get to school / nursery. 10 Tips for Getting Your Work/Life in Balance Here are 10 tips to help you achieve a better balance in your life. Take a moment to read and reflect on these tips — and then get your life in balance! Negotiate a Change with Your Current Employer: Progressive employers recognize the value of good employees, and many are willing to ind ways to help current employees deal with short-term or permanent changes caused by family situations. The changes can include flextime, job-sharing, telecommuting, or part-time employment. Your first step is to research your employer’s policies and methods of handling previous requests. Then go to your boss armed with information and a plan that shows how you will be an even more valuable and productive employee if you can modify your current work situation. Find a New Career: Some careers are simply more stressful and time-consuming than others.
If you need more time for yourself or your family, now may be the time to explore careers that are less stressful and more flexible. Find a New Job: Rather than a career change, perhaps you simply need to take a less stressful job within your chosen career. This change may involve working with your current employer to identify a new position, it may involve a full job-search, or it may involve temping or becoming a consultant or starting a freelancing or other home-based business. Slow Down: Life is simply too short, so don’t let things pass you in a blur. Take steps to stop and enjoy the things and people around you.
Schedule more time between meetings; don’t make plans for every evening or weekend, and find some ways to distance yourself from the things that are causing you the most stress. Learn to Better Manage Your Time. Avoid Procrastination: For many people, most of the stress they feel comes from simply being disorganized — and procrastinating. Learn to set more realistic goals and deadlines — and then stick to them. You’ll find that not only are you less stressed, but your work will be better. Share the Load: Even though we may sometimes feel we’re the only ones capable of doing something, it’s usually not the case.
Get your partner or other family members to help you with all your personal/family responsibilities. Taking care of the household, children, or parents should not be the responsibility of just one person. Let Things Go. (Don’t Sweat the Small Stuff. ) It’s simpler said than done, but learn to let things go once in a while. So what if the dishes don’t washed every day or that the house doesn’t get vacuumed every week. Learn to recognize the things that don’t really have much impact in your life and allow yourself to let them go — and then not beat yourself up for doing so. Explore Your Options.
Get Help: If you are feeling overwhelmed with your family responsibilities, please get help if you can afford it. Find a sitter for your children, explore options for aging parents, and seek counselling for yourself. In many cases, you have options, but you need to take the time to find them. Take Charge. Set Priorities: Sometimes it’s easier for us to allow ourselves to feel overwhelmed rather than taking charge and developing a prioritized list of things that need to get done. You need to buck the trend. Develop a list. Set priorities. And then enjoy the satisfaction of crossing things off your list.
Simplify: It seems human nature for just about everyone to take on too many tasks and responsibilities, to try to do too much, and to own too much. Find a way to simplify your life. Change your lifestyle. Learn to say no to requests for help. Get rid of the clutter and baggage in your house — and your life. In the end, the key word is balance. You need to find the right balance that works for you. Celebrate your successes and don’t dwell on your failures. Life is a process, and so is striving for balance in your life. FINDINGS, ANALYSIS AND INTERPRETATION
Overall Analysis of the IT Industry There are two different questionnaire which are was framed to analyze various factors that are considered while analyzing work life balance and job satisfaction of employees in IT Industry . Following are factors that are considered in Work Life Balance Questionnaire * Health * Relationship * Attitude towards work * Self-management * Working Environment * Leisure 2. 64 2. 43 2. 33 2. 70 2. 79 2. 69 1. 00 1. 50 2. 00 2. 50 3. 00 3. 50 4. 00 SCALE Health Relationships Attitude Towards work Self Management Working Environment Leisure PARAMETERS
WORK-LIFE BALANCE IN IT INDUSTRY The maximum score on the six parameters of work life balance was four. Three questions were asked on each parameter on the health parameter the average score is 2. 64 which is 66%. As per the scale, this score shows an above average score on work life balance. Relationships parameter has an average score of 2. 43 which is 60. 75%. This again falls in the high category, as per the scale but on the margin of the medium score. Attitude parameter has a lowest average score of 2. 33, which is 58. 25%. This value falls in the medium category of the scale.
This implies that the attitude people have towards their work contributes least to their work life balance. Self-management parameter has an average score of 2. 7, which is 67. 5%. Such a score is relatively high on the high category. Working environment parameter has the highest average score among all the other parameters of 2. 79, which is 69. 75%. This again falls closer to the high category and is in close match with the average health score. People in the IT industry feel that working environment contributes the most to their work life balance followed by their health considerations.
Relatively higher is the average score on the leisure parameter that is 2. 69, which is 67. 25%. Falling on the medium high category it again implies that leisure forms important considerations for the work life balance ion the IT industry. LEVEL OF WORK-LIFE BALANCE IN IT INDUSTRY 37% 62% 1% HIGH MEDIUM LOW The majority of the people who have answered the work life balance questionnaire fall in the high category. This group constitutes 62%, i. e. , approx. 83 people out of the total 134 surveyed. The remaining 37% have a relatively lower amount of work life balance, i. e. , 50 out of the total 134 persons surveyed.
There are 1% of the people who have low work life balance. Analysis of HCL 2. 65 2. 76 2. 30 2. 77 2. 91 2. 70 1. 00 1. 50 2. 00 2. 50 3. 00 3. 50 4. 00 SCALE Health Relationships Attitude Towards work Self Mgmt. Working Environment Leisure such as logies is PARAMETERS WORK LIFE BALANCE IN HCL On the six parameters of work life balance, three questions were asked on each parameter. The maximum score on each parameter was four. On the health parameter the average score is 2. 65 which is 66. 25%. Though, this fall in the in high level of work life balance, as per the scale, but is on the border.
Relationships parameter has an average score of 2. 76 which is 69%. This again falls in the high category, as per the scale but on the margin of the medium – high category. Attitude parameter has an average score of 2. 30, which is 57. 5%. This value falls in the medium category of the scale. It implies that the attitude people have towards their work contributes marginally to their work life balance. Self management parameter has an average score of 2. 77, which is 69. 25%. This falls again on the border of the high category. Working environment parameter has the highest average score among all the other parameters of 2. 1, which is 72. 75%. This falls in the high category of work life balance scale. People at HCL feel that working environment contributes the most to their work life balance on an average. The average score on the leisure parameter is 2. 70, which is 67. 5%. This falls on the border of the medium – high category. LEVEL OF WORK-LIFE BALANCE OF THE EMPLOYEES AT HCL 51% 49% 0% HIGH MARGIN LOW The majority of the people who have answered the work life balance questionnaire at HCL of both levels fall in the high category. This group constitutes 51%, i. e. , approx. 23 people out of the total 45 surveyed.
The remaining 49% have a medium amount of work life balance, i. e. , 22 out of the total 45 persons surveyed. This indicates that the number of people falling in both the high and medium category is almost equal. There is nobody who has low work life balance. ANALYSIS FOR LEVEL-I IN HCL WORLIFE BALANCE AT HCL LEVEL (I) 2. 59 2. 67 2. 24 2. 75 2. 79 2. 84 1. 00 1. 50 2. 00 2. 50 3. 00 3. 50 4. 00 Health Relationships Attitude towards Work Self Mgmt Working Environment Leisure PARAMETERS SCALE On the six parameters of work life balance, three questions were asked on each parameter.
The maximum score on each parameter was four. On the health parameter the average score is 2. 59 which is 64. 75%. Though, this fall in the in high level of work life balance, as per the scale, but is on the border. Relationships parameter has an average score of 2. 67 which is 66. 75%. This again falls in the high category, as per the scale but on the margin of the medium – high category. Attitude parameter has an average score of 2. 24, which is 56%. This value falls in the medium category of the scale. It implies that the attitude people have towards their work contributes marginally to their work life balance.
Self management parameter has an average score of 2. 75, which is 68. 75%. This falls again on the border of the high category. Working environment parameter has the highest average score among all the other parameters of 2. 79, which is 69. 75%. This falls in the high category of work life balance scale. People at HCL feel that working environment contributes the most to their work life balance on an average. The average score on the leisure parameter is 2. 84, which is 17. 75%. This falls on the border of the medium – high category. LEVEL OF WORK LIFE BALANCE IN HCL FOR LEVEL 1 48% 52% 0% HIGH
MEDIUM LOW The majority of the people who have answered the work life balance questionnaire at HCL of both levels fall in the high category. This group constitutes 67%, i. e. , approx. 30 people out of the total 45 surveyed. The remaining 33% have a medium amount of work life balance, i. e. , 15 out of the total 45 persons surveyed. This indicates that the number of people falling in both the high and medium category is almost equal. There is nobody who has low work life balance. ANALYSIS FOR LEVEL-II IN HCL 2. 71 2. 85 2. 35 2. 79 3. 01 2. 57 1. 00 1. 50 2. 00 2. 50 3. 00 3. 50 4. 00 SCALE Health
Relationships Attitude Towards work Self Mgmt Working Environment Leisure PARAMETERS WORK-LIFE BALANCE IN HCL LEVEL-II On the six parameters of work life balance, three questions were asked on each parameter. The maximum score on each parameter was four. On the health parameter the average score is 2. 71 which is 67. 75%. Though, this fall in the in high level of work life balance, as per the scale, but is on the border. Relationships parameter has an average score of 2. 85 which is 71. 25%. This again falls in the high category, as per the scale. Attitude parameter has an average score of 2. 5, which is 58. 75%. This value falls in the medium category of the scale. It implies that the attitude people have towards their work contributes marginally to their work life balance. Self management parameter has an average score of 2. 79, which is 69. 75%. This falls again on the border of the high category. Working environment parameter has the highest average score among all the other parameters of 3. 01, which is 75. 25%. This falls in the high category of work life balance scale. People at HCL feel that working environment contributes the most to their work life balance on an average.
The average score on the leisure parameter is 2. 57, which is 64. 25%. This falls on the border of the medium – high category. WORK-LIFE BALANCE OF THE EMPLOYEES IN HCL LEVEL-II 0% 42% 58% Low Medium High The majority of the people who have answered the work life balance questionnaire at HCL of both levels fall in the high category. This group constitutes 58%, i. e. , approx. 26 people out of the total 45 surveyed. The remaining 38% have a medium amount of work life balance, i. e. , 17 out of the total 45 persons surveyed. This indicates that the number of people falling in both the high and medium category is almost equal.
And the remaining 4%, out of which 2 people has low work life balance. ANALYSIS OF TATA INFOTECH 2. 60 1. 95 2. 43 2. 68 2. 61 2. 72 1. 00 1. 50 2. 00 2. 50 3. 00 3. 50 4. 00 SCALE Health Relationships Attitude Towards work Self Mgmt. Working Environment Leisure PARAMETERS WORK-LIFE BALANCE IN TATA INFOTECH On the six parameters of work life balance, three questions were asked on each parameter. The maximum score on each parameter was four. On the health parameter the average score is 2. 60 which is 65%. Though, this fall in the in high level of work life balance, as per the scale, but is on the border.
Relationships parameter has an average score of 1. 95 which is 48. 75%. This again falls in the high category, as per the scale but on the margin of the medium – high category. Attitude parameter has an average score of 2. 43, which is 60. 75%. This value falls in the medium category of the scale. It implies that the attitude people have towards their work contributes marginally to their work life balance. Self management parameter has an average score of 2. 68, which is 67%. This falls again on the border of the high category. Working environment parameter has the highest average score among all the other parameters of 2. 1, which is 65. 25%. This falls in the high category of work life balance scale. People at HCL feel that working environment contributes the most to their work life balance on an average. The average score on the leisure parameter is 2. 72, which is 68%. This falls on the border of the medium – high category. WORK-LIFE BALANCE IN TATA INFOTECH 26% 74% 0% HIGH MEDIUM LOW The majority of the people who have answered the work life balance questionnaire at Tata Infotech of both levels fall in the high category. This group constitutes 74%, i. e. , approx. 30 people out of the total 41 surveyed.
The remaining 26% have a high amount of work life balance, i. e. , 11 out of the total 41 persons surveyed. This indicates that the number of people falling in both the high and medium category are different. There is nobody who has low work life balance. ANALYSIS OF TATA INFOTECH LEVEL I On the six parameters of work life balance, three questions were asked on each parameter. The maximum score on each parameter was four. On the health parameter the average score is 2. 57 which is 68. 75%. Though, this fall in the in high level of work life balance, as per the scale, but is on the border.
Relationships parameter has an average score of 2. 09 which is 52. 25%. This again falls in the high category, as per the scale but on the margin of the medium – high category. Attitude parameter has an average score of 2. 38, which is 59. 5%. This value falls in the medium category of the scale. It implies that the attitude people have towards their work contributes marginally to their work life balance. Self management parameter has an average score of 2. 64, which is 66% This falls again on the border of the high category. Working environment parameter has the highest average score among all the other parameters of 2. 3, which is 65. 75%. This falls in the high category of work life balance scale. People at Tata Infotech feel that working environment contributes the most to their work life balance on an average. The average score on the leisure parameter is 2. 69, which is 67. 25%. This falls on the border of the medium – high category. WORK-LIFE BALANCE IN TATA-INFOTECH FOR LEVEL-I 0% 68% 32% Low Medium High The majority of the people who have answered the work life balance questionnaire at Tata Infotech of both levels fall in the high category. This group constitutes 68%, i. e. , approx. 28 people out of the total 41 surveyed.
The remaining 32% have a high amount of work life balance, i. e. , 13 people out of the total 41 persons surveyed. This indicates that the number of people falling in both the high and medium category is different. There is nobody who has low work life balance. ANALYSIS OF LEVEL II WORKLIFE BALANCE AT TATA INFOTECH LEVEL (II) 2. 65 1. 73 2. 52 2. 75 2. 58 2. 77 1. 00 1. 50 2. 00 2. 50 3. 00 3. 50 4. 00 Health Relationships Self Management Working Environment Leisure PARAMETERS Attitude towards Work On the six parameters of work life balance, three questions were asked on each parameter.
The maximum score on each parameter was four. On the health parameter the average score is 2. 65 which is 66. 25%. Though, this fall in the in high level of work life balance, as per the scale, but is on the border. Relationships parameter has an average score of 1. 73 which is 43. 25%. This again falls in the high category, as per the scale but on the margin of the medium – high category. Attitude parameter has an average score of 2. 52, which is 63%. This value falls in the medium category of the scale. It implies that the attitude people have towards their work contributes marginally to their work life balance.
Self management parameter has an average score of 2. 75, which is 68. 75%. This falls again on the border of the high category. Working environment parameter has the highest average score among all the other parameters of 2. 58, which is 64. 5%. This falls in the high category of work life balance scale. People at Tata Infotech feel that working environment contributes the most to their work life balance on an average. The average score on the leisure parameter is 2. 77, which is 69. 25s%. This falls on the border of the medium – high category. WORK-LIFE BALANCE IN TATA-INFOTECH FOR LEVEL-II 87% 13% 0%
HIGH MEDIUM LOW The majority of the people who have answered the work life balance questionnaire at Tata Infotech of both levels fall in the high category. This group constitutes 87%, i. e. , approx. 36 people out of the total 41 surveyed. The remaining 13% have a high amount of work life balance, i. e. , 5 people out of the total 41 persons surveyed. This indicates that the number of people falling in both the high and medium category is different. There is nobody who has low work life balance. ANALYSIS OF TCS WORK-LIFE BALANCE IN TCS 2. 51 2. 51 2. 28 2. 66 2. 83 2. 65 1. 00 1. 50 2. 00 2. 50 3. 00 3. 0 4. 00 Health Relationships Attitude Towards work Self Management Working Environment Leisure PARAMETERS SCALE On the six parameters of work life balance, three questions were asked on each parameter. The maximum score on each parameter was four. On the health parameter the average score is 2. 51 which is 62. 75% though, this fall in the in high level of work life balance, as per the scale, but is on the border. Relationships parameter also has an average score of 2. 51 which is 62. 75%. Attitude parameter has an average score of 2. 28 which is 57%. This value falls in the medium category of the scale.
It implies that the attitude people have towards their work contributes marginally to their work life balance. Self management parameter has an average score of 2. 66, which is 66. 5%. This falls again on the border of the high category. Working environment parameter has the highest average score among all the other parameters of 2. 83, which is 70. 75%. This falls in the high category of work life balance scale. People at TCS feel that working environment contributes the most to their work life balance on an average. The average score on the leisure parameter is 2. 65, which is 66. 25%.
This falls on the border of the medium – high category. WORK-LIFE BALANCE IN TCS 32% 66% 2% HIGH MEDIUM LOW At TCS 32% have a high amount of work life balance, i. e. 16 out of the total 50 people surveyed fall under this category. The majority of the people who have answered the work life balance questionnaire at TCS of both levels fall in the medium category. This group constitutes 66% i. e. , approx. 33 people out of the total 50 surveyed. About 2% of people have a low amount of work balance i. e. 1 person out of 50 fall under this category. ANALYSIS FOR TCS LEVEL-I WORKLIFE BALANCE AT TCS LEVEL (I) 2. 60 2. 51 2. 14 2. 67 2. 5 2. 79 1. 00 1. 50 2. 00 2. 50 3. 00 3. 50 4. 00 Health Relationships Attitude towards Work Self mgmt Working Environment Leisure PARAMETERS SCALE On the six parameters of work life balance, three questions were asked on each parameter. The maximum score on each parameter was four. On the health parameter the average score is 2. this is 50%, this falls in the in medium level of work life balance, as per the scale. Relationships parameter has an average score of 2. 51 which is 62. 75% this falls in the high category, as per the scale but on the margin of the medium – high category. Attitude parameter has an average score of 2. 4 which is 53. 5%. This value falls in the medium category of the scale. It implies that the attitude people have towards their work contributes marginally to their work life balance. Self management parameter has an average score of 2. 67 which is 66. 75%. This falls on the border of the high category. Working environment parameter has an average score of 2. 75, which is 68. 75%. This falls in the high category of work life balance scale. Leisure parameter has the highest average score among all the other parameters of 2. 79, which is 69. 75%. This falls in the high category of work life balance scale.
People at TCS feel that Leisure contributes the most to their work life balance on an average. WORK LIFE BALANCE IN TCS FOR LEVEL-I 28% 68% 4% HIGH MEDIUM LOW At TCS 28% have a high amount of work life balance, i. e. 14 out of the total 50 people surveyed fall under this category. The majority of the people who have answered the work life balance questionnaire at TCS of both levels fall in the medium category. This group constitutes 68% i. e. , approx. 34 people out of the total 50 surveyed. About 4% of people have a low amount of work balance i. e. 2 person out of 50 falls under this category WORK LIFE BALANCE AT TCS LEVEL (II) . 55 2. 52 2. 41 2. 65 2. 91 2. 52 1. 00 1. 50 2. 00 2. 50 3. 00 3. 50 4. 00 Health Relationships Attitude towards Work Self mgmt Working Environment Leisure PARAMETERS SCALE On the six parameters of work life balance, three questions were asked on each parameter. The maximum score on each parameter was four. On the health parameter the average score is 2. 55 which is 63. 75% though, this fall in the in high level of work life balance, as per the scale, but is on the border. Relationships parameter also has an average score of 2. 52 which is 63%. Attitude parameter has an average score of 2. 41 which is 60. 25%.
This falls again on the border of the high category. Self management parameter has an average score of 2. 65, which is 66. 25%. This falls again on the border of the high category. Working environment parameter has the highest average score among all the other parameters of 2. 91, which is 72. 75%. This falls in the high category of work life balance scale. People at TCS feel that working environment contributes the most to their work life balance on an average. The average score on the leisure parameter is 2. 52, which is 63%. This falls on the border of the medium – high category. WORK-LIFE BALANCE IN TCS LEVEL-II % 64% 36% Low Medium High At TCS 38% have a high amount of work life balance, i. e. 19 out of the total 50 people surveyed fall under this category. The majority of the people who have answered the work life balance questionnaire at TCS of both levels fall in the medium category. This group constitutes 64% i. e. , approx. 32 people out of the total 50 surveyed. There is nobody who has low work life balance. CONCLUSIONS AND SUGGESTIONS CONCLUSION After a detail analysis of the data collected from the three organizations, it can be said that a medium to high level of work life balance exists in these organization.
Employees of TCS, HCL and Tata Infotech feel that they are able to strike a moderate balance in meeting their professional requirements as well as fulfilling their personal commitments. They feel they can juggle both with a moderate amount of ease. Employees also feel that they derive moderate to high level of job satisfaction from the tasks and duties they are performing. Their work teams and integration of personal goals with organizational ones is contributing towards deriving job satisfaction. RECOMMENDATIONS Through launching various employee engagement initiative in company which can help increase level of work life balance. ) Team of the quarter Objective: To enhance team building To Improve Focus of Superior on team To improve Employee cordial relationship Appreciation & recognition Improved level of motivation Scope: It will be an Quarterly exercise covering all employees function / department wise Identify such Team: Any team that has achieved outstanding goal would be eligible Justifications for the no. of team members, contribution of each team member in the accomplishment of the goal, Project Undertaken, time frame justifications, etc has to be provided for the nominations. Selection Procedure: Functional Head sends nomination for its team * Only one nomination from each Functional Head * Nominations should include all the details of achievements * A photograph of the team along with the Functional Head is preferred * The selection will be subject to the decision taken by the committee appointed by HR & the decision of the same would be final. Recognition Program: It will be a Rolling Trophy, which will be rolled to another winning team in next quarter. This trophy will retained by the team which will win this trophy for 3 times Team dining out with Functional Head
Recognize by putting up appreciation on the Notice board at all locations, Newsletter, appreciation mailer from HR. 2) Unsung Heroes “Millions of Unsung Heroes are born every minute! ” Objective: This will help Motivate employees especially who are always at backend and helping to perform better. This initiative will build healthy Superior-Subordinate relationship Employees will feel appreciated for accomplishments Scope: Monthly exercise covering all the employees in all functions Identifying Un-Sung Heroes: They are mobile libraries of information you need to service your clients.
When they are absent the office just doesn’t seem to run smoothly and efficiently. They are walking desktop publishers and proposal and presentation writers. They’ve taught you so many important things as well as how to be self-sufficient Let’s face it, without their assistance we would not be able to perform our own job efficiently and resourcefully. Procedure: * Only one nomination can be forwarded by each In charge/ Functional Head. * Nominations submitted till every 25th day of the month would be taken into consideration. Selection will be subject to the decision taken by the selection committee appointed by HR & the decision of the Committee would be final. Recognition Program: A meal out with immediate superior (Cordial Superior – Subordinate relation, Team Building) Recognition through Monthly Newsletter, Mailers & Congratulation notes from HR. 3) Happy Saturday/ Friday (Saturday is non-working day at TCS) The main objective is to add fun and leisure at workplace, thereby making Saturdays little stress free and pepped up which will help in increasing job satisfaction in an IT Industry. Ms & Mr. Pleasing Personality Ms & Mr.
Smiling Face Ms & Mr. Creative Workstation Ms & Mr. Systematic Ms & Mr. Punctual Ms & Mr. Popular Ms & Mr. Team Player Ms & Mr. Fitness Freak Ms & Mr. Lively Ms & Mr. Colorful Ms & Mr. Congeniality Procedure: * To be held Every 2nd Saturday/ Friday of the month. * Saturday morning the title will be communicated to all the employees. * Registration of Nomination among peers till 2 : 00 Pm. * One cannot nominate himself for the title. * Nomination should be supported with a description of incident that shows he is right person to get title. * Each nomination should be marked copy to his HOD also. The decision would be taken by HR / Judges. * At 4 :00 pm – HR will give the letter of Title and gift envelope signed by HR Head and CEO on his workstation. * Gift will Be Movie ticket for Two. 4) Trainings For employee development & attitudinal change different training programs have been proposed such as: Self-Management Personal effectiveness Decision making Team Building Leadership Coaching & Mentoring Time Management LIMITATIONS OF THE STUDY * Firstly the information collected from the questionnaire may not be accurate as some of the personnel’s could have given biased answers depending upon various factors. The sample size was confined to 134 executives, therefore the conclusion drawn would hold true only for this much of sample size and hence the analysis may not be appropriate if it is used for more of the sample size. * There is no measure to check out whether the information provided by the workers is correct or not. REFERENCES * Budd, J. and Mumford, K. (2003) Relative availability of work-life balance practices to lone parents. Employment Relations Occasional Papers. London: DTI * McGregor, D. (1960).
The human side of enterprise. McGraw-Hill. * Bell A and Bryson C (2005), ‘Work-life balance – still a “women’s issue”? A Social Attitudes, * Hindalco HR Manual. Websites http://www. theworkfoundation. com/Assets/PDFs/Flexibility_paper_JW. pdf http://www. employersforwork-lifebalance. org. http://indiainfoline. com/bisc/hrpg. html http://auxillium. com/contents. htm http://nipm-mumbai. org http://www. hr. BLR. com http://www. hr-guide. com Annexure WORK LIFE BALANCE QUESTIONNAIRE 1. Gender: Female Male 2. Age Group: Below 26 26-35 36-45 46-55 Over 55 3. Company: 4. Designation: _________________ Department: _________________ 4.
How many hours per week do you spend at work? 40-50 51-60 61-70 71-80 Over 80 5. Present Marital status: Single Married S. No| Statement| Strongly Agree| Agree| Disagree| Strongly Disagree| 1. | Health| | | | | a. | I sometimes feel stressed & depressed because of work. | | | | | b. | I loose my temper very easily. | | | | | c. | I worry about work after work hours. | | | | | 2. | Relationships| | | | | a. | People that I care about feel that I spend adequate time with them. | | | | | b. | My partner takes unfair share of domestic work/child care. | | | | c. | My working life has played a major role in adding conflict to my relationships. | | | | | 3. | Attitude towards work| | | | | a. | I cancel holidays or cut them short due to work. | | | | | c. | I am so busy that I come to work even when I am ill. | | | | | d. | When I go on a holiday, it takes me several days to settle down. | | | | | 4. | Self management| | | | | a. | My workload is generally well- planned & under control. | | | | | b. | My work place is organized and I find what I need. | | | | | c. | I would like to control the hours I work but not know how. | | | | 5. | Working Environment| | | | | a| I am subjected to unacceptable be behavior ( eg. Bullying) at work| | | | | b. | I have flexible start and finish time. | | | | | c. | Conflict resolution helps me to perform better. | | | | | | | | | | | 6. | Leisure| | | | | a. | I have at least one hobby outside of work. | | | | | b. | I spend a portion of each week away from work in solitude/ relaxation. | | | | | c. | I hang out with my colleagues/ friends during leisure time. | | | | | SCORING SHEET OF QUESTIONNAIRE NAME : _____________________ DESIGNATION : _____________________
DEPARTMENT : _____________________ COMPANY : _____________________ AGE : _____________________ MARITAL STATUS : _____________________ S. No. | Statement| Strongly Agree| Agree| Disagree| Strongly Disagree| 1. | Health| | | | | a. | I sometimes feel stressed & depressed because of work. | 1| 2| 3| 4| b. | I loose my temper very easily. | 1| 2| 3| 4| c. | I worry about work after work hours. | 1| 2| 3| 4| | | | | | | 2. | Relationships| | | | | a. | People that I care about feel that I spend adequate time with them. | 4| 3| 2| 1| b. My partner takes unfair share of domestic work/child care. | 1| 2| 3| 4| c. | My working life has played a major role in adding conflict to my relationships. | 1| 2| 3| 4| | | | | | | 3. | Attitude towards work| | | | | a. | I cancel holidays or cut them short due to work. | 1| 2| 3| 4| c. | I am so busy that I come to work even when I am ill. | 1| 2| 3| 4| d. | When I go on a holiday, it takes me several days to settle down. | 4| 3| 2| 1| | | | | | | 4. | Self management| | | | | a. | My workload is generally well- planned & under control. | 4| 3| 2| 1| b. | My work place is organized and I find what I need. 4| 3| 2| 1| c. | I would like to control the hours I work but not know how. | 1| 2| 3| 4| | | | | | | 5. | Working Environment| | | | | a| I am subjected to unacceptable be behaviour ( eg. Bullying) at work| 1| 2| 3| 4| b. | I have flexible start and finish time. | 4| 3| 2| 1| c. | Conflict resolution helps me to perform better. | 4| 3| 2| 1| | | | | | | 6. | Leisure| | | | | a. | I have at least one hobby outside of work. | 4| 3| 2| 1| b. | I spend a portion of each week away from work in solitude/ relaxation. | 4| 3| 2| 1| c. | I hang out with my colleagues/ friends during leisure time. | 4| 3| 2| 1|
PARAMETERS| A. | B. | C. | TOTAL| Health | | | | | Relationship | | | | | Attitude towards work| | | | | Self management | | | | | Working Environment| | | | | Leisure | | | | | RANGE: LOW: 0-24 This implies that the person has a very low on work life balance and he needs to improve on balancing his work and personal life. MEDIUM: 25-48 This implies that the person has been able to moderately balance his work and personal life. Though, he can further improve upon it. HIGH: 49-72 This implies that the person has been able to effectively manage both work and his personal life, thereby striking a balance between the two.
