Mini Project

WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR
CHAPTER 1
INTRODUCTION
LEAD COLLEGE OF MANAGEMENT DHONI
INTRODUCTION TO THE STUDY

This research is based on the Precot Meridian Pvt Ltd Walayar and Kanjikode. Purely the research is in the field of human resource management and it is undergone through this research on the topic work life balance of women employees in textile Industry of Palakkad District.
Work - life Balance of women employees has become an important subject since the time has changed from men was the bread winner to today's world where both men and women equally sharing the responsibility of family life. Though it is a very broad subject which speaks about both career development on one side and the family care on the other side, it is very necessary to know how the women balance the professional demands and domestic
compulsions. Professional life means the aim to grow and earn respect in the organization and society at large and Personal life means taking care of family, children, parents, health and spending the leisure time effectively with the development of educational economical and social standards. Things have improved to a great extent and the role of women in balancing their lifestyle is less taxing. But not all women have been able to achieve this balance, as each one of them has different challenges to balance. Therefore only periodical research will bring to light the inadequacies of the initiatives to achieve a healthy work life balance.
Career women are challenged by the full-time work and at the end of each work day they carry more of the responsibilities and commitments to home. Majority of women are working 40-45 hours per week and most of them are struggling to achieve work-life balance. Women reported that their life has become a juggling act as they have to shoulder multiple responsibilities at work and home. This project highlights the issues connected with work-life balance of women and the factors that determine work life balance.
1.1ORGANIZATION PROFILE
Precot meridian is one of the oldest groups which started its mill in 1958, promoted by N.Damodaran. Precot Meridian limited (PML) was incorporated in 1962 in Palakkad, Kerala, to produce cotton yarns with an initial capacity of 12096 spindles. Precot Meridian limited made its maiden issue in 1962. Production of cotton yarns commenced during 1964.The Precot has symbolized Quality and Trust in the textile industry. With four decades of spinning experience and a diverse range of products that include cotton yarns, sewing threads, fabrics and garments; Precot is one of the few totally integrated textile players with a total turnover of 90 million US Dollars. The Group has state of the art infrastructure facilities and skilled personnel to rise up to customer expectations. The group has been accorded the status of Export House by The Cotton Textile Export Promotion Council of India (TEXPROCIL).Precot exporting its products to Belgium, China, Italy, Japan, Malaysia, Portugal, South Korea, Turkey and U.K.
Key mile stones
From an initial capacity of 12,096 Spindles at Kanjikode, Kerala (A-Unit) in 1964, now the capacity of the unit is 57,600 spindles.
In 1983, the second unit (B-Unit) was set up at Hindupur, Andhra Pradesh with an initial capacity of 28,800 Spindles and the current capacity is 69,120 spindles.
In 1992, the third unit (C-Unit) was set up at Walayar, Kerala as a 100% Export Oriented Unit with a capacity of 12,096 Spindles and the current capacity is 25,344 spindles.
In 1995, an OE Unit (D Unit) was set up at Walayar adjacent to its third Unit with a capacity of 1344 Rotors.
In 1998, a yarn dyeing Unit (K Unit) was set up at Kolar, Karnataka to manufacture polyester sewing threads and its capacity is 7 tons per day.
In 2001, a modern weaving plant at Sethumadai near Pollachi was set up to manufacture yarn-dyed fabrics.
In January 2004, yarn dyeing operations were started at Perundurai, which caters to the needs of the Sethumadai unit.
In 2006, Meridian Industries merged with Precot Mills and the name was changed to Precot Meridian Ltd., and the current capacity is 66,154 spindles.
Precot Meridian is looking towards green power generation and has invested in 17 Windmills. These windmills cater 50% of the power requirements of units located in Tamil Nadu.
Quality Systems
Precot Meridian being an ISO 9001 certified company is focused on providing the finest qualit y yarns and fabrics. In order to meet customer requirements and to ensure their satisfaction, Precot Meridian im plemented TQM in all the units for executing 5S methods of housekeeping and 3M methods to control wastage of resources. Qualit y S ystem is achieved through total employee involvement, technical Innovation and continual improvement
Meridian Industries Limited merges with Precot

Meridian Industries Limited has been merged with Precot Mills Limited with effect from 01st April, 2006. Meridian Industries Ltd (MIL) which was incorporated in the year 1993 was promoted by Precot Mills Limited and around 70% of the shares of MIL were held by the shareholders of Precot. To have larger capacity in a single company, instead of the capacities being spread over in two companies having common shareholders, the merger was proposed. This has been approved by the High Court of Madras vide its order dated 30th August and 1st
Sept, 06. As per the scheme of Merger, the shareholders of MIL are entitled for one share of Precot for every two shares of MIL. Accordingly the share certificates of Precot were dispatched in Dec, 06 to those shareholders who have surrendered the certificates of MIL. Shareholders of MIL, who are yet to claim the certificates of Precot can, do so by sending the MIL certificates along with the following application duly filled in to the registrars. Corporate / Central office Corporate office is situated at Suprem P.B No: 7161737, Pulikulam Road, Coimbatore-641 045.Corporate office deals with raw material purchase, testing, approval and allotment to group mills. In addition to that finalization of sales contract, approval of productionplanning, policy decisions etc. are also taken at corporate office. A-Unit Unit A is located at Kanjikode west, Palghat, Kerala and was established in the year 1964.the area used is 2 Hectors surrounded by 15 Hectors of its own land. Present Spendlage of the Factory is 57600,working 24 hours in a day and 7 days in a week and Spinning Hosiery yarns, warp and weft yarns and doubled yarns counts ranging from 30s to 100s combed and cradle varieties. All are ring spun yarns only. B-Unit B unit is at Kodigerahalli, H.S.Mandir, Hindupur(post),Andra Pradesh and won established in the year 1983.Mill is located in an area of around 5 Hectars. Present installed capacity of the mill is 72000 spindles engaged in manufacturing of ring spun yarn and working 24 hours a day and 7 days a week continuously. C-Unit C-Unit is at Chandrapuram, Walayar Dam (post), Palghat (Dist), Kerala. Unit was established in the year 1992.Factory is build up in an area of 9600 square meter. Present spindlage of the unit is 24720 company produces yarn ranging between 20s Ne to 40s Ne in both 100% Cotton Combed varieties to suit different end uses. At present the yarn produced from the mil is being widely used for knitting (Banians and Knitwear).
D-Unit D-Unit is situated at Chandrapuram, Walayar Dam (post), Palghat (Dist), Kerala and was established in the year 1995. This is located in an area of around 5.3 Hectors. Present capacity of the factory is 1344 rollers, manufacturing yarn ranging between 60s Ne in both 100% Cotton and Processed wastes in carded and combed varieties to suit different end uses. At present the yarn produced from the mill is being widely used for Industrial fabrics and bed sheets. About Precot C 1. Founder of the Group: Sri.V.N Ramachandran (Late) Sri.N.Damodaran 2. Chairman &Managing Director: Sri.D.Sarath Chandran 3. Starting of the Mill: January 92 4. Total Spindles Installed: 24288 Spindles (23*1056) 5. Raw-material: Cotton and Polyster staple fiber 6. Count of yarn processed: 20s to 40s cotton combed knitting yarn 7. End use of products: Sportswear, Casual wears 8. Raw-material used: Raw cotton, Polysters staples 9. Exporting countries: U.K, Germany, Isreil ,Mauritius, Singapore, Malaysia and Portugal 10. Number of workers in the mill: 126 permanent workers About Precot D 1. Mill started on: October 95 2. Total rolors installed: 1344 (7*192) 3. Count of yarn manufactured: 10s OE,16s OE, 20s OE 4. End use of products: Weaving, knitting 5. Raw-material used: Raw cotton and Noils/Flat strips 6. Yarn sold in Local: 30% Export: 70%
General Information Shift Timings Precot C Morning - 8.00 AM to 4.30 PM - I shift Evening - 4.30 PM to 1.00 AM - II shift Morning - 1.00 AM to 8.00 AM - III Shift
Shift Timings Precot D Morning - 8.00 AM to 4.30 PM - I Shift Evening - 4.30 PM to 1.00 AM - II Shift Morning - 1.00 AM to 8.00 AM - III shift
Lunch timing I shift - 11.30 AM to1.30 PM II shift - 7.30 PM to 9.30 PM III shift - 4.30 AM to 6.00 AM
Weekly Holiday One day in week shall be given as weekly holiday to all trainees. Other Facilities, Regulations: Cycle shed provided for keeping vehicles ERC functions all 24 hrs and provides food. When an employee enters the mill we has to collect the card from the security main gate and handover the same at gate while leaving. Dormitory is provided for ladies inside the mill promises with mess facility.
A lady matron is appointed to core the needs of girls. Smoking is strictly prohibited inside the mill premises. Creche is provided to cater the needs of working womens children. First aid boxes are provided with required medicines inside the department and HRD department to meet any accidents on work. SICs / Supervisors are present in all shifts to manage workers. In all shifts shift supervisor / SIC will be these to look after the shift. Uniform is Supplied to all operatives and non Operatives.
1.2 RESEARCH PROBLEM STATEMENT

Indian families are undergoing rapid changes due to the increased pace of urbanization and modernization. Indian women, who belong to all classes, have entered paid occupations. Most studies regarding married women who are employed, in India have reported economic need as being the primary reason given for working. The present study is an attempt to investigate the various factors which affect the work sphere and personal life of women working, causing undue stress in Textile Industry, in this sector more number of employees are females, some of them are contract workers, and others are permanent employees. In precot meridian, a severe problem faced in the past 2 years is that the women employees dissatisfaction in work. The work is done in three shifts where the employees need to work in night shifts too. The health problems from inhaling of the cotton particles may also affect the workers daily life. The tension employees feel both physically and mentally would affect their personal life. With the help of labor welfare officer we find the problem, difficulty of employees to balancing the work & personal life. The situation demands a study whether the women employees are really struggling to balance their work and the personal life and if yes what are the reasons which causes an imbalance.
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1.3 OBJECTIVES OF THE STUDY

To study the problems faced by the female employees in balancing work life at Precot Meridian Limited. To know whether the female employees are balancing their work and personal life.
1.4 RESERCH METHODOLOGY

POPULATION:
The employees of PRECOT MERIDIAN LIMITED textile in Walayar and Kanjikode.
SAMPLE SIZE:
The size of the sample selected for the study is 40 respondents
QUESTIONNAIRE DESIGN
The questionnaire was prepared by the researcher itself for direct interview. It was for collecting the details from the researcher perspective
RESERCH DESIGN:
A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose .It is a blue print of the study. Descriptive research design was used in this study for analysis.
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1.5 METHODS OF DATA COLLECTION

PRIMARY DATA In the study, the primary data was collected through structured questionnaire, the questionnaire was prepared by the researcheritself in such a way that it covers the entire objectives of the study. Convenient Sampling method is used in collecting information from the employees
SECONDARY DATA Secondary data are those which are collected from the magazines, booklets, websites etc.
STATISTICAL TOOLS USED Simple percentage method It was initially done to edit and tabulate data collected through questionnaire Percentage of respondents = Number of respondents *100 Total respondents
1.6 LIMITATIONS OF THE STUDY Only regular employees were taken into account for the study Incorrect opinion expressed by the respondents may affect the outcome of findings. The survey is purely based on the opinion of employees, which may be biased at times.
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CHAPTER 2
REVIEW OF LITRATURE
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REVIEW OF LITRATURE
1) According to PARASURAMAN & STAMMERS (2001) in their study stated that dissatisfaction and stress in job resulted from work-family conflict among women employees' Focuses on the suggestion to ask for a flexible working hours to be able to balance work and life by women employees, percentage of employees who have access to some form of flextime'.
2) THE SUNDAY TIMES reported that women in the workplace are the theme of the week for several signs, thanks to the female asteroids. This may be about you, or a woman you know' but it looks as if a mother-daughter relationship is behind it all. That doesn't necessarily mean it's taken to work. But female family dymamics are certainly behind attitudes and expectations surfacing. Call it the repetition of a family pattern, but either you or a woman in your world has some questions to answer. If time and space are required for dealing with emotion, rather than work procedure, then time and space must now be found'
3) According to Victoria Wellington & University Technology MARA, Malaysia (2003) in entrepreneurial Studies Source, Women Family matters in workplace, the secret to increasing the number of women in the workforce and overcoming skill shortages may lie in introducing work-life balance initiatives or changing policy to make workplaces family friendly'
4) According to PREETHI& ANU (2005) in management research said that night shifts and the continues stress and strain health of women and as 4 result' they cannot carry the double burden of work and family effectively.
5) According to INDRADEYI & KAMALAPRIYA (2006)'women working in textiles are personally affected in the family and social life; they face stress due to various reasons
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like night shifts and less autonomy at work. Finally the authors identified that poor work environment also adds to stress.
6) SOURCE: BUSINESS IMPROVEMENT ARCHTTECTS According to DUXBURG & HIGGINS (2007)' women are more likely than me to report high level of role overload and caregiver strain'. This is because Women devote more hours per week than men to non-work activities such as Child care, eldercare and are more likely to have primary responsibility for unpaid labor such as domestic work.
7) WORLD SOCIALIST WEBSITE (www.wsws.org)' news and analysis study documents state that, women employees are under constant stress because of their workload, competitive pressure and surveillance.
8) SOURCE: INTERNATIONAL JOURNAL OF MANAGEMENT RESEARCH'(2010) The study states that flexibility at the workplace may have an effect on womens ability to balance work and family responsibilities. It further Examines whether working arrangements may have an effect on lifestyles of working women. Finally, the paper concludes with discussions on possible workplace reforms which may have an impact on women's ability to balance work and family responsibilities. 9) SOURCE: JOURNAL OF APPLIED BEHAVIORAL SCIENCE.(2OI1). This article says about the effectiveness of work-life balance initiatives in helping women progress to senior management lt explores the main barriers to women's Progression and highlights the long hours associated with managerial roles as a major problem. The article show that the business case which when the labor market is tight' and even then, the benefits for women in s underpins diversity management and a voluntary approach to work life balance may only deliver positive benefits to women management are far front demonstrated .
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Indian families are undergoing rapid change due to the increased pace of urbanization and modernization. Indian women belonging to all classes have entered into paid occupations. In the present Indian womens exposure to educational opportunities is substantially higher than it was some decades ago, especially in the urban setting. This has opened new vistas, increased awareness and raised aspirations of personal growth. This, along with economic pressure has been instrumental, in influencing womens decision to enter the work force. Most of employed married women in India, reported that economic need as being the primary reason given for working ( Srivastava, 1978: Ramanna and Bambawale, 1984). Womens employment outside the home generally has a positive rather than negative effect on marriage. Campbell et.al., (1994) studies the effects of family life on womens job performance and work attitudes. The result revealed that women with children were significantly lower in occupational commitment relative to women without children, contrary to the expectation, women with younger children out performed women with older children. Makowska (1995) studied psychosocial determinants of stress and well being among working women. The significance of the work related stressors was evidently greater than that of the stressors associated with the family function, although the relationship between family functioning, stress and well-being was also significant.
Super (1980) identified six common life-roles. He indicated that the need to balance these different roles simultaneously is a reality for most individuals at various stages throughout their lives. Rather than following a transitional sequence from one role to another, women are required
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to perform an accumulation of disparate roles simultaneously, each one with its unique pressure (Kopp and Ruzicka, 1993) multiple role-playing has been found to have both positive and negative effects on the mental health and well-being of professional women. In certain instances women with multiple roles reported better physical and psychological health than women with less role involvement. In other words, they cherished motivational stimulation, self esteem, a sense of control physical stamina, and burst of energy (Doress-Worters, 1994). However, multiple roles have also been found to cause a variety of adverse effects on womens mental and physical health, including loss of appetite, insomnia, overindulgence, and back pain ( Huges and Glinsky, 1994).
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2.1 WORK-LIFE BALANCING OF WOMEN EMPLOYEES

Work - life Balance of women employees has become an important subject since the Time has changed from men was the bread winner to today's world where both men and women Equally sharing the responsibility of family life. Though it is a very broad subject which speaks about both career development on one side and the family care on the other side, it is very necessary to know how the women balance the professional demands and domestic compulsions. Professional life means the aim to grow and earn respect in the organization and society at large and Personal life means taking care of family, children, parents, health and spending the leisure time effectively with the development in educational economical and social standards things have improved to a great extent and the role of women in balancing their lifestyle is less taxing. But not all women have been able to achieve this balance, as each one of them has different Challenges to balance. Therefore only periodical research will bring to light the inadequacies of the initiatives to achieve a healthy work life balance. Career women are challenged by the fulltime work and at the end of each workday in a private concern; they carry more of the responsibilities and commitments to home. Majority of women are working 40-45 hours per week and most if they are struggling to achieve Work-life balance. Women reported that their life has become a juggling act as they have to Shoulder multiple responsibilities at work and home. This project highlights the issues connectewith work life balance of women and the factors that determine work life balance.
2.2 WHAT IS WORK LIFE BALANCE?

Work-life balance is the extent to which individuals are equally involved in and Satisfied with their organizational role and their family role. By definition work life balance is About people having measure of control over when, where and how they work .There is a view that work life balance only in the framework of what the company does for the individual. The core of work life balance could also be summed as achievement with enjoyment. A healthy work life balance is very essential for a professional to be productive and successful. To achieve this success it is very important that she sets her priorities as per her needs but, keeping in mind the demands of
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her profession and her family. Most important is that she needs to work as per her planned schedules and achieve her targets on time so that she does not mess up her duties. The data is divided into three heads. They are as follows:i. Health related ii. Family related iii. Work related
i. Health related factors Four wellbeing areas were identified that affect women working are:Health related
Physical health
Digestive health
Gynec health
Psychological health
ii. Family related factors The two factors that influence women working in family sphere are:Family related
Family life
Work life balance
iii. Work related factors
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Three major factors that affect women working identified are: Work related
Job security
Work culture
Status and relations
The following few tips would help her achieve her goal. First and foremost she needs to have a thorough understanding of her priorities to decide about things that she can and cannot give up. Awareness also calls for understanding her current position, her work and family environment and the resources available for her to work towards her goal. Her goal needs to be realistic and achievable and the steps to achieve it have to be Smart. She need to have an understanding for her strengths and areas of improvement and should be open to ask for help and assistance where ever required. She should be willing to share her views and take suggestions from other members and also from other online resources and build up her capabilities All through her dealings she needs to have a regular check on her values and Principles and monitor herself from time to time. She needs to design schedules in such a manner that she has sufficient time for her family and other social calls. She should make sure that she does not neglect either of them profession and family in the bargain. She should keep herself updated on the latest technologies and improvements and utilize the same for her professional or personal growth. Time is premium and management of time should be her utmost skill. Needs to have a regular monitoring of her performance and improve on areas as and when required.
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2.3 WORKLIFE BALANCE IN INDIA

Times have changed. Unlike the old situation now both men and women are doing almost the same job at the work place, but the drastic situation is still a major proportion of husbands are just supervisors at home, which makes the life of working women more miserable. Although, over the years women in India have struggled to establish an identity & create a mark in the organizational platforms and our society, but with our present educational system and wide open opportunities more and more women tend to enter professional careers which have drastically changed the scenario. In fact, between 1991 and 2001 female employment in India on the whole, have increased by 3.6% per annum. Within the professional world, which reflects India's small but growing middle class more than the country as a whole, the phenomenon of Indian women "breaking through the glass ceiling" is perhaps more muted. Even, despite legal provisions made by acts like those of the Equal Remuneration Act of 1976 (which promulgates equal payment for equal work, regardless of gender & prohibits gender discrimination in hiring practices), the so-called "glass ceiling" is perhaps still very prevalent within organizations.
Work life and private life are intertwined for a vast majority of Indian workforce as significant technological development has created a 24x7 intrusion in the private lives of employees, says a study. According to Ma Foi Randstad Work monitor Survey 2012 Wave 1, there is a definite challenge for employees in India in handling work-life balance. "Technology has increased work efficiency to a large extent, but the downside is that it has also simultaneously created a 24/7 intrusion in the private lives of employees," Ma Foi
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Randstad MD and CEO E Balaji said. Balaji further said Western economies have understood the significance of work-life balance and employers there have consciously created processes to address this challenge. "This trend is now catching up in our country, where employers have started recognizing the significance of providing a good work-life balance and are focusing on the well-being of their employees," he added. Nearly half the employees surveyed (49 per cent) said that they attend to private matters during working hours, while 69 per cent said they handle official matters during private time. Moreover, 79 per cent of employees said that they receive work-related phone calls/e-mail while on holiday and similar proportion (80 per cent) said they receive work-related phone calls/emails after office hours. By gender, men seem to receive a slightly higher level of work-related calls/e-mail during holiday/after office hours than women, the survey noted. A majority of the workforce have Internet connectivity at their workplace besides 70 per cent of respondents had smart-phone with e-mail facility. But, despite easy access to Internet and email, as many as 78 per cent said they prefer face-to-face contact. Interestingly, a large proportion of public sector employees surveyed in India feel that their employers expect them to be available at all times than those who work in private organizations. The work monitor survey is a quarterly review that tracks jobseeker confidence and provides comprehensive understanding of the job market sentiment and trends relating to the employment market.
Women have a number of roles that they play throughout their life. Work-life conflict occurs when time and energy demands imposed by the diverse roles cannot be efficiently met , as participation in one role is made increasingly difficult by participation in another. During the past decade, in India the environment for multinational corporations has been quite volatile, with numerous challenges for the firms operating in this arena. However, throughout this period there have emerged a number of corporate women who have been recognized for their contributions to
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organizational excellence and leadership despite the environmental fluctuations. But invariably even few years back women power were not so welcome to hold and glorify the top positions of different corporate houses. Due to the Indian social structure, prejudices and myths women employees used to face barriers while climbing up the corporate ladder. But women power has been proved and they succeeded in overcoming those barriers and made major contribution towards organizational excellence.
2.3 WHY WORK LIFE BALANCE IS IMPORTANT TO WOMEN? Today's career women are continually challenged by the demands of full-time work and when the day is done at the office, they carry more of the responsibilities and commitments to home. The majority of women are working 40-45 hours per week and 53% are struggling to achieve work/life balance. Women reported that their lives were a juggling act that included multiple responsibilities at work, heavy meeting schedules, business trips, on top of managing the daily routine responsibilities of life and home. "Successfully achieving work/life balance will ultimately create a more satisfied workforce that contributes to productivity and success in the workplace." Employers can facilitate WLB with many schemes that can attract women employees and satisfy their needs.
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CHAPTER -3
ANALYSIS AND INTERPRETATION
3.1 AGE GROUP Table No: 3.1 SCALE Under 30 NO.OF RESPONDENTS 13 PERCENTAGE (%) 32.5
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31-40 Above 40 years TOTAL 3.1A AGE GROUP
12 15 40
30 37.5 100
Chart No: 3.1A
age
above 40 38% under 30 32%
31-40 30%
INTERPRETATION 38% of the sample was in the age region of above 40. Under 30 were 32% and 31- 40 have the percentage of 30%. This shows that textile industry is encouraging the participation of women in their affairs from earlier days itself and still continuing the same. There are no gender differences in office affairs of the Precot Meridian.
3.2 NUMBER OF CHILDREN THEY HAVE Table No: 3.2 SCALE Not yet 1 child NO.OF RESPONDENTS 5 15 PERCENTAGE (%) 12.5 37.5
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2 children 3 and above TOTAL
17 3 40
42.5 7.5 100
3.2A NUMBER OF CHILDREN THEY HAVE Chart No: 3.2A
3 & ABOVE 8%
CHILDREN
NOT YET 12%
2 CHILDREN 43%
ONLY 1 CHILD 37%
INTERPRETATION Almost all women surveyed were married and have children. 12.5% said that they not yet have children. 37.5% said that they have only one child, 42.5% said that they have two children and remaining 7.5% have three or more children. They are aware about the importance of family planning there was only having 3 women said that they have more than 3 children. From this we can understand that they are giving importance to financial stability of the family. 3.3 PLENTY OF SLEEP Table No: 3.3 SCALE Regularly Occasionally NO.OF RESPONDENTS 30 7 PERCENTAGE (%) 75 17.5
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Not at all TOTAL 3.3A PLENTY OF SLEEP
3 40
7.5 100
Chart No: 3.3A
Not at all 8% Occasionally 17%
SLEEP
Regularly 75%
INTERPRETATION Sleep is an important factor in everyones life. It is an indicator of mental and health wellness. 75% said that they are regularly getting sleep. 17.5% said that they are only getting plenty of sleep occasionally. But 7.5% said that they are not at all getting plenty of sleep. Since the majority is regularly sleeping well we cant say that the job dissatisfaction is the reason for that. It may be because of the tension about the family or may because of any health issues.
3.4 CANCELLATION OF HOLIDAYS DUE TO WORK Table No: 3.4 SCALE Regularly NO.OF RESPONDENTS 3 PERCENTAGE (%) 7.5
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Occasionally Not at all TOTAL
10 27 40
25 67.5 100
3.4A CANCELLATION OF HOLIDAYS DUE TO WORK Chart No: 3.4A
CANCELLATION OF HOLIDAYS DUE TO WORK

Regularly 7% Occasionally 25% Not at all 68%
INTERPRETATION 68% said that they are not cancelling their holidays or cut short the holidays due to the work. 25% said that they are occasionally cancelling the holidays but 7% said that they are regularly cut short the holidays due to the work. Cancelling and cut short the holidays are mainly depending upon the nature of the work they are doing. If they own the higher positions they may want to cancel the holidays, because those positions have that much responsibility.
3.5 ENOUGH TIME TO GIVE MYSELF Table No: 3.5 SCALE Regularly NO.OF RESPONDENTS 8 PERCENTAGE (%) 20
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Occasionally Not at all TOTAL
19 13 40
47.5 32.5 100
3.5A ENOUGH TIME TO GIVE MYSELF Chart No: 3.5A
ENOUGH TIME TO GIVE MYSELF

Not at all 33% Regularly 20%
Occasionally 47%
INTERPRETATION 20% said that they are regularly caring about themselves where as 47% said that they are only occasionally caring about them. But 33% said that they are not at all getting time to spend for themselves. The main aims of this question was to know how much time each of them are spending for themselves. From that we found that most of them are less bothered about their exercise, hobbies, sports and themselves. 3.6 SATISFACTION WITH THE HEALTH CARE PROVISIONS Table No: 3.6 SCALE Yes NO.OF RESPONDENTS 28 PERCENTAGE (%) 70
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No TOTAL
12 40
30 100
3.6A SATISFACTION WITH THE HEALTH CARE PROVISIONS Chart No: 3.6A
SATISFACTION WITH THE HEALTH CARE PROVISIONS
No 30%
Yes 70%
INTERPRETATION 70% informed that they are satisfied with the health care provisions of the company while 30% informed that they are not satisfied with the health care provisions of the company. Company is providing medical reimbursement and recreational facilities to its employees. At this time company can conduct a discussion with its employees and hear the suggestions from them if the company feels that they are beneficial to both of them, it can be implemented. On the other hand company may give solutions for the worries of their employees.
3.7 I HAVE TO TAKE MY WORK HOME Table No: 3.7
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SCALE Agree Partially Agree Fully Disagree Partially Disagree Fully TOTAL
NO. OF RESPONDENTS 11 8 4 17 40
PERCENTAGE 27.5 20 10 42.5 100
3.7A I HAVE TO TAKE MY WORK HOME Chart No: 3.7A
I HAVE TO TAKE MY WORK HOME

Agree partially 27% Disagree Fully 43%
Disagree Partially 10%
Agree fully 20%
INTERPRETATION Where 43% of the surveyed disagreed with the statement, 27% agreed partially, 20% agreed fully on that. The intention behind asking this question was to know whether women employees are taking the burden of work to their home and then postpone their personal work to do the office work. Since almost half of the employees were on the opinion that they do not have to take the work home it is a good sign that they dont feel the work as disturbing their personal life. 3.8 WORRY ABOUT WORK AFTER WORK HOURS Table No: 3.8 SCALE NO. OF RESPONDENTS PERCENTAGE
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Agree Partially Agree Fully Disagree Partially Disagree Fully TOTAL
10 26 2 2 40
25 65 5 5 100
3.8A WORRY ABOUT WORK AFTER WORK HOURS Chart No: 3.8A
WORRY ABOUT WORK AFTER WORK HOURS

Disagree Fully 5% Disagree Partially 5% Agree Partially 25%
Agree Fully 65%
INTERPRETATION 65% of the employees told that they had to carry the tension from the work to their personal space even after the working hours.25% partially agreed and 10% agreed partially and fully on the statement. It was asked that whether the employees have to carry their mental strain and worries from the work even after they finish their working hours, majority of the respondents agreed fully on that statement. Employees take their memories either good or bad to home.
3.9 WORK IS REWARDING Table No: 3.9
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SCALE
NO.OF RESPONDENTS
PERCENTAGE (%)
Agree partially Agree fully Disagree fully Disagree partially TOTAL 3.9A WORK IS REWARDING
17 13 3 7 40
42.5 32.5 7.5 17.5 100
Chart No: 3.9A
WORK IS REWARDING
Disagree partially 18% Disagree fully 8%
Agree partially 42%
Agree fully 32%
INTERPRETATION 74% of the employees interviewed are partially or fully agreed that they are getting rewards according to their job and responsibilities.17.5% disagreed partially to the statement and 7.5% disagreed fully. Here we can see that almost all employees think that their work is rewarding and at times they are all get benefited from it. But the amount of satisfaction that they are getting from job is differing from one person to another. 3.10 ORGANIZATION PROVIDES SUFFICIENT LEAVE Table No: 3.10
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SCALE
NO.OF RESPONDENTS
PERCENTAGE (%)
Agree partially Agree fully Disagree fully Disagree partially TOTAL
12 12 13 3 40
30 30 32.5 7.5 100
3.10A ORGANIZATION PROVIDES SUFFICIENT LEAVE Chart No: 3.10A
ORGANIZATION PROVIDES SUFFICIENT LEAVE

Disagree partially 8% Disagree fully 32% Agree partially 30%
Agree fully 30%
INTERPRETATION Around 60% of the employees interviewed says that they are not getting enough leaves.32% of the employees are fully satisfied with the number of leaves provided and 8% partially feels they are given sufficient leaves. The only part is that some are strongly agrees on the statement and some partially. This opinion is because the employees feel they miss a lot of personal functions and responsibilities. There is also portion of employees saying that they are satisfied with the leaves provided by the organization
3.11 COMPANY HAS PROVISIONS FOR DEPENDENTS Table No: 3.11
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SCALE Agree partially Agree fully Disagree fully Disagree partially TOTAL
NO.OF RESPONDENTS 9 1 30 0 40
PERCENTAGE (%) 22.5 2.5 75 0 100
3.11A COMPANY HAS PROVISIONS FOR DEPENDENTS Chart No: 3.11A
COMPANY HAS PROVISIONS FOR DEPENDENTS

Disagree partially 0% Agree partially 22%
Agree fully 3%
Disagree fully 75%
INTERPRETATION 75% said that there is no such provision and 23% are partially agreeing that there is provision. Only one person (2.5%) agreed the statement that the company has provisions for dependents. Here we can see one thing that provisions for childcare and dependents are comparatively lower. Employees also feel so. Maybe better provisions to take care their dependants could satisfy them in this area.
3.12 ABLE TO BALANCE FAMILY & WORK LIFE
35
Table No: 3.12
SCALE Agree partially Agree fully Disagree fully Disagree partially TOTAL
NO.OF RESPONDENTS 19 18 2 1 40
PERCENTAGE (%) 47.5 45 5 2.5 100
3.12A ABLE TO BALANCE FAMILY & WORK LIFE Chart No: 3.12A
ABLE TO BALANCE FAMILY & WORK LIFE

Disagree fully 5% Disagree partially 3%
Agree partially 47% Agree fully 45%
INTERPRETATION From the survey we can find 45% are saying that they are balancing their work and family life. 47.5% are saying that they are partially balancing. 5% says that they are not able balance it. Since 100% of the employees are not thinking that they are not able to balance their work and personal life, we cannot say that 45% is a good number. Number of employees who are balancing their work and family life should increase more.
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CHAPTER-4 FINDINGS AND SUGGESTIONS
37
SUMMARY
The study on the work life balance among the female employees Precot Meridian Limited Walayar, Palakkad, was with the objective to know whether the female employees are balancing their work life and to know about the problems faced by them. Primary data is collected from 40 female employees working in Precot Meridian Limited under various departments and secondary data collected from the various reports in the magazines, journals and company website and other internet sources The scope of the study is that the work life balance plays a vital role in measuring the job satisfaction. Main limitations were the time allotted to the study and the fear of employees to openly deliver their opinions. Census survey was conducted to gather the information. Questionnaire was the tool used to get the information. Percentage method is used here for the analysis. For collecting the information the questions were organized under four heads. They are demographic, self -health care, and arrangement by the company were the various sections. First three sections were again sub classified into analysis of personal life and the next one was sub classified into analysis of work life. The facts which were found in the study and the recommendations which can be given from the study are discussed below.
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FINDINGS 1. The Precot Meridian in Palakkad is encouraging the participation of women

employees from its inception time itself.
2. There are women employees of different age group 23 to above 40 years old. There is
almost an equal proportion of different age groups. Table- 4.1
3. Most of the employees are married and have children and family to look after. 4. Majority of them getting plenty of sleep since they are residing nearby. 5. Larger part of the employees never feel that they had to cancel their holidays for
work. They are of the opinion that working days are enough to complete their job. 6. Most of them are giving less importance to self health care. 7. They are satisfied with the health care provisions. 8. Employees are expecting some more quality time to spend with their family. 9. Employees feel that company can take more suggestions from them. 10. Employees are enjoying their holidays successfully. 11. They are completing their tasks from the office itself but in sometimes they want to take the work to the home. Mostly the Office bearers and management level employees had to take their work home. 12. They feel that their job is rewarding to them but its doesnt give much scope for creativity. 13. Near to half of the population said that they are able to balance their work & life fully, and fifty percentages of employees says that they are partially balancing the work and personal life.
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5.3
RECOMENTATIONS
1. Participation of families at the time of festival celebrations. It will increase the loyalty
of employees towards the organization.
2. Encourage the creativity of the employees and guide them towards the fulfillment of
the tasks.
3. Provide with flexible timings so that the organization can get the best out of the
employees. 4. To reduce stress the company must provide proper training to improve their mental and physical health. 5. Develop more counseling services for problems like managing work and home 6. Review of work process to see if the burden on employees can be lightened
BIBILIOGRAPHY
40
Books
1. Records and manuals, Malabar cements limited. 2. Dr. C.R. Kothari, Research methodology, New age international publishers, second edition, Year- 2004, isbn = 8122415229
Journal
1. Aratharaj V V, work life balances a source of job satisfaction- an exploratory study on the view of women employees in service sector, international journal of multidisciplinary research, vol.2, issue 3, ISSN 2231 5780
Websites
1. Krishna Reddy N, work life balance among married women employees, Indian journal of psychological medicine, http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3122548/ 2. Dr. Piage Hall Smith, research explores work/life balance for employees, http://ure.uncg.edu/prod/news/campus-news/smiths-research-explores-worklife-balancefor-employees/ 3. Lakshmipriya , work life balance of women employees,
http://www.indianmba.com/Occasional_Papers/OP183/op183.html
41
QUESTIONNAIRE The research study on the topic A STUDY ON IMPACT OF WORK ON FAMILY LIFE AMONG WOMEN EMPLOYEES IN INDUSTRIES , is under taken for the academic purpose and the information provided for the study are kept in strict confidential and used only for the purpose of the study. Please fill the questionnaire and return.
Na me o f t h e o r ga n iza tio n: - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Na me o f t h e e mp lo yee : - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - De si g n at io n: - - - - - - - - - - - - - - -
Sect io n 1 : De mo g ra ph i c i nf o r ma t io n 1 . Age : U nd er 3 0 ye ar s 3 1 -4 0 ye ar s Ab o ve 4 0 ye ar s 2 . No . o f c hi ld r e n yo u h av e No t ye t O nl y 1 c hi ld 2 C h ild r e n 3 a nd ab o ve 3 . Ho w o ld ar e yo ur c hi l d r en U nd er 2 ye ar s 2 -5 ye ar s 6 -1 0 ye ar s 1 1 -1 4 ye ar s 1 5 -1 8 ye ar s Ab o ve 1 8 ye ar s Sect io n 2 : Se lf h ea lt h a nd ca r e 1 . I g et p le n t y o f sl eep Re g u lar l y Occa s io na ll y No t at a ll 2 . I ca nc el ho lid a ys o r c u t th e m s ho rt d ue to wo r k Re g u lar l y Occa s io na ll y No t at a ll 3 . I h a ve e no u g h t i me to g iv e m ys e l f, e x erc is e, ho b b ie s a nd sp o r ts Re g u lar l y Occa s io na ll y No t at a ll
42
4 . I a m sat i s fi ed wi t h t he h eal t h ca re p r o v is io n s p r o vi d ed b y m y co mp a n y Ye s No Sect io n 3 : I mpa ct o f w o r k - lif e 1 . I ca nc el ho lid a ys o r c u t th e m s ho rt d ue to wo r k I a gr ee p ar t ia ll y I a gr ee f u l l y I d i sa gr e e f ul l y I d i sa gr e e p ar tia ll y 2 . I h a ve a lo t o f wo r klo ad i n m y p r es e nt j o b . I h a v e to ta ke m y wo r k ho me I a gr ee p ar t ia ll y I a gr ee f u l l y I d i sa gr e e f ul l y I d i sa gr e e p ar tia ll y 3 . I wo rr y ab o u t wo r k a f ter wo r ki n g ho u rs I a gr ee p ar t ia ll y I a gr ee f u l l y I d i sa gr e e f ul l y I d i sa gr e e p ar tia ll y 4 . M y wo r k i s sat i s f yi n g a nd r e wa r d i n g I a gr ee p ar t ia ll y I a gr ee f u l l y I d i sa gr e e f ul l y I d i sa gr e e p ar tia ll y Se ct io n 4 : Arra ng e me n t by t he co mp a ny 1 . M y o r ga n iza tio n p r o v id e s ad d it io na l l ea ve fo r fa mi l y e mer g e nci es a nd e v en t s. I a gr ee p ar t ia ll y I a gr ee f u l l y I d i sa gr e e f ul l y I d i sa gr e e p ar tia ll y 2 . M y o r ga n iza tio n p r o v id e s f le xib le wo r ki n g ho urs . I a gr ee p ar t ia ll y I a gr ee f u l l y I d i sa gr e e f ul l y I d i sa gr e e p ar tia ll y 3 . M y co mp a n y h a s p r o vi s i o n s fo r c hi ld ca re a nd d ep e nd e nt s I a gr ee p ar t ia ll y I a gr ee f u l l y I d i sa gr e e f ul l y I d i sa gr e e p ar tia ll y 4 . Ge ner al l y I fe el, I a m ab le to b al a nce m y wo r k a nd fa mi l y l i fe?
43
I I I I
a gr ee p ar t ia ll y a gr ee f u l l y d i sa gr e e f ul l y d i sa gr e e p ar tia ll y
TH AN K YO U FO R YO UR TI M E

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WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

LEAD COLLEGE OF MANAGEMENT DHONI

WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

INTRODUCTION TO THE STUDY

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WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

Key mile stones

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WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

Meridian Industries Limited merges with Precot

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WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

LEAD COLLEGE OF MANAGEMENT DHONI

WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

LEAD COLLEGE OF MANAGEMENT DHONI

WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

1.2 RESEARCH PROBLEM STATEMENT

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WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

1.3 OBJECTIVES OF THE STUDY

1.4 RESERCH METHODOLOGY

The employees of PRECOT MERIDIAN LIMITED textile in Walayar and Kanjikode.

The size of the sample selected for the study is 40 respondents

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WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

1.5 METHODS OF DATA COLLECTION

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WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

LEAD COLLEGE OF MANAGEMENT DHONI

WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

LEAD COLLEGE OF MANAGEMENT DHONI

WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

LEAD COLLEGE OF MANAGEMENT DHONI

WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

LEAD COLLEGE OF MANAGEMENT DHONI

WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

LEAD COLLEGE OF MANAGEMENT DHONI

WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

2.1 WORK-LIFE BALANCING OF WOMEN EMPLOYEES

2.2 WHAT IS WORK LIFE BALANCE?

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WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

Work life balance

iii. Work related factors

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WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

Status and relations

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WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

2.3 WORKLIFE BALANCE IN INDIA

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WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

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WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

ANALYSIS AND INTERPRETATION

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WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR

31-40 Above 40 years TOTAL 3.1A AGE GROUP

Chart No: 3.1A

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WORK LIFE BALANCE OF WOMEN EMPLOYEES IN PRECOT MERIDIAN LIMITED, WALAYAR