MAJOR PROJECT REPORT ON

Work life balance on ITC

Submitted in partial fulfillment of the
requirements of Bachelor of Business
Administration (BBA)

Guru Gobind
Singh
Indraprastha University
Project guide:
Submitted by:
Timsi Bhatia

Name:

Soudipto Das
Roll No.
13321401712

Jagannath International Management School ,

Vasant Kunj, New Delhi

BONAFIDE CERTIFICATE

This is to certify that this project report is a bonafide work of Soudipto Das
Enrolment number 13321401712 of BBA who carried out the summer training
report titled A Study Work life balance on ITC .Under the supervision of Ms.
Timsi Bhatia
__________

ACKNOWLEDGEMENT
It is with this sense of gratitude that I acknowledge the effort of a whole host of
well wishers who have in some way or the other contributed in their own special
ways to the success of this effort.
Individual effort alone I can never contribute in totality, to the successful
completion of any venture. Firstly, I would like to thank JAGANNATH
INTERNATIONAL MANAGEMENT SCHOOL for giving me an opportunity to
work on a valuable project and Secondly ,Ms Timsi Bhatia for allowing me to
work on a very intrinsic part A Study Work life balance on ITC. I thank her
for the ideas and basic concepts she delivered and shared with me, as they helped
me a lot in accomplishing this project of mine .
_________________

CERTIFICATE
This is to certify that Soudipto Das have completed the Project titled A Study
Work life balance on ITC under the guidance of Ms Timsi Bhatia in partial
fulfillment of the requirement for the award of degree of Bachelor of Business
Administration at Jagannanth International Management School (GGSIPU), New
Delhi . This is an original piece of work & I have not submitted it earlier
elsewhere.

Timsi Bhatia
________________

DECLARATION
I hereby declare that the work entitled Work life balance of ITC submitted to
"Ms. Timsi Bhatia " is a record of an original work done by me under her
guidance of "Jagannath International Management School , Vasant kunj " and this
project work is submitted in the partial fulfillment of the requirement for award of
graduate degree in bachelor of business administration.
Signature
________________

TABLE OF CONTENTS
Sr.No

Content

Chapter

Introduction

1
Chapter

Literature review

2
Chapter

Conceptual discussion

3
Chapter

Research and methodology

4
Chapter

Data analysis

5
Chapter

Findings ,Conclusion , Annexure

Page No.

CHAPTER 1
INTRODUCTION

INTRODUCTION TO COMPANY

ITC Limited or ITC is an Indian conglomerate headquartered in Kolkata, West

Bengal. Its diversified business includes five segments: Fast Moving Consumer
Goods (FMCG), Hotels, Paperboards & Packaging, Agri Business & Information
Technology.
Established in 1910 as the Imperial Tobacco Company of India Limited, the
company was renamed as the Indian Tobacco Company Limited in 1970 and
further to I.T.C. Limited in 1974. The periods in the name were removed in
September 2001 for the company to be renamed as ITC Ltd. The company
completed 100 years in 2010 and as of 2012-13, had an annual turnover of
US$8.31 billion and a market capitalisation of US$45 billion. It employs over
25,000 people[6] at more than 60 locations across India and is part of Forbes
2000 list.

ITC was formed on 24 August 1910 under the name of Imperial Tobacco Company
of India Limited, and the company went public on 27 October 1954. The earlier
decades of the company's activities centered mainly around tobacco products. In
the 1970s, it diversified into non-tobacco businesses.
In 1975, the company acquired a hotel in Chennai, which was renamed the 'ITCWelcomgroup Hotel Chola' (now renamed to MyFortune, Chennai).
In 1985, ITC set up Surya Tobacco Co. in Nepal as an Indo-Nepali
and British joint venture, with the shares divided between ITC, British American
Tobacco and various independent domestic shareholders in Nepal. In 2002, Surya
Tobacco became a subsidiary of ITC and its name was changed to Surya Nepal
Private Limited.
In 2000, ITC launched the Expressions range of greeting cards, Wills Sport range
of casual wear, and a wholly owned information technology subsidiary, ITC
Infotech India Limited.

In 2001, ITC introduced the Kitchens of India brand of ready-to-eat gourmet Indian
recipes.
In 2002, ITC entered the confectionery and staples segments and acquired
the Bhadrachalam Paperboards Division and the safety matches company WIMCO
Limited.
ITC entered the Agarbattis (incense sticks) business in 2003, selling its products
under the Mangaldeep brand.
ITC diversified into body care products in 2005.
In 2010, ITC launched its handrolled cigar - Armenteros - in the Indian market.
Products & Brands

Gold Flake cigarettes

Cigarettes
ITC Ltd sells 80 percent of the cigarettes in the India, where 275 million people
use tobacco products and the total cigarette market is worth close to $6 billion
(around Rs.35,000 crore)

ITC's major cigarette brands include W.D. & H.O. Wills, Gold Flake Kings, Gold
Flake Premium, Flake Super Star, Navy Cut, Insignia, India Kings, Classic
(Verve, Menthol, Menthol Rush, Regular, Citric Twist, Mild & Ultra
Mild), 555, Silk Cut, Scissors, Capstan, Berkeley, Bristol, Lucky
Strike, Players, Flake and Duke & Royal.
Other businesses

Foods: ITC's major food brands include Kitchens of

India; Aashirvaad, Mint-o, Sunfeast, Candyman, Bingo! and Yippee! ITC is
India's largest seller of branded foods with sales of over Rs. 4,600 crore in
2012-13. It is present across 4 categories in the Foods business namely Staples,
Snack Foods, Ready-To-Eat Foods and Confectionery

Lifestyle apparel: ITC sells its products under the Wills Lifestyle and John
Players brands. Wills Lifestyle was accorded the Superbrand status and John
Players was included in the top 10 Most Trusted Apparel Brands 2012 by The
Economic Times

Personal care products include perfumes, haircare and skincare categories.

Major brands are Fiama Di Wills, Vivel, Essenza Di Wills, Superia andEngage.

Stationery: Brands include Classmate, PaperKraft and Colour Crew.

Launched in 2003, Classmate went on to become India's largest notebook brand
in 2007

Safety Matches and Agarbattis: Ship, i Kno and Aim brands of safety
matches and the Mangaldeep brand of agarbattis (Incense Sticks).

Hotels: ITC's Hotels division (under brands including WelcomHotel) is

India's second largest hotel chain with over 90 hotels throughout India. ITC is
also the exclusive franchisee in India of two brands owned
by Sheraton International Inc. Brands in the hospitality sector owned and
operated by its subsidiaries includeFortune Park Hotels and WelcomHeritage
Hotels.

Paperboard: Products such as specialty paper, graphic and other paper are
sold under the ITC brand by the ITC Paperboards and Specialty Papers
Division.

Packaging and Printing: ITC's Packaging and Printing division operates

manufacturing facilities at Haridwar and Chennai and services domestic and
export markets.

Information Technology: ITC operates through its fully owned

subsidiary ITC Infotech India Limited, which is a SEI CMM Level 5 company.

The company began online sales in 2014.

ITC is today the only company in world to be carbon positive, water positive, and
solid waste recycling positive. Almost 40% of the energy consumed in the ITC is
from renewable sources.

INTRODUCTION TO TOPIC

There are different approaches, to define the term worklife balance. At the one
hand worklife balance (WLB) is seen as a popular, but also imprecise term that
covers from a scientific perspective, not a single phenomenon, but rather an entire
subject area. In the focus of this subject area, stand aspects of the relationship and
interplay between work and private life. In this connection the work component
refers to the paid work and the life component to the other areas of life such as
family, friendships, social and cultural commitment, health behavior, and other
things.
Similarly is a further definition, in which the WLB is depicted as two scales, one
for the life component and the other for the work component, which should be
balanced. In the shell, which stands for life, hobbies, sports, travel, cultural

interests, society, friends and family were put inside. In the shell, which stands for
work is the job that is a serious block opposed to the more pleasurable experiences.
Thus working gets back the negative meaning which the linguists attributed the
term in its origins. But also outside of the family, needs and responsibilities are
waiting to be fulfilled, therefore, also in this area it can be spoken of work.

The topic of the WLB is in times of demographic change, especially topical, as the
demographic changes lead to a drastic decline in the labor force potential. Unless
there is a significant migration of workers, what can not be considered under the
current immigration policy as likely, the number of employed persons will be
reduced from currently about 42 million to 25 to 35 million. This means, that in the
long term the already, partial existing deficit of qualified specialists and executives
will increase dramatically, and increasingly fewer and fewer labor force is
available. The need for well-qualified staff will continue to grow. Even if it is
currently, with about 4.5 million unemployed people in Germany hardly to
imagine, a shortage of skilled workers will already be most likely in the medium
term.
In addition, the birth rate in Germany is for over three decades at a low level, so
that the long-term population size can not be kept constant and thus a decline in
population is almost inevitable. This leads to significant consequences in the social
development. The population would shrink, depending on the model, in Germany
in 2050 to about 67-75 million people. These demographic changes will also lead
to drastic effects on the structure and scope of employment potential, because in

general the labor supply will decrease in future, while the average age of workers
increases considerable. The economically active population aged 15 to 64 years
will decrease by these projections, relatively and absolutely, more numerical than
the total population. It follows that the demographic development also leads to an
aging of the total society.
Since not only the average age of the workforce is increasing, but at the same time
barely enough young people move up, this demographic development will affect
the labor market and the human resources policy in enterprises sustainable. [8] The
Institute for the Study of Labor (IZA) has calculated that the decline in the supply
of specialists and executives in 2015 will already be noticeable and in 2025 led to a
gap of about 350,000 persons. By the year 2050, this gap is expected to have
increased to a value of almost one million, that is a quarter more than in 2006.
Due to the mass unemployment in the recent years it came to a de-skilling of
human capital, in particular at the long-term unemployed. As a result, a lack of
professional workers and executives is conceivable It can be assumed that these
developments in the future will continue. Especially the globalization with the
opening of the of world markets and ever-accelerating technological innovations
increasingly require qualified personnel, which means for most employers only a
good investment if it can be obligate to the company in the long run. Therefore it is
extremely important for companies, being an attractive employer in order to hire
the decreasing number of young specialists and executives and obligate them to the
company.

Effective work/life strategies that meet the needs of an organisation and its
employees are vital in maintaining a competitive edge in today's rapidly changing
business environment. Organisations with a corporate culture that values the
diversity within its workforce and offers a range of flexible work/ life options
achieve increased productivity through:

Attracting talented and skilled employees

Increased staff retention

Better management of stress, health and wellbeing issues

A reduction in sick leave and absenteeism

Increased staff motivation

Retention of mature aged workers

Being an employer of choice

Compliance with current legislation.

In a recent article published by CCH Australia, Barbara Holmes, Director of

Managing Work|Life Balance International, notes that many organisations who

came through the Global Financial Crisis in a relatively strong position already had
a range of flexible work arrangements and an integrated work/life strategy that
allowed them to build on the trust and commitment of employees and better
manage their resources during difficult times.
Research from the Managing Work|Life Balance National Work/Life
Benchmarking Study which ran for ten years (1997-2007) clearly demonstrated
that work/life strategies have a positive impact on the bottom line. In 2010 the
Flexible Work 2010 Pulse Survey showed that over a third

CHAPTER 2
LITERATURE REVIEW

ARTICLE FROM CNN

(CNN) -- Once upon a time, work took place outside of the home during
designated hours. Today, that world is a fairy tale. If you checked your work email
this Thanksgiving, you're likely aware that at most companies there is an unspoken
expectation that employees tend to emails at all hours.
It would be easy to blame heartless managers or short-sighted CEOs for the
collapsing boundaries between work and life. But the causes of this cultural shift
are far more complex. As Americans, we pride ourselves on hard work and selfsacrifice. As human beings, we thrive on feeling needed. Neurologically, certain
elements of work can be addictive. Studies have found that satisfying curiosity
about a novel event -- say, a new and unread email sitting in your inbox -- releases
dopamine in the brain, which conditions us to check again and again.
Despite the monumental shift in the accessibility of work, organizations continue
to offer employees the same advice they did before the invention of the
BlackBerry: Seek work/life balance.

Ron Friedman
The idea holds inherent appeal. Too bad it's a myth.
For many of us, compartmentalizing our work and personal life is simply not
possible, and not just because of the ubiquity of email. In a growing number of
companies, work now involves collaborating with colleagues in different time
zones, making the start and end of the workday a moving target.
And even within organizations with more traditional hours, let's face it -- standout
employees are always working, even when they're not attending conference calls or
corresponding over email. They're continuously plotting ahead and thinking up
new ideas while showering, driving their kids to gymnastics, or drifting off to
sleep.
Until we come to terms with the fact that separating work from home is a fantasy,
we can't begin to have an intelligent conversation about what it means to create
thriving organizations. We can bemoan the blending of our professional and
personal lives, or alternatively, we can look for innovative solutions.
For the past decade I have been studying the science of human motivation, paying
particular attention to how people can work more effectively. Over the course of
reviewing thousands of academic articles for my book, I have repeatedly
encountered a striking gap between the latest science and the realities of the
modern workplace.
Take, for example, the degree of control employees at your company possess over
when and where they work. We tend to assume that granting workers too much
leeway will lead to reduced effort; that employees will take advantage unless they
are closely supervised.
Yet studies have repeatedly found that the opposite is true. Providing employees
with more control over their schedule --to the extent that flexibility is possible

-- motivates them to work harder, produce higher-quality work, and develop

greater loyalty for their company.

Why is this the case?

For one thing, placing employees in control of their schedules encourages them to
work during hours when they are most effective, instead of requiring them to sit
comatose in front of a computer because it's not yet 5 p.m. Most adults function
best in the first few hours after waking. Others are sharper in the afternoon.
Flexible work schedules allow employees in both camps to leverage their best
hours instead of conforming to an artificial eight-hour "shift" -- one that was
originally designed to maximize the productivity of a factory, not human beings.
Studies also show that employees with flexible schedules work more intensely. It's
because as humans, we are motivated by a norm of reciprocity. When a manager
grants us the freedom of a flexible schedule, we seek to "repay" that benefit by
investing greater effort.
Productivity aside, flexible working offers another crucial benefit -- it allows
employees to resolve critical personal matters when needed, so that they can bring
sharper focus and clarity to their work. No wonder workplace flexibility has been
linked with a host of positive well-being outcomes, including higher job
satisfaction, lower stress, and reduced work-family conflict.
We live in a world in which it is acceptable for work to interrupt personal time.
And yet we're not as comfortable when personal time interrupts work. Why?
When organizations provide employees with a clear set of goals and entrust them
to manage their time responsibly, making it acceptable for a worker to take an hour
during the day to attend a yoga class, visit an elderly parent or welcome his or her

child off the afternoon school bus, they generate commitment that ends up saving
them money in the long term.
Just ask Patagonia, a successful outdoor clothing manufacturer. Employees at the
company's California headquarters are empowered to set their own hours, given
access to an on-site daycare and invited to take regular breaks during the day for
exercise. Company restrooms even include private showers, transforming the
prospect of an afternoon jog from an aspiration fantasy into a practical option.
The result? Over the past five years, Patagonia's profits have tripled, while
employee turnover has dropped to a fraction of the industry average. As for
employee satisfaction? In the words of Billy Smith, a 26-year-old Patagonia
product tester, "Landing this job was probably the best thing that ever happened to
me. I feel like I represent the brand as much as it represents me."
Instead of endorsing the work-life balance myth, organizations are far better off
empowering employees to integrate work and life, in ways that position them to
succeed at both.
Ultimately, it is companies that are quickest to realize that it is in their financial
interests to care for the entire employee --not just the sliver of them that sits in the
office for 40 hours a week -- that stand to gain the greatest benefits in the form of
stronger loyalty, higher engagement, and top performance.

News from USA based family

A recent press release indicated that the Families and Work Institute was invited to
participate in Vice President Bidens middle class task force event on work and
family. Lois Backon, FWIs Senior Vice President, attended the event, which you
can read about further here.
The White House has launched their Work-Flex Event Starter Kit. This online
collection of resources can be used to organise educational events and campaigns
around workplace flexibility in your communities and places of business, and
features some of the research conducted by Families and Work Institute.

News from pulse survey

Effective work/life strategies that meet the needs of an organisation and its
employees are vital in maintaining a competitive edge in today's rapidly changing
business environment. Organisations with a corporate culture that values the
diversity within its workforce and offers a range of flexible work/ life options
achieve increased productivity through:

Attracting talented and skilled employees

Increased staff retention

Better management of stress, health and wellbeing issues

A reduction in sick leave and absenteeism

Increased staff motivation

Retention of mature aged workers

Being an employer of choice

Compliance with current legislation.

In a recent article published by CCH Australia, Barbara Holmes, Director of

Managing Work|Life Balance International, notes that many organisations who

came through the Global Financial Crisis in a relatively strong position already had
a range of flexible work arrangements and an integrated work/life strategy that
allowed them to build on the trust and commitment of employees and better
manage their resources during difficult times.
Research from the Managing Work|Life Balance National Work/Life
Benchmarking Study which ran for ten years (1997-2007) clearly demonstrated
that work/life strategies have a positive impact on the bottom line. In 2010 the
Flexible Work 2010 Pulse Survey showed that over a third of respondents had seen
an increase in employee engagement of 0-5 per cent and a further 15 per cent had
observed a 6-10 per cent increase.
Our consulting team led by Barbara Holmes has extensive experience in a broad
range of work/life/flexibility consulting assignments. They range from leading
research assignments for Federal and State Governments in Australia, Singapore
and New Zealand, to facilitating workshops for Executive Teams who needed to
develop and support a flexible work arrangement strategy within their business.
For further information about the types of projects undertaken by the team please
review some of our Case Studies.

CHAPTER 3
CONCEPTUAL DISCUSSION

CONCEPTUAL DISCUSSION

Human resource management

Human resource management (HRM, or simply HR) is a function in
organizations designed to maximize employee performance in service of an
employer's strategic objectives. HR is primarily concerned with the management of
people within organizations, focusing on policies and systems. HR departments
and units in organizations typically undertake a number of activities, including
employee recruitment, training and development, performance appraisal, and
rewarding (e.g., managing pay and benefit systems). HR is also concerned with
industrial relations, that is, the balancing of organizational practices with
requirements arising from collective bargaining and from governmental laws.[4]
HR is a product of the human relations movement of the early 20th century, when
researchers began documenting ways of creating business value through the
strategic management of the workforce. The function was initially dominated by
transactional work, such as payroll and benefits administration, but due to

globalization, company consolidation, technological advances, and further

research, HR as of 2015 focuses on strategic initiatives like mergers and
acquisitions, talent management, succession planning, industrial and labor
relations, and diversity and inclusion.
In startup companies, HR duties may be performed by trained professionals. In
larger companies, an entire functional group is typically dedicate to the discipline,
with staff specializing in various HR tasks and functional leadership engaging in
strategic decision-making across the business. To train practitioners for the
profession, institutions of higher education, professional associations, and
companies themselves have created programs of study dedicated explicitly to the
duties of the function. Academic and practitioner organizations likewise seek to
engage and further the field of HR, as evidenced by several field-specific
publications. HR is also a field of research study that is popular within the fields of
management and industrial/organizational psychology, with research articles
appearing in a number of academic journals, including those mentioned later in this
article.
In the current global work environment, most companies focus on lowering
employee turnover and on retaining the talent and knowledge held by their
workforce. New hiring not only entails a high cost but also increases the risk of a
newcomer not being able to replace the person who was working in that position
before. HR departments also strive to offer benefits that will appeal to workers,
thus reducing the risk of losing corporate knowledge.

Antecedent theoretical developments

HR spawned in the early 20th century and was influenced by Frederick Taylor
(1856-1915). Taylor explored what he termed "scientific management" (later
referred to by others as "Taylorism"), striving to improve economic efficiency in
manufacturing jobs. He eventually keyed in on one of the principal inputs into the
manufacturing processlaborsparking inquiry into workforce productivity.[5]
The human relations movement grew from the research of Elton Mayo and others,
whose Hawthorne studies (1924-1932) serendipitously documented how stimuli,
unrelated to financial compensation and working conditions, yielded more
productive workers. Contemporaneous work by Abraham Maslow, Kurt Lewin,
Max Weber (1864-1920), Frederick Herzberg, and David McClelland (1917-1998)
formed the basis for studies in industrial and organizational psychology,
organizational behavior and organizational theory, giving room for an applied
discipline.

Birth and evolution of the discipline

By the time enough theoretical evidence existed to make a business case for
strategic workforce management, changes in the business landscape ( la Andrew
Carnegie, John Rockefeller) and in public policy (a l Sidney and Beatrice Webb,
Franklin D. Roosevelt and the New Deal) had transformed the employer-employee
relationship, and the discipline was formalized as "industrial and labor relations".
In 1913, one of the oldest known professional HR associationsthe Chartered
Institute of Personnel and Developmentwas founded in England as the Welfare
Workers' Association, then changed its name a decade later to the Institute of
Industrial Welfare Workers, and again the next decade to Institute of Labour
Management before settling upon its current name. Likewise in the United States,
the world's first institution of higher education dedicated to workplace studiesthe
School of Industrial and Labor Relationswas formed at Cornell University in
1945.
During the latter half of the 20th century, union membership declined significantly,
while workforce management continued to expand its influence within
organizations. "Industrial and labor relations" began being used to refer
specifically to issues concerning collective representation, and many companies
began referring to the profession as "personnel administration". In 1948, what
would later become the largest professional HR associationthe Society for
Human Resource Management (SHRM)was founded as the American Society
for Personnel Administration (ASPA).
Nearing the 21st century, advances in transportation and communications greatly
facilitated workforce mobility and collaboration. Corporations began viewing

employees as assets rather than as cogs in a machine. "Human resources

management", consequently, became the dominant term for the functionthe
ASPA even changing its name to SHRM in 1998. "Human capital management" is
sometimes used synonymously with HR, although human capital typically refers to
a more narrow view of human resources; i.e., the knowledge the individuals
embody and can contribute to an organization. Likewise, other terms sometimes
used to describe the field include "organizational management", "manpower
management", "talent management", "personnel management", and simply "people
management".

In popular media
HR has been depicted in several popular media. On the U.S. television series of
The Office, HR representative Toby Flenderson is sometimes seen as a nag because
he constantly reminds coworkers of company policies and government regulations.
[10]

Long-running American comic strip Dilbert also frequently portrays sadistic HR

policies through character Catbert, the "evil director of human resources".[11]

Additionally, an HR manager is the title character in the 2010 Israeli film The
Human Resources Manager, while an HR intern is the protagonist in 1999 French
film Ressources humaines. Additionally, the BBC sitcom dinnerladies main
character Philippa is a HR manager.

The Human Resource Management (HRM) is an academic theory and a business

practice that is connected with the theoretical and practical techniques of managing
a staff . its theoretical discipline is based primarily on the assumption that
employees or the satff are individuals with cahnging goals and needs, and it should
not be considered as basic business resources, such as trucks and filing cabinets.
The workers, takes a positive view Field thinking that all wish to contribute to the
enterprise productively, and that the main obstacles to their endeavors are lack of
knowledge, insufficient training, and failures of process. The Human Resource
Management is considered to be the part of a business or company which recruits,
develops and utilizes an organization's personnel in the way which would benefit
the firm's aims and objectives. It creates alignment between an organization's HRM
strategy and the core objectives of a business considered as essential.Human
Resource Management (HRM) is all about managing people, human capital and
culture for business success. The human resources management (HRM) function
includes a variety of activities, and key among them is deciding what staffing
needs you have and whether to use independent contractors or hire employees to
fill these needs, recruiting and training the best employees, ensuring they are high
performers, dealing with performance issues, and ensuring your personnel and
management practices conform to various regulations. Activities also include
managing your approach to employee benefits and compensation, employee
records

and

personnel

policies.

The Human Resource Management is seen by practitioners in the field as a more

innovative view of workplace management than the traditional approach. The
techniques force the managers of an enterprise to express their goals with
specificity so that they can understand the workforce, and to provide the resources

needed for them to successfully accomplish their assignments. Thus Human

Resource Mangement techniques, when properly practiced,seem to be expressive
of

the

goals

and

operating

practices

of

the

enterprise

overall.

Nowadays, it has concerned synonyms such as personnel management are often

used in a more restricted sense to describe those activities that are necessary in the
recruiting of a workforce, providing its members with payroll and benefits, by
which Satff is adminsitered . These activities require regulatory knowledge and
effort, and enterprises can benefit from the recruitment and development of
personnel with these specific skills.
The aims of Human Resource Management is to help an organization or Institution
to meet strategic goals by attracting, and maintaining employees and also to
manage them effectively. The academic theory of Human Resource Management is
that humans should not be considered machines.Therefore ,we should have an
interdisciplinary examination of people in the workplace. The Fields such as
psychology, industrial and organizational psychology, sociology, and critical
theories: postmodernism, post-structuralism play a major role. Many colleges and
universities offer bachelor and master degrees in Human Resources Management.
The activities of Human resource managers are involved such as interviewing
applicants, staff training, and dealing with laws and regulations within
employment.The Human Resource Mangement is composed of seven interlinked
activities

taking

place

with

organizations.

"Resource Manager" and that is the only change.Empowerment has been noted as

an HRM practice which by critics has been noted more as a pseudo-empowerment,

based on attitudinal shaping "___(Wilkinson 1998).

HRM and its several environment

Being increase in competition, locally or globally, organizations must become
more adaptable, resilient, agile, and customer-focused to succeed. And within this
change in environment, the HR professional has to evolve to become a strategic
partner, an employee sponsor or advocate, and a change mentor within the
organization. In order to succeed in this term , HR must be a business driven
function with a thorough understanding of the organization's big picture and be
able to influence key decisions and policies. The focus of today's HR Manager is
on strategic personnel retention and talents development. HR professionals can be
e coaches, counselors, mentors, and succession planners to help motivate
organization's members and their loyalty. The HR manager will also have to
promote and fight for values, ethics, beliefs, and spirituality within their
organizations, especially in the management of workplace diversity as compared to
the

Work

Force

of

various

states

Many companies now have realized the advantages of a diverse workplace. As

many of them are going local in their market expansions either physically or
virtually (for example, E-commerce-related companies), there is a necessity to
employ diverse talents to understand the various niches of the market. If want to
take the example of China when it was opening up its markets and exporting their
products globally in the late 1980s, the Chinese companies (such as China's
electronic giants such as Hair) were seeking the marketing expertise of
Singaporeans. This was due to Singapore's marketing talents were able to
understand the local China markets relatively well (almost 75% of Singaporeans
are of Chinese descent) and as well as being attuned to the markets in the West due
to Singapore's open economic policies and English language abilities. (Toh, R,
1993)
Similarly if we take the Example of Microsoft a Global company and No1Software
Company has some values to work in different environments. They are adaptable
to any Culture or norms and rules of the Country because they employ the local
Talent there besides their working capital already they have with. They rely on
local Partners as entrepreneurs for their sales and marketing. In this Line
The Google has done remarkable by establishing sites of Various Countries ij their
own languages which has really helped them to go forward and become the biggest
advertising company for Web . Billion of ads shown on site as ad words . But the
main thing they employ the Local talent for boosting their sales .
Yahoo is also an International Company in competition with Google and

Microsoft. But it shares went down due to improper Human Resource and
improper understanding of the Local markets of the Various Countries .

WORK LIFE BALANCE

There are different approaches, to define the term WORK LIFE BALANCE . At
the one hand worklife balance (WLB) is seen as a popular, but also imprecise
term that covers from a scientific perspective, not a single phenomenon, but rather
an entire subject area.In the focus of this subject area, stand aspects of the
relationship and interplay between work and private life. In this connection the
work component refers to the paid work and the life component to the other areas
of life such as family, friendships, social and cultural commitment, health behavior,
and other things.
Similarly is a further definition, in which the WLB is depicted as two scales, one
for the life component and the other for the work component, which should be
balanced. In the shell, which stands for life, hobbies, sports, travel, cultural
interests, society, friends and family were put inside. In the shell, which stands for

work is the job that is a serious block opposed to the more pleasurable experiences.
Thus working gets back the negative meaning which the linguists attributed the
term in its origins. But also outside of the family, needs and responsibilities are
waiting to be fulfilled, therefore, also in this area it can be spoken of work.

CHAPTER 4
RESEARCH AND METHODOLOGY

RESEARCH AND METHODOLOGY

Research methodology is a collective term for the structured process of conducting
research. Methodology is defined as the analysis of the principles of methods,
rules, and postulates employed by a discipline, the development of methods, to be
applied within a discipline or a particular procedure or a set of procedures.
Title
To Study the Work life balance of ITC

Title Justification

In todays busy schedule no one has time to talk with their near and dear ones. As
talking care of it different companies have established different social apps for
chatting. Now people can use video calling technique, video chatting technique to
talk with their near ones. Normal and regular sms has been outdated and new
social apps have taken up the market .
Objectives of the study
The objectives of this study are as follows:
1. To study the how people balance family and work.
2. To study peoples understanding for work and life.
3. To study the satisfactory level of people working in ITC.
Design
While making this project I have used Descriptive research. Descriptive
research is used to describe characteristics of a population being studied.
Sampling
A sample is a smaller (but hopefully representative collection of units from a
population used to determine truths about the populations.
The following are the details of sampling:
Total sample chosen =157
Effective sample =100
Sampling area= Delhi
Sampling unit=ITC employees

Sampling technique=Non probability sampling

Data Collection
Primary data Questionnaire being filled by people
Secondary data- Articles from newspaper, books etc

QUESTIONAIRE

Name:Click here to enter text.

Age:

1.

How many hours in a week do you normally work?(Please write in space provided against each category)

Standard
hours

Click hereHrs.

Paid
overtime

Click hereHrs.

Extra hours
without pay

2. Do you normally work any hours outside the usual working week?
3. What factors do you consider while looking for a job?

Salary/Wages
Location of workplace

Click
hereHrs.

Holidays
Interest in job
Career development prospect
Flexible working Hours
Leave Arrangement
(Casual, Academic, Sick,
Maternity/Parental etc.)

Training opportunities
Job security
Friendly Environment

4. Do you have any children living at home with you? If yes how many.
No. of Children
a) Yes - Number
b) No
5. Work life balance policies applied in same way at all levels of management in your organization
or it covers all levels in hierarchy. Give examples to support your answer.
Click here to enter text.
6. Your organization encourages involvements of employees family members in
work/organizations celebrations or organization arrange occasions/functions where employees
family members can participate.
a) Yes
b) No
Click here to enter text.
7. Employees are expected to put their jobs before family and personal matter.
a) True
b) False
8. Do you have any suggestion about work life balance?

9.

Do you look after, or provide any regular care or help for any sick, elderly or disabled adults?
a) Yes
b) No
Click here to enter text.

Employees working number of hours in a week

10
10

80

Standard Time

Paid Time

Extra hours

People working outside usual working week

20

80

Yes

No

Employees having number of children

10

90

Factors considered while taking a job

15
5
5

50

10
15

Salary
Interest

Location
Flexible Time

Holidays
Leave Arrangement

Family members engaged in office celebrations

40
60

Yes

No

Employees are expected to put job before family and personal maaters

20

80

Yes

No

Providing help and care for sick and old people

40
60

Yes

No

CHAPTER 6
FINDINGS

FINDINGS
While making this project I got to know variety of things and I also found
few things through the research I did and they are as follows:

1. Employees working in the organization work most of the time in normal

standard hours that is 80% while while other 10% work for paid hours and
rest of 10% work in extra hours.
2. 60% of employees work outside the usual working week and rest 40% does
not do so.
3. People working in organisations among 90% of them are having children
and rest 40% dont have children.
4. According to the people working in the organization says work life balance
policies are applied at various levels of management as well as it covers all
levels of hierarchy.
5. Family members are encouraged in office celebrations 60% of people says
yes while 40% says no.

6. 80% of people says that they are expected to put their job before family and
personal matters and others dont think so.
7. 60% of employees provide regular care or help for sick or old people and
40% dont do so.

CHAPTER 7
SUGGESTIONS AND CONCLUSIONS

SUGGESTIONS

Employees working in the organization must engage in office functions to enlarge

the social culture. People in the organization should give equal time for family and
work. Employees must join NGOs in order to help the needy poor and old people.
Apart from salary other issues should also be considered while joining a company,
the first and foremost thing while joining a company should be self-satisfaction,
goals of the company and afterwards should be salary.

CONCLUSION
The human element of organization is the most crucial asset of an organization.
Taking a closer perspective its the quality of this asset that sets an org apart from
the others, the very element that brings the organizations vision into fruition.
Employees working in the organization must engage in office functions to enlarge
the social culture. People in the organization should give equal time for family and
work. Employees must join NGOs in order to help the needy poor and old people.
Apart from salary other issues should also be considered while joining a company,
the first and foremost thing while joining a company should be self-satisfaction,
goals of the company and afterwards should be salary.

CHAPTER 8
BIBLIOGRAPHY

WEBSITE http://humanresources.about.com/od/employeesurvey1/
www.hrmarticles.com
www.worklifebalance.com

BOOKS &NEWSPAPER
HUMAN RESOURCE MANAGEMENT ( C.B . GUPTA)
HINDUSTAN TIMES
FORBES

CHAPTER 9
QUESTIONNAIRE