Summer Internship Project Report

On
A Study On Employee Welfare And Work Life Balance
In Shree Nursingsahay Mudungopal Engineers Private Limited

Submitted in partial fulfilment of requirement of

Bachelor of Business Administration (B.B.A) General

BBA V (Morning)

Batch 2016-2019

Submitted to: Submitted by:

Ms. Shweta Khandelwal Ekta Verma

Assistant Professor 00914101716

JAGANNATH INTERNATIONAL MANAGEMENT SCHOOL

KALKAJI
 ACKNOWLEDGEMENTS

A lot of effort has gone into this training report and for that I would like all those who
have contributed in completing this project.

First of all, I would like to send my sincere thanks to MS. NIDHI AHUJA Assistant
Manager-HR, SNM Group for her valuable guidance during the internship and
constant encouragement during the completion of this project report.

Also, I am highly intended and extremely thankful to MS. SHWETA KHANDELWAL,

Assistant Professor, JIMS Kalkaji who as my guide was a constant source of
inspiration and encouragement to me. The strong interest evinced by her has helped
me in dealing with the problems I faced during the course of project work.

I express my profound sense of gratitude to them for their timely help and co-
operation in completing the project.

Lastly, I would like to thank my entire beloved family & friends for providing me
monetary as well as non – monetary support, as and when required without which
this project would not have completed on time. Their trust and patience is now
coming out in form of this thesis.
 CERTIFICATE OF COMPLETION

This is to certify that Ekta Verma, enrolment number 00914101716 pursuing BBA
(General) from Jagannath International Management School, Kalkaji has
successfully completed the research project on “A study on Employee Welfare and
Work Life Balance” under my supervision and guidance.

She has taken care of all necessary aspects and has shown keen interest and
utmost sincerity during the completion of this project file.

I certify that this project file is up to my satisfaction and as per the

guidelines laid down by the Guru Gobind Singh Indraprastha
University.

Ms Shweta Khandelwal

(Internal mentor)
 DECLARATION

I declare that

a. All the work done is my original.

b. I have not used work that is previously produced by any other

student or any other person to submit it as my own.

c. The work confirms to the guidelines for layout, content and style as
set out in the Regulations and Guidelines.

Ekta Verma
 CONTENT

S.no Description Page no.

1. Acknowledgements
2. Certificate of Completion
3. Declaration
4. Content
5. Executive Summary
6. Introduction to the topic
7. Objectives
8. Literature Review
9. Company Profile
10. Research Methodology
11. Analysis and Interpretation
12. Findings and Inferences
13. Limitations
14. Recommendations and Conclusions
15. Appendices
16. Bibliography
 Executive Summary

In today’s life with so many of us torn between juggling heavy workloads,

managing relationships and family responsibilities, and squeezing in
outside interests, maintaining work life balance has become a difficult
task. Thus, employers are recognizing the need to offer a package of
benefits to their staff, securing loyalty, improving motivation and
commitment in a partnership approach to work-life balance, with
consequent benefits in the workplace.

Employee welfare is an important aspect in every organization. It is a

comprehensive term including various services, benefits and facilities
offered by the employer. The basic purpose of labour welfare is to enrich
the life of employees and keep them happy and contented. Welfare
facilities enable workers to have a richer and more satisfying life. It raises
the standard of living of workers by indirectly reducing the burden on their pockets.

There are several agencies involved in the labour welfare work namely, the central
government, employer’s trade union and other social service organizations.
Welfare services may broadly be classified into two categories:-

1. Intramural
2. Extramural

Normally welfare and recreational benefits includes canteens, drinking water, rest
rooms, housing, transportation, fire extinguisher, education, child welfare,
interest free loans etc.

In order to get the best out of a worker in the matter of production,

working conditions are required to be improved to large extent. The work place
should provide reasonable amenities for the worker’s essential needs.

Work life balance is a combination of interactions among different areas

of one’s life. It is a method which helps employees of an organization to
balance their personal and professional lives. Work life balance
encourages employees to divide their time on the basis on priorities and
maintain a balance by devoting time to family, health, vacations etc.
along with making a career, business travel etc. It is an important
concept in the world of business as it helps to motivate the employees
and increases their loyalty towards the company.
Several disciplines support work-life balance, though individually, none
are synonymous with work-life balance. These disciplines include:

 Self Management
 Time Management
 Stress Management
 Change Management
 Technology Management
 Leisure Management
 Chapter – I
Introduction to the topic
This project aims at studying employee welfare and work
life balance.
1.1 Employee Welfare
Employee welfare is defined as “efforts to make life worth living for workmen.”
Employee welfare is a comprehensive term including various services, benefits,
facilities and amenities offered to employees by the employers for their betterment.
Through such generous fringe benefits the employer makes life worth living for
employees.

Welfare includes anything that is done for the comfort and improvement of
employees and is provided over and above the wages. Welfare helps in keeping the
morale and motivation of the employees high so as to retain the employees for
longer duration. The welfare measures need not be in monetary terms only but in
any kind/forms. Employee welfare includes monitoring of working conditions,
creation of industrial harmony through infrastructure for health, industrial relations
and insurance against disease, accident and unemployment for the workers and
their families.

Employee welfare entails everything from services, facilities and benefits that are
provided or done by an employer for the advantage or comfort of an employee. It is
undertaken in order to motivate employees and raise the productivity levels.

The very logic behind providing welfare schemes is to create efficient, healthy, loyal
and satisfied labour force for the organization. The purpose of providing such
facilities is to make their work life better and also to raise their standard of living.

Maintaining a healthy and safe work environment and improving staff motivation and
productivity are critical issues for every workplace. Significant social, economic and
demographic changes have led organisations to review how they manage and
support individuals and the level of flexibility that they can make available.

The basic purpose is to improve the life of the working class. The purpose of
providing welfare amenities is to bring about the development of the whole
personality of the worker-his social, psychological, economic, moral, cultural and
intellectual development to make him a good worker, a good citizen and a good
member of the family. Employee welfare is a dynamic concept. These facilities may
be provided voluntarily by progressive and enlightened entrepreneurs from their own
side out of their realization of social responsibility towards labour, or statutory
provisions may compel them to make these facilities available; or these may be
undertaken by the government or trade unions, if they have the necessary funds for
the purpose. Employee welfare measures are also known as fringe benefits and
services. ‘Labour Welfare’ is a very broad term, covering social security and such
other activities as medical aid, crèches, canteens, recreation, housing, adult
education, arrangements for the transport of labour to and from the workplace.

These efforts have their origin either in some statute formed by the state or in some
local custom or in collective agreement or in the employer’s own initiative:
  To give expression to philanthropic and paternalistic feelings.
 To win over employee’s loyalty and increase their morale.
 To combat trade unionism and socialist ideas.
 To build up stable labour force, to reduce labour turnover and absenteeism.
 To develop efficiency and productivity among workers.
 To save oneself from heavy taxes on surplus profits.
 To earn goodwill and enhance public image.
 To reduce the threat of further government intervention.
 To make recruitment more effective (as these benefits add to job appeal).

Features of Employee Welfare

1. Employee welfare includes various facilities, services and amenities provided

to workers for improving their health, efficiency, economic betterment and
social status.

2. Welfare measures are in addition to regular wages and other economic

benefits available to workers due to legal provisions and collective bargaining.

3. Welfare measures may be introduced by the employers, government,

employees or by any social or charitable agency.

4. Employee welfare schemes are flexible and ever-changing. New employee

welfare measures are added to the existing ones from time to time to improve
productivity of employees.

5. The purpose of employee welfare is to bring about the development of the

whole personality of the workers to make a better workforce.

6. This is a positive cost incurred by an employer to finance employee benefit.

Importance of Employee Welfare

Employee welfare raises the company’s expenses but if it is done correctly, it has
huge benefits for both employer and employee. Under the principles of employee
welfare, if an employee feels that the management is concerned and cares for
him/her as a person and not just as another employee, he/she will be more
committed to his/her work. Other forms of welfare will aid the employee of financial
burdens while welfare activities break the monotony of work.

An employee who feels appreciated will be more fulfilled, satisfied and more
productive. This will not only lead to higher productivity but also satisfied customers
and hence, profitability for the company. A satisfied employee will also not go looking
for other job opportunities and therefore, an employer will get to keep the best talents
and record lower employee turnover.
During employment, the offered benefits will determine whether an employee
commits to an organization or not. As such, good employee welfare enables a
company to compete favorably with other employers for the recruitment and
retention of quality personnel.

Principles of Employee Welfare

Following are generally given as the principles to be followed in setting up an
employee welfare service:

1. The service should satisfy real needs of the workers. This means that the
manager must first determine what the employee’s real needs are with the
active participation of workers.

2. The service should be such as can be handled by “cafeteria approach.” An

employee benefit plan that allows staff to choose from a variety of benefits to
formulate a plan that best suits their needs. Cafeteria plan options may
include health and accident insurance, cash benefits, tax advantages and/or
retirement plan contributions. Due to the difference in sex, age, marital status,
number of children, type of job and the income level of employees, there are
large differences in their choice of a particular benefit. This is known as the
cafeteria approach. Such an approach individualizes the benefit system
though it may be difficult to operate and administer.

3. The employer should not assume a benevolent posture.

4. The cost of the service should be calculated and its financing established on a
sound basis.

5. There should be periodical assessment or evaluation of the service and

necessary corrective action must be taken on the basis of feedback.

Objectives of Employee Welfare

Employee welfare is in the interest of the employee, the employer and the society as
a whole. The labour/employee welfare work aims at providing such service facilities
and amenities as would enable the workers employed in the industries/factories to
perform their work in healthy and favourable surroundings conducive to good health
and high morale. It is partly humanistic, for it enables the workers to enjoy a fuller
and richer life. It is partly economic as it improves the efficiency of the worker and
keeps him contended and satisfied. It therefore, minimizes the desire of the workers
to form unions and to resort to strikes. The aim is partly civic because it develops a
sense of responsibility and dignity amongst the workers and thus, makes them good
citizens of the nation.

The Employee Welfare Policies of any organization should keep in mind the
following objectives:
 1. To increase the standard of living of the working class: The labourer is more
prone to exploitation from the capitalists if there is no standardized way of
looking after their welfare.

2. To make the management feel the employees are satisfied: The employees
should feel content about the work they do and their working conditions.

3. To reduce the labour problems in the organisation: There are various

problems affecting the workers, problems like absenteeism, turnover ratio,
indebtedness, alcoholism, etc., which make the labourer further weak both
physically and psychologically. Labour Welfare looks forward to helping the
labourer to overcome these problems.

4. To recognize human values: Every person has his own personality and needs
to be recognized and developed. It is in the hands of the management to
shape them and help them grow. The management employs various methods
to recognize each one’s worth as an individual and as an asset to the
organization.

5. Labour welfare helps to foster a sense of responsibility in the industry: A

person works both in a group and as an individual. If the person is given
responsibility he will act better or else he will be only be a slave to the
direction of the superiors and will not show any initiative to prove his worth.

6. Labour welfare improves industrial relations and reduces industrial

disputes: Industrial dispute in any industry is a sign of unsatisfied employees.
Labour welfare measures act as a preventive tool to most of these disputes.

7. To retain the employees: To avoid employee turnover, there should be fixed

policies to conduct different training programmes, to have various motivational
schemes and to create interest in the job. The employees who feel secure in
an organisation, backed by fixed welfare policies have less chance of looking
for a job elsewhere.

8. To show up their positive mind in the work: Positive mind refers to the
development of one’s attitudes. This is to change the negative attitude into
positive one.

9. To influence over other employees: This means labour welfare helps to

change one’s personality – presentation skills, communication skills, inter-
personal relationships, etc. This is best achieved when their morale is kept
high by help of different welfare schemes.

10. To increase the bargaining power of the employees: Bargaining means to

systematically extract something from the opponent. The better bargaining
power, the better influence on the opponent. Labour welfare measures like
formation of works committee, worker’s participation, trade union, etc., will
surely help them to have better bargaining power.

Benefits of Employee Welfare to employees

The important benefits of welfare measures can be summarized as follows:

1. They provide better physical and mental health to workers and thus, promote
a healthy work environment.

2. Facilities like housing schemes, medical benefits, and education and

recreation facilities for workers’ families help in raising their standards of
living. This makes workers to pay more attention towards work and thus,
increases their productivity.

3. Employers get stable labour force by providing welfare facilities. Workers take
active interest in their jobs and work with a feeling of involvement and
participation.

4. Employee welfare measures increase the productivity of organization and

promote healthy industrial relations thereby maintaining industrial peace.

5. The social evils prevalent among the labours such as substance abuse, etc.
are reduced to a greater extent by the welfare policies.

Impact of Employee Welfare on Productivity

1. The welfare measures aim at integrating the socio-psychological needs of

employees, the unique requirements of a particular technology, the structure
and processes of the organization and the existing sociocultural environment.

2. It creates a culture of work commitment in organizations and society which

ensure higher productivity and greater job satisfaction to the employees.

3. Due to the welfare measures, the employees feel that the management is
interested in taking care of the employees that result in the sincerity,
commitment and loyalty of the employees towards the organization.

4. The employees work with full enthusiasm and energetic behaviour which
results in the increase in production and ultimately the increased profit.

Types of Employee Welfare Schemes

Employee welfare can be categorized as statutory or non-statutory, meaning as

required by the law or by the will of the management respectively. Welfare activities
can also be classified as either intra-mural (inside the workplace) or extra-mural
(outside the workplace).

I. Statutory Schemes
When activities are undertaken in lieu of the legislation given by the government like
drinking water facility, giving first aid, electricity etc., they are called statutory welfare
schemes. These schemes include the following provisions:

1. Drinking Water: At all the working places safe hygienic drinking water should
be provided.

2. Facilities for sitting: In every organization, especially factories, suitable

seating arrangements are to be provided.

3. First aid appliances: First aid appliances are to be provided and should be
readily assessable so that in case of any minor accident, initial medication can
be provided to the needed employee.

4. Sanitation facilities: A sufficient number of latrines and urinals are to be

provided in the office and factory premises and are also to be maintained in a
neat and clean condition.

5. Canteen facilities: Cafeteria or canteens are to be provided by the employer

so as to provide hygienic and nutritious food to the employees.

6. Spittoons: In every work place, such as ware houses, store places, in the
dock area and office premises spittoons are to be provided in convenient
places and same are to be maintained in a hygienic condition.

7. Lighting: Proper and sufficient lights are to be provided for employees so that
they can work safely during the night shifts.

8. Washing places: Adequate washing places such as bathrooms, wash basins

with tap and tap on the stand pipe are provided in the port area in the vicinity
of the work places.

9. Changing rooms: Adequate changing rooms are to be provided for workers

to change their cloth in the factory area and office premises. Adequate lockers
are also provided to the workers to keep their clothes and belongings.

10. Rest rooms: Adequate numbers of restrooms are provided to the workers
with provisions of water supply, wash basins, toilets, bathrooms, etc.

II. Non-Statutory Schemes

The non-statutory welfare schemes may include the following schemes:

1. Personal Health Care (Regular medical check-ups): Some of the

companies provide the facility for extensive health check-up.

2. Flexi-time: The main objective of the flexitime policy is to provide opportunity

to employees to work with flexible working schedules. Flexible work schedules
are initiated by employees and approved by management to meet business
commitments while supporting employee personal life needs.
 3. Employee Assistance Programs: Various assistant programs are arranged
like external counselling service so that employees or members of their
immediate family can get counselling on various matters.

4. Harassment Policy: To protect an employee from harassments of any kind,

guidelines are provided for proper action and also for protecting the aggrieved
employee.

5. Maternity Leave: Employees can avail maternity or adoption leaves.

Paternity leave policies have also been introduced by various companies.

6. Medi-claim Insurance Scheme: This insurance scheme provides adequate

insurance coverage of employees for expenses related to hospitalization due
to illness, disease or injury or pregnancy.

7. Employee Referral Scheme: In several companies employee referral

scheme is implemented to encourage employees to refer friends and relatives
for employment in the organization.

III. Intramural Welfare

Intramural welfare facilities are those within the working environment which include
condition of the working environment (safety, cleanliness, and safety measures),
employee convenience (bathrooms, drinking water), health services (first aid and
treatment center, ambulance, and counseling) and women and child welfare (family
planning services, maternity aid).

IV. Extramural Welfare

Extramural welfare activities are diverse with many of them being sponsored by
government acts. Some include comfortable residences, proper roads and
infrastructure and sanitation while constitutional acts such as the Factories Act of
1948 and Contract Labor act of 1970 are examples of governmental welfare
activities.

Employee Welfare Agencies

1. Central government: The central government has made elaborate provisions for
the health, safety and welfare under Factories Act 1948, and Mines Act 1952. These
acts provide for canteens, crèches, rest rooms, shelters etc.

2. State government: Government in different states and Union Territories provide

welfare facilities to workers. State government prescribes rules for the welfare of the
workers and ensures compliance with the provisions under various labour laws.
3. Employers: Employers in India in general looked upon welfare work as fruitless
and barren though some of them indeed had done pioneering work.

4. Trade unions: In India, trade unions have done little for the welfare of workers. But
few sound and strong unions have been the pioneering in this respect. Example-The
Ahmedabad Textiles Labour Association and The Mazdoor Sabha, Kanpur.

5. Other agencies: Some philanthropic, charitable social service organizations, like

Seva Sadan Society, Y.M.C.A. etc. contributes towards employee welfare.

Employee Welfare in India

In recent years, Indian organizations have started giving attention to employee
welfare. The following facilities are provided in most organizations:

1. Educational facilities for the workers and their children in the form of
provision of schools, reading room, libraries, financial assistance etc.

2. Medical facilities for workers and their families in the form of well equipped
first aid centres, ambulance rooms, dispensaries for the treatment of diseases
like TB, cancer etc.

3. Transport facilities for workers residing at a long distance and the grant of
conveyance allowance.

4. Recreational facilities to provide the worker an opportunity to develop a

sense of physical and mental discipline in the form of music, dance, drama,
games and sports, paintings , hobbies and other cultural activities.

5. Housing facilities are made available in the form of rented flats or

apartments containing all facilities like electricity, sanitation, water supply etc.

6. Trade unions which bargains with the employer on behalf of employees to

provide fair remuneration and adequate working conditions to its members.

Scope of Employee Welfare

The scope of employee welfare cannot be limited, since it differs according to social
customs and the degree of industrialization in different countries and at different
times. They have to be elastic and flexible enough to suit the conditions of the
workers, and to include all the essential prerequisites of life and the minimum basic
amenities. The laws of every country highlight directions to specific application to the
working class, the necessity of securing just and humane conditions of work, for
them. However, what these conditions actually imply cannot be specified in rigid
terms for all times and situations.

Thus, the subject of “Labour Welfare” is fairly wide and is not limited to anyone
country, region or industry. Writers and institutions have described its scope in
different ways and from different angles. The line of demarcation cannot be very
precise. But what should be common is that a welfare measure should enhance the
working and living conditions of the workers and their families and make their lives
better worth living. In other words, Labour Welfare policies should “Enable workers to
live a richer and more satisfactory life”.

1.2 Work Life Balance

Work-life balance is the ability to experience a sense of control and to stay

productive and competitive at work while maintaining a happy, healthy home life with
sufficient leisure. It’s attaining focus and awareness, despite seemingly endless
tasks and activities competing for your time and attention.
It is a method which helps employees of an organization to balance their personal
and professional lives. Work life balance encourages employees to divide their time
on the basis of their priorities and maintain a balance by devoting time to family,
health, vacations etc. along with making a career, business travel etc. It is an
important concept in the world of business as it helps to motivate the employees and
increases their loyalty towards the company.
Work Life Balance is defined as a means of flexible working or flexible leave
available to employees. These arrangements may be in addition to statutory
entitlements and are generally granted to the employee to accommodate their needs
outside of the workplace.

Work Life Balance initiatives can benefit the employee by assisting them to start,
stay in, or re-enter employment while dealing with other responsibilities or availing of
other opportunities in their lives. It also enhances recruitment and retention of
workers, facilitates diversity in skills, reduces sickness and absenteeism, stress and
builds workplace morale and productivity. Studies have reported such benefits as
enhancing working relationships between colleagues and encouraging employees to
show more initiative and teamwork. Work Life Balance initiatives also benefit
workplace equality in that they support the presence and participation in the work-
place of a diverse range of workers from across the grounds of gender, marital
status, family status, age, disability, sexual orientation, race, religion and
membership of the traveller community.

Components of Work Life Balance

Several disciplines support work-life balance, though individually, none are
synonymous with work-life balance. These disciplines include:

1. Self Management
2. Time Management
3. Stress Management
4. Change Management
5. Technology Management
6. Leisure Management

Self Management
Sufficiently managing one’s self can be challenging, particularly in getting proper
sleep, exercise, and nutrition. Self-management is the recognition that effectively
using the spaces in our lives is vital, and that life, time, and available resources are
finite.

Time Management
Effective time management involves making optimal use of your day and the
supporting resources that can be summoned, for you can only keep pace when your
resources match your challenges. Time management is enhanced by creating
appropriate goals and discerning what is both important and urgent versus what is
important OR urgent. It entails understanding what you do best and when you do it
best, and assembling the appropriate tools to accomplish specific tasks.

Stress Management
By nature, societies tend to become more complex over time. In the face of
increasing complexity, stress on the individual is inevitable. More people, more
noise, and more distractions – independent of one’s individual circumstances –
require each of us to become more adept at maintaining tranquillity and being able to
work ourselves out of pressure-filled situations. Most forms of multi-tasking ultimately
increase our stress, while focusing on one thing at a time helps decrease stress.

Change Management
In our fast-paced world, change is virtually the only constant. Continually adopting
new methods, adapting old methods, and re-adapting all methods are vital to a
successful career and a happy home life. Effective change management involves
offering periodic and concentrated efforts, so that the volume and rate of change at
work & at home doesn’t overwhelm or defeat a person.

Technology Management
Effectively managing technology requires ensuring that technology serves rather
than abuses you. Technology has always been with us, since the first walking stick,
spear, flint, and wheel. Today, the rate of technological change is accelerating,
brought on by vendors who seek to expand the market share. Often, you have no
choice but to keep up with the technological “Joneses;” still, you rule technology –
don’t let it rule you.

Leisure Management
It’s vital to acknowledge the importance of rest and relaxation – you just can’t short-
change leisure! “Time off” is a vital component of the human experience. Curiously,
too much of the same leisure activity, however enjoyable, can lead to monotony. So,
effective leisure management requires varying your activities.

To summarize, thus far, as we move into the brave new world of accelerating flows
of information and communication, the quest to achieve work-life balance on a
regular and continual basis will be increasingly difficult, but it’s a challenge that is
entirely worth pursuing. I mean, we owe it to ourselves, to our families, to our
communities, and to humanity in general to achieve work-life balance.

Importance of Work Life Balance

Working on a job for a company and making a career can be an extremely time
consuming duty for any employee. Employees are busy at their offices throughout
the day and sometimes even on weekends. This gives them very little time to interact
with their family. Because of high pressure of work, often family members get
neglected. Also, stressful jobs cause the health of employees to deteriorate. This is
where work life balance comes into the picture. Work life balance concept allows an
employee to maintain a fine balance in the time he or she gives to work as well as to
personal matters. By having a good balance, people can have a quality of work life.
This helps to increase productivity at workplace as the employee is relaxed about his
personal commitments. It also allows the employee to give quality time with family to
spend vacations, leisure time, work on his/her health etc. Hence, work life balance is
extremely important for employees and increases their motivation to work for the
company.
A ‘work life’ balance refers to an employee’s ability to maintain a healthy balance
between their work roles, their personal responsibilities, and family life. Companies
are increasingly recognizing the importance of helping their employees to achieve
this balance as more staff is experiencing conflict between their work and personal
roles. In today’s age, many workers are seeing their personal responsibilities
increase, from childcare and elderly care, to volunteer work, and family
commitments. This comes at a time when their work responsibilities are also
increasing, resulting in a conflict between personal and work commitments and an
increase in stress.

Another factor which is contributing greatly to the difficulty in achieving a work life
balance is the changing landscape in how and where employees are expected to
work. As more and more companies embrace the technological age and move into
globalization, work is no longer restricted to the workplace. Employees can work
from almost any location with the use of laptops, tablets, and smart phones; and
telecommuting is on the increase. Employees can access work emails and
assignments 24/7, meaning that they can also be accessible to employers and
clients. Although there are multiple benefits to this flexible working pattern, it can run
the risk of blurring the lines between work and personal life. Remote working also
means that staff may now find that their typical work week is no longer restricted to
the traditional 40 hours a week.

The result of a poor balance between work and personal life not only affects
employees, but it also affects the companies that they work for. Employee stress can
increase to the level of burnout, resulting in lower productivity at work, a higher
potential for stress related health problems and absenteeism, with the associated
costs related to these being passed on to the company. In addition to this,
employees may also experience poor personal and co-worker relationships and
reduced job satisfaction.

There are several ways in which companies can help to encourage a work life
balance for their employees, both in the policies that they implement and in ensuring
that managers actively encourage employees to take advantage of these policies.
Offering employees flexible working options helps employees design their work
pattern to fit their personal commitments, ultimately reducing conflict between work
and personal responsibilities. Flexible working options include allowing employees to
work from home, adjust their working hours to meet personal commitments, use
remote working, compressed work weeks, and job sharing. Managers should
encourage staff to use annual leave and help employees to set boundaries by
encouraging staff not respond to work related emails and calls during non-working
hours. Some organizations are also implementing wellness programs, which include
offering stress reduction and time management workshops, while others are creating
wellness centers on the work site, helping to connect employees with physicians,
mental health counselors, or on-site gyms.

An employee’s satisfaction in their personal life and their ability to meet personal
commitments greatly affects their success as a worker, which greatly benefits any
company. Helping employees to achieve a good work life balance increases work
satisfaction, increases their loyalty to their employer, and helps employers to achieve
career longevity. A company which recognizes these benefits and implements
policies to promote a work life balance is one which will not only see an increase in
the productivity of their workforce but which also sees increased retention of staff
and reduction in costs associated with high turnover.

The below image depicts a work life balance scenario, where an employee has to
balance his/her life between personal (family, friends & self) and professional (job,
career) commitments.

Benefits of Work Life Balance

There are several advantages of work life balance. Some of them are discussed
below:
1. Work life balance increases the motivation of employees and helps them perform
better at job.
2. It helps people to relieve their stress as they can spend leisure time with their near
and dear ones.
3. Companies can maximize productivity from an employee who is rejuvenated and
refreshed as compared to an over worked employee.
4. Healthy lifestyles can be maintained by having a work life balance. This includes a
good diet, regular exercises etc.
5. Employees who are highly motivated can help the business grow as they are more
attached to their job and careers.
Causes of Work Life Imbalance
There are three moderators that are correlated with work-life imbalance: Gender,
time spent at work, and family characteristics.
 Gender differences could lead to a work life imbalance due to the distinct
perception of role identity. It has been demonstrated that men prioritize their
work duties over their family duties to provide financial support for their
families, whereas women prioritize their family life.
 Spending long hours at work due to "inflexibility, shifting in work requirements,
overtime or evening work duties" could lead to an imbalance between work
and family duties. It has been demonstrate "that time spent at work positively
correlate with both work interference with family and family interference with
work, however, it was unrelated to cross-domain satisfaction." This could be
due to the fact that satisfaction is a subjective measure. This being said, long
hours could be interpreted positively or negatively depending on the
individuals. Working long hours affect the family duties, but on the other side,
there are financial benefits that accompany this action which negate the effect
on family duties.
 Family characteristics include single employers, married or cohabiting
employers, parent employers, and dual-earning parents. Parents who are
employed experience reduced family satisfaction due to their family duties or
requirements. This is due to the fact that they are unable to successfully
complete these family duties. In addition, parent workers value family-oriented
activities; thus, working long hours reduces their ability to fulfill this identity,
and in return, reduces family satisfaction. As for the married and/ or dual-
earning couples, it seems those “not only require more time and effort at
home but also are a resource for individuals to draw from, both instrumentally
through higher income and emotionally through increased empathy and
support."
In addition to these moderators that could lead to an imbalance, many people
expose themselves to unsolicited job stress, because they enjoy high social
recognition. This aspect can also be the cause of an imbalance in the areas of
life. However, other occupational activities could also lead to such an imbalance, for
example, unpaid labor such as contribution to house and garden work, maintenance
and support of family members or volunteer activities.
Apart from these, some other common causes are:
1. Societal expectations
Society sets unrealistic targets for us, which causes unnecessary stress. As a result,
you might experience distress on not being good at job or not earning enough or
failing to fulfil family obligations. To avoid this, learn to distinguish between social
conditioning and your priorities.

2. Extreme ambition
Single-minded ambition regarding work comes from internal triggers or from a need
for social recognition and success. However, it inevitably leads to hiding failures,
avoiding people and ultimately becoming cynical and unhappy. Substitute it with
moderated ambition aimed at achieving multiple parallel work and life goals.

3. Desperate for perfection

Social media platforms like Instagram and Facebook show us a false image of the
glamorous lives that other people lead. Their lives seem full of impeccable fashion,
family, friends, food and fun. If you are seeking total perfection in any area of life,
know that it takes time away from other things, leading to greater imbalance and
unhappiness.

4. Denied depression
Depression and burnout are socially unacceptable weaknesses. As a result of this
taboo, these issues are ignored and rarely shared with others. This leads to rapid
deterioration without any attempt to address the causes. Recognise them as mental
ailments in both yourself and loved ones, and seek therapy or make lifestyle
changes as needed.

5. One size fits all

In a crowded and competitive world, uniform rules are applied to everyone for the
sake of 'fairness'. In schools everyone studies all subjects at the same pace. Fixed
policies at work leave little room for you to control your life. Try to choose a career
and employers that fit your life, not someone else’s.

Consequences of Work Life Imbalance

The continuous inability of employees to balance work and life responsibilities can
have the following:

I. Organizational consequences

1. Higher rates of absenteeism and turnover

2. Reduced productivity

3. Decreased job satisfaction

4. Lower levels of organizational commitment and loyalty
5. Raising health care cost
II. Personal and societal consequences

1. Increased level of stress and stress-related illness

2. Lower-life satisfaction

3. Higher rates of family strife, violence and divorce

4. Rising incidence of substance abuse

5. Growing problems with parenting and supervision of children and adolescents

6. Escalating rates of juvenile delinquency and violence

Improving Work Life Balance

Here are few steps that can be incorporated to loosen the grip that stress has on us
and win back the balance in our lives.

At Work
 Set manageable goals each day. Being able to meet priorities helps us feel a
sense of accomplishment and control. The latest research shows that the more
control we have over our work, the less stressed we get. So be realistic about
workloads and deadlines. Make a “to do” list, and take care of important tasks
first and eliminate unessential ones. Ask for help when necessary.
 Be efficient with your time at work. When we procrastinate, the task often
grows in our minds until it seems insurmountable. So when you face a big
project at work or home, start by dividing it into smaller tasks. Complete the first
one before moving on to the next. Give yourself small rewards upon each
completion, whether it’s a five minute break or a walk to the coffee shop. If you
feel overwhelmed by routines that seem unnecessary, tell your boss. The less
time you spend doing busy work or procrastinating, the more time you can
spend productively, or with friends or family.
 Ask for flexibility. Flex time and telecommuting are quickly becoming
established as necessities in today’s business world, and many companies are
drafting work/life policies. If you ask, they might allow you to work flexible hours
or from home a day a week. Research shows that employees who work flexible
schedules are more productive and loyal to their employers.
 Take five. Taking a break at work isn’t only acceptable, it’s often encouraged by
many employers. Small breaks at work—or on any project—will help clear your
head, and improve your ability to deal with stress and make good decisions
when you jump back into the grind.
 Tune in. Listen to your favourite music at work to foster concentration, reduce
stress and anxiety, and stimulate creativity. Studies dating back more than 30
years show the benefits of music in everyday life, including lowered blood
pressure. Be sure to wear headphones on the job, and then pump up the
volume—and your productivity.
 Communicate effectively. Be honest with colleagues or your boss when you
feel you’re in a bind. Chances are, you’re not alone. But don’t just complain—
 suggest practical alternatives. Looking at a situation from someone else’s
viewpoint can also reduce your stress. In a tense situation, either rethink your
strategy or stand your ground, calmly and rationally. Make allowances for other
opinions, and compromise. Retreat before you lose control, and allow time for all
involved to cool off. You’ll be better equipped to handle the problem
constructively later.
 Give yourself a break. No one’s perfect! Allow yourself to be human and just
do the best you can.
At Home
 Unplug. The same technology that makes it so easy for workers to do their jobs
flexibly can also burn us out if we use them 24/7. By all means, make yourself
available—especially if you’ve earned the right to “flex” your hours—but
recognize the need for personal time, too.
 Divide and conquer. Make sure responsibilities at home are evenly distributed
and clearly outlined—you’ll avoid confusion and problems later.
 Don't over commit. Do you feel stressed when you just glance at your
calendar? If you’re overscheduled with activities, learn to say,” No.” Shed the
superman/superwoman urge!
 Get support. Chatting with friends and family can be important to your success
at home—or at work—and can even improve your health. People with stronger
support systems have more aggressive immune responses to illnesses than
those who lack such support.
 Take advantage of your company’s Employee Assistance Program (EAP).
Many organizations offer resources through an EAP, which can save you
precious time by providing guidance on issues like where to find a day care
centre and caretaking for an elderly parent, as well as referrals to mental health
and other services.
 Stay active. Aside from its well-known physical benefits, regular exercise
reduces stress, depression and anxiety, and enables people to better cope with
adversity, according to researchers. It’ll also boost your immune system and
keep you out of the doctor’s office. Make time in your schedule for the gym or to
take a walk during lunch—and have some fun!
 Treat your body right. Being in good shape physically increases your tolerance
to stress and reduces sick days. Eat right, exercise and get adequate rest. Don’t
rely on drugs, alcohol or cigarettes to cope with stress; they’ll only lead to more
problems.
 Get help if you need it. Don’t let stress stand in the way of your health and
happiness. If you are persistently overwhelmed, it may be time to seek help from
a mental health professional. Asking for help is not a sign of weakness—taking
care of yourself is a sign of strength.

Myths regarding Work Life Balance

Myth 1: Work life balance means spending 50% of your time at work and 50% of your time at
home work life balance

Reality: Work life balance occurs when individuals with a finite amount of mental, physical and
emotional resources allocate those resources in way that corresponds their personal and/or
professional goals.
Myth 2: women desire more work life balance than men work life balance.

Reality :  Annual Career Builder survey finds that 1/3 of men would quit their jobs to stay at
home if they could afford that

 Many studies have found that there is no gender differences in experience of work life conflict

 Men and women are both affected by non work and work demands

 Findings in relation to gender differences in work and non work domains are often weak or
inconsistent

Myth 3: Work life balance is synonymous with work-family balance or family support vs work life
balance.

Reality:  Equating work life balance and family support as synonymous assumes only those
with families desire balance

 Can lead to backlash to single employees or employees without children

 Chapter – II

Objectives Of The Study

1. To understand employee perception with respect to employee welfare
and work life balance in SNM Group.

2. To understand the awareness of safety and welfare facilities among

the employees provided by the organization.
 Chapter – III
Literature Review
Drawing on the large amount of literature and research this chapter examines the
concept of work-life balance.

Fatigue and tiredness are essentially cumulative (Hildebrandt et al., 1974; Rosa,
1991). They are generated by excessive hours worked per day, too little time off
between work shifts, and too many consecutive days worked without rest days
(Paley and Tepas, 1994; Smith, 1979). Inadequate roster design and excessive
overtime work hours are therefore particularly associated with fatigue. They are
particularly associated with tasks requiring continuous monitoring (e.g. railway
engine driving, motor vehicle driving & supervising chemical plants etc.), repetitive
short-cycle tasks, tasks requiring fine motor skills, tasks requiring high levels of
physical effort, and tasks undertaken in hot and humid environments (Rosa and
Bonnet, 1993). Shift work is primarily associated with two occupational stressors:
working unsocial hours; and fatigue. These stressors may result in performance
errors which are typically manifested in increased product rejects, reduced product
quality and increased workplace accidents and injuries. Excessive fatigue and family
and social life disruption may also result in increased sickness absence, and lower
job satisfaction and employee well-being. Excessive fatigue and family and social life
disruption may also result in increased sickness absence, and lower job satisfaction
and employee well-being. Unsocial hours are generally linked to weekend work,
evening & night work, and morning shifts that start very early (Colligan and Rosa,
1990; Smith, 1993; Wedderburn, 1967). They may disrupt normal family life (Barling,
1990) and also may impact on parental and partner roles (Barton et al., 1998;
Bunnage, 1984; Repetti, 1989). They also disrupt social life and community
involvement (Colligan and Rosa, 1990). Unsocial hours may also disrupt normal
patterns of sleep, and thereby contribute to fatigue (Duchon et al., 1997; Tepas et
al., 1997). According to (Elisa J. Grant-Vallonea & Ellen A. Ensherb, 2001),
employees reported higher levels of work interfering with their personal life, than
personal life interfering with their work. Results demonstrated that workpersonal life
conflict was related to employees’ depression & anxiety and personal-work life
conflict was related to employees’ concern for their health. European Journal of
Business and Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839
(Online) Vol.5, No.19, 2013 21 The impact of long hours and the perception that
work is increasingly intense has a negative overall affect on individuals in terms of
their physical and mental well being. (Dawson et al; 2001) have published an
extensive review of the large body of well supported quantitative literature examining
the consequences of long work hours on health and mental functioning. They
suggest that the most prominent issue relates to fatigue and exhaustion because of
insufficient recuperative sleep. This affects mental functioning as people may
experience lapses in concentration, the inability to comprehend complex situations,
and increases the likelihood of people engaging in risk-taking behaviours (Dawson et
al; 2001). In addition, long working hours are also indirectly associated with negative
health outcomes, including: high blood pressure and heart problems; excessive food
and alcohol consumption; smoking; weight loss or gain associated with poor physical
exercise, unbalanced nutrition and irregular meals; and illnesses induced by high
levels of stress (Dawson et al; 2006; Jones et al; 2006; NZCTU, 2002; Pocock et al.,
2001). This inevitably impacts on people’s perception of their quality of life and
general life satisfaction. Research findings, largely based on qualitative interviews,
highlight that the pressures of work reduce opportunities for people to spend time
with family, friends, or to peruse their own interests, which inevitably leads to the
erosion of support networks and can lead to moodiness, loneliness and depression
(Gambles et al; 2006; NZCTU, 2002, Pocock et al., 2001). (Jeffrey H. Greenhaus et
al; 2003) find out for individuals who invested substantial time in their combined work
and family roles, those who spent more time on family than work experienced a
higher quality of life than balanced individuals who, in turn, experienced a higher
quality of life than those who spent more time on work than family. He observed
similar findings for involvement and satisfaction. Positive balance suggests an
equally high level of attention, time involvement, or commitment, whereas, negative
balance refers to an equally low level of attention, time, involvement, or commitment.
Positive balance implies an equally high level of satisfaction with work & family roles,
& negative balance suggests an equally low level of satisfaction with each role
(Clark, 2000; Kirchmeyer, 2000, Kofodimos, 1993). Their study confirmed the
negative effect of work imbalance on quality of life and demonstrated that the
deleterious effect is due to heightened levels of work-tofamily conflict & stress. A
balance engagement in work & family roles is expected to be associated with
individual well-being because such balance reduces work-family conflict & stress,
both of which detract from well-being (Frome et al; 1992). He suggested that an
equally high investment of time & involvement in work & family would reduce work-
family conflict & stress thereby enhancing an individual’s quality of life. (Nancy R.
Lockwood, 2003) find out increasing levels of stress can rapidly lead to low
employee morale, poor productivity, & decreasing job satisfaction. Other serious
repercussions are depression, alcohols & drug abuse, marital & financial problems,
compulsive eating disorders, & employee burnout. (Hymant et al; 2003) indicated
that intrusion of work demands into personal life (eg.working during the weekend)
was related with reports of hightend stress & emotional exhaustion for employees.
Furthermore, employees perceived that intrusion of work obligations into their
personal lives negatively affected their health. Work-life conflict arises from the
incompatible emotional and behavioral demands of work and non-work roles, such
that participation in one role is made more difficult by participation in the other
(Greenhaus & Beutell, 1985). This conflict can result in greater stress at home or at
work, poorer health, higher turnover and absenteeism, reduced job satisfaction, and
less organizational commitment. The negative health effects of work life conflict
include anxiety, depression, burnout, somatic complaints, raised cholesterol levels,
and substance abuse (Frone, 2003). (Laurent M. Lapierre, 2008) find out a casual
process whereby employees working in an environment viewed as more family-
supportive experience lower levels of WFC. Reduced WFC then translates into
greater job and family satisfaction, followed by greater overall life satisfaction. They
have reason to believe that a familysupportive work environment can potentially
strengthen life satisfaction by reducing work-family incompatibilities that lessen their
satisfaction at work and at home. This implies that employees’ perceptions of their
work environments’ family-supportiveness may play a significant role in their overall
level of enjoyment in life. According to (T. Alexandra Beauregard & Lesley C. Henry,
2009), in terms of job attitudes, employees reporting high levels of both work-to-life &
life-to-work conflict tend to exhibit lower levels of job satisfaction and organizational
commitment. (Haddon & Hede, 2009) find out that work interferes with home life
more than home life interferes with work life, when it comes to time & energy. On the
other hand, home life enables participants to regain energy lost from working.
Increasing workloads have pressurized employees to demonstrate their commitment
to work in more obvious ways (Ishaya & Ayman, 2008). Consequently, a larger part
of them have tented to be present at their work place for longer periods of time,
thereby reducing the time for which they are available at home. (Reimara Valk &
Vasanthi Srinivasan , 2011) indicated that the multiple roles of women software
professionals in India, the nature of the IT industry, and the socio economic context
of India pose unique challenges for European Journal of Business and Management
www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol.5, No.19, 2013
22 achieving the work-family balance. Nevertheless, the majority of women in their
study were able to “have it all’ because of family support. According to (Xinyuan
(Roy) Zhaoa, 2011), When hotels with family friendly work environments provide
sufficient support for work and family needs, employees are more likely to have high
job satisfaction. When work and family mutually reinforce each other (i.e; family
experiences enrich the contributions to work, and vice versa), employees have a
more balanced life (Aryee et al; 2005). (Merideth Ferguson et al; 2012) find out that
work-family balance plays a mediating role in assisting social support’s contribution
to both job & family satisfaction. (Hua Jiang, 2012) indicated that, when employees’
immediate supervisors respect their subordinates as individuals with unique
characters and needs and treat the differently but fairly, employees perceive high
levels of trust, commitment, satisfaction and control mutuality, moreover, employees
when perceiving that they are treated fairly by their organizations develop quality
relationships with theirorganization. This study also identifies fair formal procedures
& policies used to make work-life decisions as a significant antecedent leading to
high trust, commitment, satisfaction, & control mutuality that employees perceive.
 Chapter – IV
Company Profile
Shree Nursingsahay Mudungopal Engineers Private Limited is an
ISO 9001:2000 certified company, established in 1949 in Kolkata. It’s headquarter is
in New Delhi.

The company is a wholesale trader dealing in a variety of products like

Transformers, HT Breakers & HT Panels, Ring main units, Compact sub-station,
Silent diesel generators, Cables and wires, Jointing kits, Servo stabilizers, Protection
relays, etc. It has its branches at PAN India level with over 80 employees.

History
Shri Shyam Das, Chairman of SNM Group was born on 3rd February, 1942 in
Bikaner, Rajasthan. His education was from Rajasthan Education Body. Shri Shyam
Das ji is a staunch believer in the values expounded in the Bhagwad Gita, which he
incorporated in his personal and professional lives. He is a follower of Lord Krishna &
Shri Nursing Bhagwan with whose blessings the company is growing day by day.

The group has grown exponentially under his dynamic leadership and is
presently engaged in the manufacture, trading and marketing of a large variety
of electrical products having a Pan India presence.

Shri Shyam Das ji began his entrepreneurial journey in 1964 from Electrical market
at Lohar Chowk, Mumbai and then never looked back. He always believed that
through sheer passion, dedication and honest work, one can create and recreate
healthy, vibrant, and successful organizations that give more to the society than what
they take from it. SNM Group’s core focus is on customer specific solution for
providing renewable power.

Mission
The mission of SNM Group is to engineer advances that set new standards of
excellence in a performance-driven environment.

Vision
The vision of SNM Group is to harness talent and technology to make perfection a
realizable goal.

Values
1. Transparency & Integrity
2. Quality & Assurance
3. Diligence
4. Customer Service & Focus

Branches
  Delhi (Headquarter)
 Farukh Nagar
 Babarpur
 Kanpur
 Chandigarh
 Dehradun
 Kolkata
 Bangalore

Products
The company deals in a variety of products and with its PAN India presence ensures
to provide services on time.

The name of products and its manufacturers are mentioned below-

PRODUCTS
Power & Distribution
Transformers upto 220 KV
HT Breaker & HT Panels
Indoor / Outdoor
Ring Main Unit (RMU)
Compact / Unitized Sub Station
(CSS)
Silent Diesel Generator
3.5 KVA to 3000 KVA
Cables & Wires
(Power, Control, Instrumentation
& Communication)
Cable Jointing Kits
HT AVR & Built in Transformer
with AVR
Servo Stabilizer
Protection Relays
Man Coolers / Axial Flow /
Exhaust Fans / Air Circulators
MAKES
ABB / Crompton Greaves / Schneider / Kirloskar /
GE / Andrew Yule / Powerware / ITE / Pactil
Siemens / Crompton Greaves / ABB / Schneider
Siemens / Schneider / ABB / Lucy / Crompton
Greaves
Siemens / ABB / Schneider / Lucy
Greaves Cotton / Ashok Leyland / Kohler /
Kirloskar / Perkins
RPG / Unistar (Universal Cables) / Gloster /
Havells / Ravin / Gemscab / Grandlay / KEI / Cord
Cables / Elektron (Paragon)
3M / Denson
Andrew Yule
Volina / TSI / Powerware / Andrew Yule
ABB / Siemens
Airtech / EPC

Employees
Over 80 people work with SNM Group in both offices and godowns including all type
of workers, i.e. skilled, semi-skilled & unskilled labourers and managers. Around
65% of the employees are skilled managers whereas, 35% employees are semi-
skilled and unskilled labourers.
Key Management Personnel
1. Shyam Das Mundhra, Chairman

2. Anand Das Mundhra, Director

3. Nikunj Lahoti

4. Gopal Jetha, Senior Manager

5. Divya Anand, Branch Head-Delhi

6. Nidhi Ahuja, Assistant Manager-HR

7. Rajendra Agarwal, Assistant General Manager-Accounts

Competitors
 Powerline Infra Private Limited
 Arihant Super Agencies
 AB Pal
 Jakson
 Universal Power Transformers Private Limited
 Universal Power Equipment Private Limited
 Muskaan Power Infrastructure Limited
 Myra Electrotech Private Limited
 UPT Spare And Services Private Limited
 Genset India Private Limited

SNM Group over its competitors

 Service Advantages

 10 Years Free Service on purchase of Authorized Spares.

 Turnkey Solution on electrical projects from planning to execution.
 Service for HT Breakers.
 Service for Transformers.
 Comprehensive AMC for after sales.
 Qualified & Trained Personnel for Support.

 Excellence
 We give assurance of genuine supplies at the most competitive prices.
 Our marketing and service facilities are available in many Indian cities.
 We possess a team of experienced and dynamic professionals.
 We welcome customer feedback and queries.
 Prompt delivery is our top priority.
  Key advantages include:
 Quality products from world class manufacturers
 Ex stock availability
 On time Delivery
 Best Price & transparency
 Efficient Service
 Team work
 PAN India Presence
 Our Customer relationship management (CRM), Inventory,
Financials, Sales & Service operations are running on SAP
 Proactive to your requirements

 Driven with commitment

SNM-Group is a company that is driven with zeal and commitment to achieve the
highest levels of success and will grow beyond all expectations. We provide basket
of products under one roof to meet various project requirements. The company
principally competes on the basis of product quality and performance, reliability of
supply, timely delivery, customer service and price.

 The preferred choice

SNM Group along with its brands, have earned the distinction of being the preferred
choice of electrical products in India. The essence of SNM Group’s success lies in
the expertise of its fine team of professionals, strong relationships with associates
and the ability to adapt quickly, coupled with the vision to always think ahead.
 Chapter – V
Research Methodology
Purpose of the study
The research has been done to study employee welfare and work life balance in
SNM Group.

Research Design
Descriptive research design has been used in this study. Descriptive research is also
called Statistical Research. The main goal of this type of research is to describe the
data and characterises about what is being studied. Descriptive research is used to
obtain information concerning the current status of the phenomena to describe “what
exists” with respect to variables or conditions in a situation.

Sources of data collection

a. Primary Data: Primary data is the main and raw source of data collection through
interaction with the staff of the company and structured questionnaire. Structured
Questionnaire is a quantitative method of research. It is a positivist research method.

b. Secondary Data: Secondary data is data taken by the researcher from secondary
sources, internal or external of the organisation. Secondary data is collected from
following sources: -

 Internet
 Book
 Journals
 Publications
 Website of the company etc.

Primary research has been done in this project.

Sampling Procedure
Sample Technique: Simple random sampling

Simple random sampling refers to the sampling technique in which each and every
item of the population is given equal chance of being included in the sample.
Random sampling is sometime referred to as “Representative Sampling.” If the
sample is chosen at random and if the sample is sufficiently large, it will represent all
groups in the population. A random sample is also known as “Probability Sample”
because every item of population has equal opportunity of being selected in the
sample.

Sample Area: Delhi

Sample Size: 50
 Chapter – VI
Analysis and Interpretation
Q1. How do you rate the Working Environment of the Organization?
a. Highly Satisfactory
b. Satisfactory
c. Averagely Satisfactory
d. Dissatisfactory
e. Highly Dissatisfactory

Working Environment
0% 10%
20%

40%
30%

Highly Satisfactory Satisfactory Averagely Satisfactory Dissatisfactory Highly Dissatisfactory

Interpretation

Out of the sample size of 50 employees, 40% feels that they have a satisfactory
work environment in the organisation. 30% of the sample size thinks they have an
averagely satisfactory work environment, whereas, only 10% feels that thy have a
highly satisfactory work environment. On the other hand, 20% of the sample size
feels that their work environment is dissatisfactory.
Q2. Do you feel you are able to balance your work life?

a. Always
b. Often
c. Sometimes
d. Rarely
e. Never

Work Life balance

4%

16%
32%

20%

28%

Always Often Sometimes Rarely Never

Interpretation
Maintaining work life balance is a tough task is clearly depicted by this as 32% of the
sample size believes that they always aren’t able to balance their work life.
Supporting them 28% and 20% of the employees believe that they ‘often’ and
‘sometimes’ respectively are not able to balance their work life. 16% are rarely not
able to balance their work life and 4% of the employees never face any problem in
balancing their work life.
Q3. What are the allowances available to you by the company?

a. Bonus
b. Mobile
c. Medical facilities
d. Loans
e. All of the above

Allowances

22%

4%

60%
14%

0%

Bonus Mobile Medical facilities Loans All oh the above

Interpretation
Keeping employee needs in mind, the organisation has provided all the allowances
to 60% of the sample size. 22% of the sample size only receive bonuses whereas,
14% and 4% of the sample size are allowed medical facilities and mobiles
respectively.
Q4. How do you rate the medical benefits provided by the Organization for the
employees & their families?

a. Highly Satisfactory
b. Satisfactory
c. Average
d. Dissatisfactory
e. Highly Dissatisfactory

Medical Benefits
8% 4%

8%

30%

50%

Highly satisfactory Satisfactory Average Dissatisfactory Highly dissatisfactory

Interpretation

Out of the sample size of 50, 50% of them feels that the medical facilities provided
by the company are average, whereas, 30% of them are satisfied with the facilities
and 4% of them are highly satisfied. On the other hand, the remaining 16 % of them
feel that the medical facilities provided are dissatisfactory (8%) and highly
dissatisfactory (8%).
Q5. How do you rate leave policy of the Organization?

a. Highly Satisfactory
b. Satisfactory
c. Average
d. Dissatisfactory
e. Highly Dissatisfactory

Leave Policy
6% 8%

18%

38%

30%

Highly satisfactory Satisfactory Average Dissatisfactory Highly dissatisfactory

Interpretation

Out of 50 respondents, 38% feel that the leave policy is satisfactory and 8% believe
that it is highly satisfactory. 30% of the sample size feel that leave policy is average.
Also 18% of them are dissatisfied with the leave policy while only 6% of the
respondents feel that the leave policy of the organisation is highly dissatisfactory.
Q6. To what degree you have trained for handling any kind of emergency situation in
your work place by the means of emergency mock drills?

a. Satisfied
b. Good
c. Average
d. Dissatisfied

Emergency drill training

36%
40%

8%
16%

Satisfied Good Average Dissatisfied

Interpretation

Emergency mock drills are supposed to be carried out from time to time in all types
of organisations. The majority with 40% of the respondents say that they are
dissatisfied with the training given for emergency, whereas, 36% of them believe that
they satisfied with the training. 8% of the sample size, feel that they are well trained
for any kind of emergency. The remaining 16% respondents think that they are
averagely trained for any type of emergency.
Q7. How often do you think or worry about work (when you are not actually at work)?

a. Always
b. Often
c. Sometimes
d. Rarely
e. Never

12%
24%

10%

20%

34%

Always Often Sometimes Rarely Never

Interpretation

The majority with 34% of the respondents oftenly think and worry about work even
when they are not actually at work. 24% of the sample size always worry about work,
whereas, 20% of the respondents sometimes think about work. 12% of them rarely
think about work while 10% of them never think or worry about work when they are
not present at work.
Q8. Do you ever miss out any quality time with your family or your friends because of
work pressure?

a. Always
b. Often
c. Sometimes
d. Rarely
e. Never

Lack of quality time

10% 12%

20% 15%

43%

Always Often Sometimes Rarely Never

Interpretation

Out of the sample size of 50, 43% of the respondents feel that they sometimes miss
out quality time with their family because of work pressure. 20% of them feel that
they rarely miss any chance at quality time with their family or friends, whereas, 15%
of them says that they oftenly miss quality time with their family and friends due to
work pressure.13% of the sample size believes that they always miss having quality
time due to work pressure, while 10% of them says that they never miss ut quality
time with their friends or family due to work pressure.
Q9. Do you think there should be paid paternity leaves?
a. Strongly Agree

b. Agree

c. Indifferent

d. Disagree

e. Disagree Strongly

Paternity leave

15% 18%

20%

25%

22%

Strongly agree Agree Indifferent Disagree Strongly disagree

Interpretation

Out of the sample size of 50, 25% of them agree that paternity leaves should and
18% of them strongly agree to this matter. While 20% of the respondents disagree
for paid paternity leaves and 15% of them strongly disagree for the same. The
remaining 22% of the respondents hold an indifferent opinion about paid paternity
leaves i.e. they are okay if the paternity leaves are paid or not.
Q10. How frequently employees have to overstay in the office to complete their
work?
a. Always
b. Most of the time
c. Sometime
d. Rarely
e. Never

Overtime
6%
14%
10%

33% 37%

Always Most of the time Sometime Rarely Never

Interpretation

The majority, 37% of the respondents say that they have to overstay in office most of
the time to complete their work. 33% of the sample size, feel that they sometimes
have to overstay in the office to complete their work. 14% of the respondents say
that they always have to stay back to complete their work. While 10% of them rarely
overtime in the office, the remaining 6% never overstay in office to complete their
work.
 Chapter – VII
Findings and Inferences
In any organisation, employee welfare and work life balance is highly important.
Employee welfare is a apprehensive term including various services, facilities and
amenities provided to employees for their betterment. It generally includes those
items of welfare that is provided by statutory provisions or required by the customs of
the industry or the expectations of employees from the contract of service from the
employers. Work life balance is the term used to describe the balance that an
individual need between time allocated for work and other aspects of life. Areas of
life other than work life can be, personal interests, family and social or leisure
activities. Both play an important role in motivating employees and keeping them
dedicated to their work

Summary of findings and observations

From the survey conducted, following is the summary of findings:

1. On being asked about the working environment, majority of employees

are satisfied but there are some factors causing dissatisfaction among
certain number of employees like monotonous tasks and acceptance of
change in the organisation.
2. The management is reluctant to employee the new generation i.e., all
the employees present there are working in the organisation from more
than 7 yrs.
3. The company management readily accepts and implements new
techniques of inventory management (the main function of the
company) to acquire accuracy and release the burden of traditional
management techniques off the shoulders of the management.
4. The employees are pretty satisfied with the balance between their work
and personal life.
 The employees are never forced to work overtime and the ‘work
from home’ culture is quite prevalent in the organisation in case
of emergencies.
 If in case, there is a need of overtime, the upper management
always stick by the employees and never leave them stranded
 to complete the work on their own, which is highly appreciated
by the employees.
5. The employees get good amount of casual leaves and earned leaves.
Not only that, in case of genuine emergencies, the management
doesn’t hesitate in providing extra leaves to the employee.
6. After working in the organisation and talking to the other employees, I
felt there is lack of drills for business emergency which might occur in
future which lead to unpreparedness during the any obstruction in the
working that may hit the organisation in future.
7. The employees reported that despite of the lenient and friendly
relations with the upper management, they often worry about the
incomplete work at the back of their mind, not because they have a
fear of the superiors but because the dread the backlog they are
creating for themselves which will ultimately cause delay in the
organisation’s working, ruin their performance and become a hurdle for
them in maintaining the balance they are willing to maintain between
their work and personal life.
8. The views on the concept of paternity leaves are quite mixed. As seen
in the survey, the middle aged and above employees haven’t shown
the need of paternity leaves be it males or the females but the young
work force of the organisation (which is pretty much less in number)
had shown strong need for paternity leaves and surprisingly, even the
male members of the organisation support the concept on paternity
leaves.
9. Most of the employees feel that many a times they do miss quality time
with their families because of work but they do not think of it in a
negative sense as they feel that they are working this hard for the
secured future of their family only and if that costs them some quality
time with their family, they won’t mind.
 As reviewed further, this positive attitude towards work is shown
by the middle- aged members of the organisation which throws
light on the fact for maintaining work life balance, one needs
sense of maturity in oneself.
10. Various employees overstay in the organisation at their own will
because they do not prefer to take any of their work home but at the
same time want to be regular with their work and not create any
backlogs for themselves. They do this in order to keep their work life
and personal lives separate from each other.
Chapter – VIII
Limitations
The constraints faced while doing this study are:

1. The most significant limitation has been that the individuals involved in this
study were very busy and did not spare much time in discussion.

2. The sample size selected for the survey was too small as compared to large
population.

3. The project was carried out only in the Delhi, so findings on data gathered
can be best true for Delhi only and not applicable to other parts of state and
country.

4. This study is a self-reported survey and as such despite the fact that various
strategies and processes were put in place to minimise the possibilities of
response bias, it still cannot be discounted that it may to some degree still be
present in the study.
Chapter – IX
Conclusion
 Conclusion
Work-life balance remains an issue that requires considerable attention from society.
The changing nature of the global economy, where organizations often always
operate on a 24/7 schedule and technological advancements have made it possible
for an employee to be connected, has ushered the work-life balance issue into the
forefront of the minds of many,

It is up to the employer and the employee to work together to facilitate the

acculturation of work-life balance into the organization.

Working longer hours does not necessarily contribute to decreased job security, but
does contribute to decreased work-life balance. Additionally, lower work-life balance
is correlated with increased dissatisfaction at work. The disadvantages of having
dissatisfied employees should be a motivating factor behind the acculturation
process.
 Chapter – X
Recommendations
 Recommendations

Recommendations to the employees:

1. Time management
2. Avoid duplication to task and efforts
3. Set your priorities
4. Rethink your errands
5. Manage time for Social networking
6. Learn to say no
7. Leave work at work
8. Seek help of counsellors
9. Don’t overbook work
10. Use technology wisely
11. Plan and organise task
12. Use the facilities available for work life balance in organisation.

Recommendations to the organisation:

1. Offer flexibility in work

2. Provide adequate training programmes
3. Promote awareness about work life balance.
4. Providing assurance of security of job.
5. Maintain a balance between centralization and decentralization
6. Strengthening the role of HR department.
7. Continuous improvement in the working conditions of the organisation.
8. Adopt various performance appraisal techniques to motivate employees.
9. Conducting emergency drills to create preparedness for business
emergencies that might occur in future.
 Appendix

Questionnaire
Name: ___________________________ Age: ________

Designation: ______________________ Gender: ________

Years of service: a) 1-5 years b)6-10 years c)11-20 years d) Above 20 years

Q1. How do you rate the Working Environment of the Organization?

a. Highly Satisfactory
b. Satisfactory
c. Averagely Satisfactory
d. Dissatisfactory
e. Highly Dissatisfactory

Q2. Do you feel you are able to balance your work life?

a. Always
b. Often
c. Sometimes
d. Rarely
e. Never

Q3. What are the allowances available to you by the company?

a. Bonus
b. Mobile
c. Medical
d. Loans
e. All of these
Q4. How do you rate the medical benefits provided by the Organization for the
employees & their families?
a. Highly Satisfactory
b. Satisfactory
c. Average
d. Dissatisfactory
e. Highly Dissatisfactory

Q5. How do you rate leave policy of the Organization?

a. Highly Satisfactory
b. Satisfactory
c. Average
d. Dissatisfactory
e. Highly Dissatisfactory

Q6. To what degree you have trained for handling any kind of emergency situation in
your work place?

a. Excellent
b. Good
c. Average
d. Poor

Q7. How often do you think or worry about work (when you are not actually at work)?

a. Always
b. Often
c. Sometimes
d. Rarely
e. Never

Q8. Do you ever miss out any quality time with your family or your friends because of
pressure of work?

a. Always
b. Often

c. Sometimes

d. Rarely

e. Never

Q9. Do you think there should be paid paternity leaves?

a. Strongly Agree

b. Agree

c. Indifferent

d. Disagree

e. Disagree Strongly

Q10. How frequently employees have to overstay in the office to complete their
work?
a. Always
b. Most of the time
c. Sometime
d. Rarely
e. Never
 Bibliography

1. www.nursingsahay.com
2. www.wikipedia.com
3. www.researchgate.com
4. https://economictimes.indiatimes.com/wealth/earn/10-tips-for-better-work-life-
balance/articleshow/63242949.cms