SUBMITTED BY:

PROJECT REPORT
Group 3(The Incredibles) OF
91074- Ayush Gupta
91075- Chandni Kakkar
91076- Chitra Yadav
91077- Deepak Negi
91078- Dhruv Aggarwal
91079- Gaurav Malik
[FMB 18-B]
Group 5

HUMAN
RESOURCE
MANAGEMENT
SUBMITTED TO:

Dr. Neetu Jain

Faculty of Human Resource
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(FORE School of Management)
ON
 ACKNOWLEDGEMENTS

Words often fail to express one's inner feeling of gratitude and indebtedness to one's benefactor
but then it is only readily available medium through which one can express his/her sincere thanks
to all those who are associated with the work.

We sincerely thank Dr. Neetu Jain, Faculty of Human Resource, FORE School Of Management
who provided us this wonderful opportunity to enhance our learning in Human Resource
Management. We are grateful towards her for her cooperation and knowledge enhancing inputs.
We also extend our heartfelt gratitude for her enlightening classes that helped us develop a keen
interest in the subject.

We also thank our group members and classmates for their endless support.

Ayush Gupta

Chandni Kakkar

Chitra Yadav

Deepak Negi

Dhruv Aggarwal

Gaurav Malik

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 Table of Contents
1. INTRODUCTION...................................................................................................................................2
2. MEANING OF WORK LIFE BALANCE.....................................................................................................2
3. WHY WORK-LIFE BALANCE IS IMPORTANT?........................................................................................2
4. FIVE STATES OF BALANCE/IMBALANCE...............................................................................................2
5. WORK-LIFE BALANCE AND TECHNOLOGICAL ADVANCES....................................................................2
6. WHERE TO STRIKE A BALANCE.............................................................................................................2
7. WHY HAS BALANCE BECOME MORE DIFFICULT?.................................................................................2
8. PAYBACK FROM WORK-LIFE BALANCE.................................................................................................2
8.1 Impact on Employees......................................................................................................................2
8.2 Impact on Organization.........................................................................................................................2
8.4 Relationship between Work-life balance and Productivity....................................................................2
9. ORGANISATIONS CREATING WORK AND LIFE FLEXIBILITY...................................................................2
10. HOW DOES AN ORGANISATION STAND UP?....................................................................................2
11. BEST HR PRACTICES - LESSONS FROM BEST WORKPLACES IN INDIA..........................................2
12. MAKING THE DIFFERENCE-THE ROLE OF HR....................................................................................2
12.1 Who to make the case to?...................................................................................................................2
13. RECOMMENDATIONS......................................................................................................................2
13.1 Recommendations for Organisations..................................................................................................2
13.2 Recommendations for Employers........................................................................................................2
13.3 Recommendations for Employees and Their Families.........................................................................2
13.4 Recommendations for Governments...................................................................................................2
14. PEDAGOGY OF “ICEBREAKING SESSION”.........................................................................................2
15. REFERENCES....................................................................................................................................2

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 1. INTRODUCTION

Work life balance is about people having measure of control over when, where and how they
work. A hundred years or so ago, our ancestors routinely worked 6 days a week, ten hours a day.
As the twentieth century gathered pace, the twin pressure of social reform and technological
changes combined to drive down working hours and increase the quantity of holidays. Then a
strange thing happened- those same pressures began to exert precisely the opposite effect, with
the result that most of the people today are working even more than their forefathers and that too
much more intensely. The changing economic conditions and social demands have changed the
nature of work throughout the world. Originally, work was a matter of necessity and survival.
Throughout the years, the role of "work" has evolved and the composition of the workforce has
changed. Today, work is widely viewed as a source of personal satisfaction.

2. MEANING OF WORK LIFE BALANCE

All three words in the phrase have a high ambiguity of meaning. By “Work” do we just mean
paid-for employment, or we also include voluntary work, housework, and/or physical recreation.
The distinction between work and non-work is blurred by the extent to which we enjoy the task
we are doing. In terms of work-life balance, however we can come to a consensus that it relates
to the time and energy people expend to a third party in return for a definite award.

The word, “Life” evokes a range of meanings from simple existence to life sentence. Life in
reality involves an accumulation of experiences, the opportunity to experiment and learn, being
able to establish and grow meaningful, fulfill relationships and to enjoy one’s work. So we
define life as an opportunity to achieve in a diverse range of contexts.

“Balance” generally implies some sense of equity or reasonableness. But it is very much in the
eyes of beholder- a workaholic may be more fulfilled than a more laidback counterpart who has
no major interest or work to do.

Achieving work-life balance can arguably means

 Being aware of different demands of your time and energy.

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  Having the ability to make choices in the allocation of time and energy.
 Knowing what values you wish to apply to choices.
 Making conscious choices.

So balance is much more complicated than simply comparing work and non-work.

One important point that we should keep in mind while discussing work-life balance is that it
does not confine our scope to balancing our personal and professional life only. Instead it
involves a proper balance between four important and indispensable parts of a human life, i.e.

 Family Life
 Self Growth
 Work
 Friends and Social Life

SELF

FAMILY WORK

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 3. WHY WORK-LIFE BALANCE IS IMPORTANT?
The proverb All Work and no Play makes Jack a Dull boy is quite accurate. The pressure to
focus on work and see play as frivolous diversion has become institutionalized and one of the
primary reasons why so many companies complain of lack of creativity and an inability to
maintain high levels of customer-friendliness. For CEO or HR director, work-life balance is an
issue that is claiming increasing attention. An inability to manage employee’s needs for a more
holistic, fulfilling life contributes to most of the problems that sap competitive advantage and
reduce profitability.

Work life 'imbalance' has over a period of time attracted concern because of increasing
problems related to

 Employee health
 Monotony at work place
 Declining levels of productivity and efficiency at the employee level
 Increasing number of divorces
 Infertility due high stress levels
 Advent of nuclear families
 Lead to sickness
 Increased Absenteeism.
 Failure to retain talent.
 Insufficient initiative and creativity.
 Low levels of customer service.
 Unethical Behavior
 Low commitment and motivation

Parasuraman and Greenhaus summarizes the problem of WLB as

“The most common type of work-family conflict occurs when the time demands of one
role make it difficult or impossible to…participate fully in the other; when the symptoms
of psychological strain in one role…spill over into other; when behaviors used in one
role are used inappropriately in other.”

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 4. FIVE STATES OF BALANCE/IMBALANCE
We can also look at work-life balance as a spectrum:

 At one extreme is Subsistence, where people work for long hours out of necessity, with
little resources left for investment in other aspects of their lives.
 Next comes Conflict, where the individual recognizes conflicting demands and struggle
to resolve them.
 In the middle is Integration, where the person has more or less achieved a satisfactory
level of fulfillment in multiple aspects of his/her life.
 Idleness describes the situation of those who are unable to work (through disability or
unemployment) or unwilling to engage in production activities.
 At the far extreme is Hedonism, where the individual has no need to work and devotes
his/her energies to non-work activities.

5. WORK-LIFE BALANCE AND TECHNOLOGICAL ADVANCES

A decade back, employees used to have fixed working hours or rather a 9 to 5 job from Monday
to Friday. The boundary between the work and home has disappeared with time. But with
globalization and people working across countries, the concept of fixed working hours is fading
away. Instead of just 7 or 8 a day, people are spending as much as 12-16 hours every day in
office.

The social pressure for quantity has been replaced – particularly among the professional class-
with pressure for quality of leisure. We travel farther to spend our holidays and spend more on
them. We inhabit better-quality housing, eat out far more, and spend much more higher than our
income. Then we work for longer hours or try to find a better job and work for longer hours. The
cost of higher standard of living is often a lower quality of life.

Economists looking 100 years ago imagined technological automations would gradually free us
from tyranny of work. Instead of freeing us, the technologies of past two decades have enchained
us. The more accurately we can measure and manage time, the more important it has become for
us. Digital technology has made us instantly available anywhere and everywhere. A study found
out that 83 percent of managers are contacted by their employees out of working hours. More

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than 75 percent regularly work beyond their contracted hours. One of the most important
complaints that we here today from professionals working for multinational organizations is that
they are expected to be available for calls in the timeframe of the dominant nationality of their
organization – whether that is 11’o clock in the night or 4’o clock in the morning their time.

The technological blessings like e-mail, text messaging and cell phones which were thought of as
tools to connect them to their work being away from their workplace, have actually integrated
their personal and professional lives. Now professionals find themselves working even when
they are on vacations.

The ever-increasing working hours leave the individuals with less time for themselves and to
pursue his hobbies or leisure activities. This hinders the growth of the person as an individual in
terms of his personal and spiritual growth. Professionals working in the BPO industry, doctors
and nurses and especially IT professionals are the few examples who are facing the brunt of the
hazard constantly.

The ability to separate our work and non-work lives is being steadily eroded, but the flow has
been steadily one way- from home to work. True, technology and social pressure will may flip
again and provide solution to some of these problems. Many people have started using internet at
home to sort their problems at work and vice versa.

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 6. WHERE TO STRIKE A BALANCE

While we strike a work life balance, we are not merely balancing our profession and family, we
are also balancing our mental and status quo and thereby balancing our emotional intelligence,
which is the worldly ability to manage you and to handle others. Organizations can help facilitate
work-life balance for their employees through work-life programs and training.
There is a life at work and at home and also a life having space for leisure. Therefore, an
individual has to play all these roles for balancing his/her work and life.

Three aspects of work/life balance are:

 Time balance, which concerns the amount of time given to work and non-work roles.
 Involvement balance, meaning the level of psychological involvement in, or
commitment to, work and non-work roles.
 Satisfaction balance, or the level of satisfaction with work and non-work roles.

A good balance in work and life can play a phenomenal role in the attainment of personal and
professional goals.

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 7. WHY HAS BALANCE BECOME MORE DIFFICULT?

Technological change:

Technological advances have fundamentally changed the nature of work. Technological change
can be linked to the issue of work-life balance in three ways: it has led to a decrease in job
security and/or an increase in unemployment/under-employment for those without the skills to
compete in today’s labor market, it has led to a blurring of the boundaries between work and life
as it becomes increasingly easy to work anytime and anywhere, and the use of office technology
such as e-mail and fax is associated with increased workloads and greater job stress.

Changes in time spent in work:

At a time when technology was supposed to be reducing the work week and freeing up leisure
time, a large segment of employees are actually working longer hours. More employees are
“donating” time to their employer. Since time is a finite resource, employees who devote more
time to work have, by definition, fewer hours to spend in non-work roles and activities or sleep
less. As such, they can be expected to have greater difficulties balancing work and family.

Downsizing, Restructuring and Decline in Job Security:

Lowe and Schellenberg (1999) contend that a decline in secure, lifelong career employment leads
to decreased morale and increased job insecurity and stress. Job insecurity has relevance to the
work-life conflict in that for many employees, work-life balance takes second place to securing
permanent full-time employment. In addition, employees who are worried about finding and
keeping a job may be more likely to accept non-supportive, unhealthy and abusive working
conditions.

Women in the work force and changing family patterns:

There is a growing involvement of women in the paid labor force and a shift toward the dual-
income family. The dual-income family has replaced the traditional male
breadwinner/homemaker wife as the prototypical family type. The employees must cope with the
combined demands of their paid work and their domestic responsibilities.

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 8. PAYBACK FROM WORK-LIFE BALANCE

There is not a straight cause-and-effect interaction, but a chain of events as illustrated below:

Investment in work-life balance is a long way down the chain to profit improvement.

8.1 Impact on Employees

Many organizations feel that what employees want is only money, whereas it is not true after a
certain extent. According to recent survey the right to work flexibility is valued by employees
higher than any other “perk”, including a company car. Some obvious results are

 Arrests attrition
 Increases levels of production and satisfaction
 Builds diversity in skills and personnel
 Improves morale
 Reduces sickness and absenteeism
 Enhances working relationships between colleagues

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  Encourages employees to show more initiative and teamwork
 Decreases stress and burn-out

8.2 Impact on Organization

 Recruitment and retention
 Employee motivation
 Absenteeism
 Creativity
 Customer satisfaction
 Quality of work
 Health cost
 Working smarter

8.3
Impact on Community

The primary benefit to organizations appears to be:

 Maintenance of positive corporate reputation.

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  Fewer problems arising from employee dishonesty.
 Wider perspectives to solve difficult business problems.
 Active resolution of social problem that may impact upon business.
 Active role in charity fundraising or assisting in management of voluntary organizations.

8.4 Relationship between Work-life balance and Productivity

Labour productivity is defined as total output divided by labour inputs and is considered as a
necessary, though not sufficient in itself, condition for long-term profitability and success
(Guthrie, 2001).

Productivity and work-life balance - self perceptions

very satisfied 42 39 11 7
work-life balance

satisfied 20 51 25 5
very productive
productive
neutral 16 44 33 7
neutral
not productive
fairly/very 15 41 32 11
dissatisfied

0% 20% 40% 60% 80% 100%

perceived productivity

 A body of research supports a positive relationship between work-life balance and

productivity. The more the employees balance their personal and work life the greater
their productivity. Productivity is related to good management, flexible working, and
satisfaction with work-life balance and enjoyment of one’s job.
 A US survey of 151 managers and 1353 mainly professional employees in six major
corporations found that 70% of managers believed that allowing staff to work flexibly
resulted in increased productivity, 76% reported higher staff retention and 65% reported
increased quality of work. The remainder mostly reported no change on these outcomes,
with approximately 5% reporting negative effects on productivity (Boston College Center
for Work and Family, 2000).

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  The PNC Bank found a saving of $112,750 in turnover costs in seven months of having
a flexibility programme, and IBM and Ernst & Young have seen higher revenues and
stock prices connected to employee flexibility options (Working Families, 2006:17).
 In a US survey of 400 HR executives, 75% reported a positive or very positive bottom-
line impact from work-life arrangements, with the remainder split between a negligible or
negative impact In this survey, organisations reporting a “very positive” bottom-line
impact were those with the highest proportion of female employees and with cutting-edge
philosophies. While larger companies were more likely to offer work-life balance
options, smaller companies were more likely to report the greatest benefits.

9. ORGANISATIONS CREATING WORK AND LIFE FLEXIBILITY

 Infosys
Infosys understands the needs of its employees for work-life balance. Many Human
Resource Policies are in place to ensure employees are satisfied. Infosys has a Satellite
centre in Bangalore to enable employees (particularly new and to-be mothers) to cut
down on travel time to work. The company had also initiated a Pilot project for
employees giving them an opportunity to opt for a one-year sabbatical at any point in
their careers. This could be used for childcare, eldercare, higher studies or for health
reasons. Infosys has emerged as the top employers in the IT segment, according to a
survey conducted by International Data Corporation (IDC).
 TCS
Tata Consultancy Services has included “LIFE” as an integral policy. They conduct many
work-life programs to respond to the needs and aspirations of its employees while
retaining fun as a key element. Their policies address to the need for an increased
flexibility in order to navigate the different spheres of life.
A part of TCS' work-life balance programs is ‘Maitree'. The program actively promotes
a series of scheduled fun and cultural events and activities, and also keenly promotes
community development projects. They believe in making their employees experience
life from a holistic perspective and consistently award them the opportunity to participate
in various social development initiatives.

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  IBM
IBM helps its people to create a work/life balance through its principles, policies and
programs. To address the employee and business needs, IBM has developed many
flexibility principles and programs for e.g. Job share workshops, Men@work, Get
balanced and people oriented job redesign etc. It supports and creates flexible work
environment that gives employees more flexibility and control over their work as an
important means to achieve greater work/life balance and enhanced productivity.

 TESCO
Tesco's Lifestyle Breaks give employees the chance to spend time with their children,
renovate their house, go travelling, have plastic surgery - whatever takes their fancy.
They can take up to 12 weeks off, and when they return they go back to the same job,
including hours, pay, and location. They are also entitled to the same benefits as they had
before. Employees in the past have used the time to go travelling, renovate their house,
spend time with their children, as well as recovering from plastic surgery and even losing
weight. This helps staff achieve a better work-life balance and creates increased loyalty
towards the firm. The company says it is more likely to retain talent, especially graduates,
because of it. The fact Tesco is so outwardly keen to help its staff enjoy a work-life
balance helps its employer branding too.

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 10. HOW DOES AN ORGANISATION STAND UP?

The horizontal dimension represents the formal and informal provision of policy options. At the
lower end of this continuum there are few formal policy options to choose from and at the higher
end a very diverse and generous approach is taken. An organization placed highly on the scale
provides a wide range of formal work/life options such as flexible start and finish times,
telecommuting, part-time arrangements, paid parental leave, etc.
The vertical dimension in this figure represents how supportive the culture is towards flexible
work arrangements and activities enhancing work/life balance. It is fully supportive at one end
and non-supportive at the other,

Using this framework, optimal organizations or ‘Utopians’ are generous in the options available
to staff, and the local work environment actively and genuinely supports people utilising these
options. They are more than likely implementing creative solutions to address work/life balance
for their employees. One of the examples is that of Ernst & Young.

The ‘Visionaries’ are organizations that have a supportive culture but do not yet provide many
formal policies in place for their staff. They may not have considered fully the wide range of
formal and informal options that are available. They are, however, very supportive of people
wishing to engage with the flexible work arrangements available.

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The ‘Braggers’ theoretically provide a range of flexible work options, and consequently look
good to outsiders, but do not follow through with support at the ‘coal-face’. Braggers may also
introduce work/life measures for reasons other than the enhancement of work/life balance.

The ‘Laggers’ have neither the formal options available, nor the support of the day-to-day work
environment. With an ageing workforce and skilled labour shortages in many industries and
occupations, these organizations will be increasingly left behind, experiencing high turnover and
negative employer branding.
.

11. BEST HR PRACTICES - LESSONS FROM BEST

WORKPLACES IN INDIA
The top 10 Best HR practices are as follows:

1) Building superior workplace is part of corporate identity. 

2) Take care of employees -customers keep coming back.
3) Providing superior work-life value proposition.
4) Work – Personal life Balance.
5) Take time-off whenever it is necessary
6) Flexible Options
7) Members not Employees.
8) Employee Committee with genuine authority.
9) Recreation/Social Services/Food.
10) Database for employee suggestions in implementation.

From the above HR practices we can clearly see the importance of work life balance in today’s
scenario. It is ranked fourth and also the other best practices like, take care of employees; take
time off; recreation, etc are also a part of work life balance initiatives.

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 12. MAKING THE DIFFERENCE-THE ROLE OF HR
HR’s role in creating a culture supportive of work-life balance is vital and substantial.

 Only HR can make a convincing case for making the business impact of investing time
and money in promoting good work-life balance practice.
 Only HR can craft and sell it to top management viable strategies for taking advantage of
the competitive potential that a proactive approach to WLB brings.
 Only HR can design and integrate the wide portfolio of policies needed, and only HR can
develop and implement the process for measuring progress against WLB goals.
 HR’s key role is to have the courage to conduct the WLB debate at all levels in the
organization, pushing it into the agenda whenever and wherever possible with the aim of
developing a strategic approach to these issues.

There has to be a practical framework for thinking about how we allocate our resources of time
and energy. In theory, at least, people who wish to have balance need to allocate their time and
resource for

 Themselves (Me time)- recharging their batteries, taking care of their own physical nad
emotional needs.
 Close others- family, close friends and other people with whom they have close
emotional ties.
 Paid employment- as a means to finance the fulfillment of their needs.

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  Distant others- involving in voluntary activities for their communities, society and
country.

12.1 Who to make the case to?

At least five audiences have to be included in order to develop a holistic strategy for the
organization which wants to have a proper work-life balance:

 Top management has to sign on to the benefits, to demonstrate the advantages of WLB
by providing positive role models and to make the link between success and WLB
constantly in their communication with employees.
 Managers have to believe that the business genuinely wants them to institute good WLB
practice, and that failure to deliver a culture of WLB is a black mark on their
advancement prospects, and that they too can have a better WLB without damaging their
career prospects.
 Employees in general have to recognize that WLB is a valued part of social exchange or
psychological contract between them and organization and that success outside work is
regarded as positive factor in achieving success within work.
 Potential Employees must be convinced that company means what it says when it
promotes family-friends policies and flexible working; that the promised environment is
what they will actually experience.
 Investors have to accept that business will be more profitable and create greater
shareholder value from the investment in WLB.

The essence of WLB strategy is that it creates a win-win situation for all the above
categories.

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 13. RECOMMENDATIONS

13.1 Recommendations for Organisations

Some recommendations for organisations to help reduce work-life conflict in their employees are
as follows:

 Organisations need to understand that employees with better work life balance perform
better. Their productivity is higher, absenteeism and turnover is lower and
organisational commitment is improved. Thus, it brings benefits not only to employees
but employers also.

 Organisations need to focus on quality of work done rather than presuming that a
person spending greater hours at work is working better. They need to understand that
visibility is not always equal to productivity.

 Allocate work to individuals on the basis of their liking and interest in the field. If
employees find their work personally meaningful, they are bound to be more satisfied.
Flexibility in allocating work should be adopted. They should determine how the job or
tasks might be shared, broken up, done differently, re-allocated or performed at different
times or location.

 Organisations need to ensure that the policies made for employees are actually
implemented and don’t just exist on paper. They need to provide information and
assistance to managers and supervisors about how to promote flexibility and work/life
balance.

 There should be cooperation and understanding between the employee and employer.
For example, if an employee is working from home, he needs to ensure that he is
actually working and the employer needs to ensure that the employee is given the
freedom to work from home and not schedule any meetings on that day.

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13.2 Recommendations for Employers
 Devote more resources to improving “people management” practices within the
workplace. Employees who work for a supportive manager – one who is a good
communicator, focuses on output as opposed to hours and report a greater ability to
balance work and family than those who have a non-supportive manager.
 Provide employees with increased control and flexibility regarding when and where they
work. Employees who enjoy such control tend report lower levels of role overload, work
to family and family to work interference.
 Create more supportive work environments by:
o Working with employees to identify and implement the types of support they say
they need, and better inform them about policies that may currently be available
to them.
o Encouraging employees to use the supports that are readily available and ensure
that employees who could make use of such assistance do not feel that their career
prospects would be jeopardized by doing so.
 Give employees the explicit right to refuse overtime work. Providing employees with the
ability to refuse overtime hours appears to be quite effective in reducing high role
overload. This may reflect the increased ability of such employees to more easily
schedule time with family or run errands.
 Provide a limited number of annual paid leave days for personal reasons such as
childcare, eldercare etc.
 Make it easier for employees to transfer from full-time to part-time work and vice versa.
Introduce pro-rated benefits for part-time workers, guarantee a return to full-time status
for those who elect to work part-time, and protect employee seniority when shifting from
full to part-time work, and vice-versa.
 Provide appropriate support for employees who work rotating shifts. Such support should
be determined by consulting with those who perform shift-work. Policies that have been
found to be effective include limiting split shifts, providing advanced notice of shift
changes, and permitting employees to trade shifts amongst themselves.

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  Introduce initiatives to increase an employee’s sense of control, perhaps through
increased use of self-directed work teams, promoting meaningful employee participation.

13.3 Recommendations for Employees and Their Families

While the options for employees and families are more limited we do offer the following
recommendations to individuals:
 Take full advantage of what support policies exist within your organization.
 Raise work-life balance issues in workplace discussions and within the community.
 Educate yourself on how to deal effectively with stress.

13.4 Recommendations for Governments

There is a need for consistency with respect to labour standards pertaining to work-life balance.
Common standards would provide a starting point for organizations in developing workplace
policies and practices that address work-life balance issues. Therefore it is suggested that
governments implement legislation:
 That clearly states that management rights do not include the implicit right to demand
overtime of their employees, except in exceptional circumstances.
 That gives employees the right to time off in lieu of overtime pay.
 That entitles employees to a limited number of paid days off for personal leave year. This
leave should be available to them upon short notice, and employees should not be obliged
justify why they need time off.
 Strive to be model employers. As the largest employer in the country, the federal
government should set a positive example in the area of work-life balance.
 Implement labour legislation that includes specific language around long-term unpaid
leave for the care of a parent.
 Make it easier for family members who wish to stay home to care for their children or
elderly dependents. As it currently stands, such a choice often has negative tax
implications for the family.
 Contribute to work-life balance initiatives by: funding research in the area, disseminating
relevant information to key stakeholders, developing and offering appropriate educational

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 programs that illustrate the bottom line impact of imbalance, and educating employees
and families on how to cope with conflict.

14. PEDAGOGY OF “ICEBREAKING SESSION”

In the icebreaking session we plan to include the following activities to make our presentation
more interesting:

 A small video showing the importance of work-life balance in today’s fast pacing world.
 Activity on “Juggling of Balls”.
 Some interactions with people having work experience about their previous work-life
balance activities of organizations.
 Another video titled “Work-Life Balance at FORE School of Management”, depicting
the work-life balance maintained by students.
 Finally some recommendations from students which might help everyone in maintaining
a good work-life balance.

Please Note: The above activities are still in the planning stage, so we might change a few of
them during our real presentation based upon the new ideas that we might get.

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 15. REFERENCES

 Arvey, R.D., Bouchard, T.J., Segal, N.L., and Abraham, L.M. (1989), “Job Satisfaction:
Environmnetal and Genetic Components,: Journal Of Applied Psychology, 74, pp. 187-
192.
 Brayfield, A.H. and Rothe, H.F. (1951), “An Index of Job Satisfaction”, Journal of
Applied Psychology, pp. 307-311.
 Gruneberg, M.M. (1979), Understanding Job Satisfaction, Wiley, New York. Hackman,
J.R. , and Oldham, G.R. (1975), “ Development of Job Diagnostic Survey,” Journal Of
Applied Psychology, 60.2, pp. 159-170.
 Spector, P.E. (1997), Job Satisfaction: Application, Assessment, Causes and
Consequences, Thousand Oaks, CA: Sage.

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