A STUDY ON WORK-LIFE BALANCE IN

DIFFERENT ORGANIZATIONS

Project report submitted in partial fulfillment of requirements For the Award of

Post Graduate Diploma in

HUMAN RESOURCE MANAGEMENT

Submitted by

DINESH J
Reg. No: 221HR2004

SCHOOL OF CONTINUING EDUCATION

MADRAS CHRISTIAN COLLEGE (AUTONOMOUS)

CHENNAI-600059

APRIL 2022-2023
 CERTIFICATE

This is to certify that this project report entitled “A STUDY ON WORK-LIFE BALANCE IN
DIFFERENT ORGANIZATIONS” is a bonafide record of work independently carried out by
DINESH J, Reg No: 221HR2004 As per hall ticket of PGDHRM (afternoon batch), under
my guidance during the period of his/ her study in the academic year 2022-2023. He has
completed her project under my guidance and to the best of my satisfaction. The project work
represents the independent work of the candidate.

Signature of the Director

Signature of the Guide

 ACKNOWLEDGEMENT

First and foremost, I thank God almighty for his grace and blessings. I have the great pleasure in
conveying my profoundest thanks to our beloved principal Dr. P. WILSON for providing a good
college environment.

I extend my thanks to the director of our department Dr. SURENDRAN PURUSHOTHAMAN

and the staffs of the Department of School of continuing education for their support.

My special thanks to my guide Ms. ELKA MARIAM THOMAS, who had given valuable
suggestions which were helpful for me throughout the completion of the project.
 DECLARATION

I, DINESH J here by declare that the project report entitled “A STUDY ON WORK-LIFE
BALANCE IN DIFFERENT ORGANIZATIONS” is a record of the original work done by
me for the requirement of Post Graduate Diploma in Human Resource Management.

Place: Chennai
Date:

DINESH J
 TABLE OF CONTENTS

CHAPTER TITLE PAGE

NO.

List of Table

List of Charts

1 Introduction 9-27

2 Review of Literature 29-41

3 Research Methodology 43-45

4 Data Analysis and Interpretation 47-65

5 Findings, Suggestions and Conclusion 67-69

6
Bibliography 70-71

7 Annexure 73-76
 LIST OF TABLES
Table TITLE Page
No No.
4.1 Gender 47

4.2 Age 48

4.3 Martial status 49

4.4 Work Experience 50

4.5 Annual Income 51

4.6 Do you generally feel you are able to balance your work life? 52

4.7 How many hours a day you work? 53

4.8 Do you normally work more than 6 days in a week? 54

4.9 Do you normally work more than 12 hours in a day 55

4.10 How often do you think or worry about work? 56

4.11 How do you feel about the amount of time you spend at work? 57

4.12 How many hours a day you spend time with your Family/child? 58

4.13 Do you often miss out quality of time with your family/friends? 59

4.14 Does your job make it difficult to take care of the personal life you would 60
like to have?
4.15 Does your organization takes any initiative to manage work life of its 61
Employees?
4.16 How often do you feel that work-related stress affects your physical 62
health?
4.17 How do you feel supported by your organization in maintaining a healthy 63
work-life balance?

4.18 Do you feel work life balance policy in the organization should be 64
customized to individual needs?
4.19 Do you think that if employees have good work-life balance the 65
organization will be more effective and successful
 LIST OF CHARTS
Table TITLE Page
No No.
4.1 Gender 47

4.2 Age 48

4.3 Martial status 49

4.4 Work Experience 50

4.5 Annual Income 51

4.6 Do you generally feel you are able to balance your work life? 52

4.7 How many hours a day you work? 53

4.8 Do you normally work more than 6 days in a week? 54

4.9 Do you normally work more than 12 hours in a day 55

4.10 How often do you think or worry about work? 56

4.11 How do you feel about the amount of time you spend at work? 57

4.12 How many hours a day you spend time with your Family/child? 58

4.13 Do you often miss out quality of time with your family/friends? 59

4.14 Does your job make it difficult to take care of the personal life you would 60
like to have?
4.15 Does your organization takes any initiative to manage work life of its 61
Employees?
4.16 How often do you feel that work-related stress affects your physical 62
health?
4.17 How do you feel supported by your organization in maintaining a healthy 63
work-life balance?

4.18 Do you feel work life balance policy in the organization should be 64
customized to individual needs?
4.19 Do you think that if employees have good work-life balance the 65
organization will be more effective and successful
 Chapter- I
INTRODUCTION
1.0 INTRODUCTION

Since the 1960’s, the labor market, employment, work and home life have undergone significant
transformation as a result of factors such as changes in demographics, increased female
participation in the labor market, increased levels of educational attainment, changes in the
composition of households, the decline of traditional employment models and the rise of dual
earner families. These developments have contributed to fundamental changes in the
“traditional” allocation of time between work performed in employment settings, work at home,
home production and leisure. (Chaykowski Richard, June 2006)

Today, the division between home and work life is different for both males and females — and
there is increased public and policy concern and debate about whether the quality of working life
and home life has eroded and whether work-life balance has been transformed into work-life
conflict. The concern is that these developments have increased work-life conflict that manifests
itself as increased reported stress, with costs to employees in terms of health, to employers
arising from lost productivity and to society from increased costs of health care and other
negative social outcomes.( Chaykowski Richard, June 2006)

Consider the example of the IT sector in India. Information Technology (IT) sector in India is
doing very good. There are more job opportunities due to the IT boom. Just after the completion
of professional qualifications like B.Tech and MCA (engineering graduates and computer post
graduates), the applicants are getting jobs. The pay and perks are encouraging. But the work life
is highly complicated and highly demanding. There are many pulls and pressures during the
work life. There are too many commitments and deadlines and there are too much of
unpredictable peaks and troughs during the course of the working time. All these things make the
work as a hectic activity and a strenuous one. Sitting in front the computer systems is leading to
developing stiff neck problems, dry eyes, irritation, back pains etc., It looks like having
everything but losing so many things related to health and recreation.

But, organizations’ need to attract and retain valued employees in a highly competitive labor
market is a strong motivating factor for increased organizational awareness and action with
regard to human resource policies and practices that address work/life balance. Work-life balance
is an important area of human resource management that is receiving increasing attention from
government, researchers and management.( Helen de Cieri et. al. , Nov 2002)
Why Should Employers Care about Employees’ Work-Life Balance?

Many organizations feel that helping employees balance competing work and non-work demands
is not their responsibility. Rather, they subscribe to a somewhat outdated view called the “myth
of separate worlds” that is based on the premise that work is work and life is life and that the
domains do not overlap. Such organizations argue that “it was the employee’s choice to have a
family so balancing competing demands is their problem not ours.” Such organizations also note
that they are “in the business” of increasing shareholder value and serving customers and not
helping employees cope with stress.

In other organizations, employees without dependent care responsibilities interpret “family

friendly” as favoritism and complain that they are being “unfairly” or inequitably treated. Such
employees feel that their colleagues with childcare or eldercare responsibilities are “getting away
with less work” and that the needs of childless employees are being ignored. This backlash
against “family friendly” makes it harder for organizations who wish to address the issue.

Our research debunks the above preconceptions and supports that the inability to balance work
and family is “everyone’s problem.” High work-life conflict negatively impacts the employer,
the employees’ colleagues, the employee, the employees’ family, and society as a whole. From
the employer’s perspective, the inability to balance work and family demands has been linked to
reduced work performance, increased absenteeism, higher turnover, lower commitment and
poorer morale. Work-life conflict has also been linked to productivity decreases associated with
lateness, unscheduled days off, emergency time off, excessive use of the telephone, missed
meetings, and difficulty concentrating on the job. Conflict between work and family demands is
also a problem for employees and their families. (Duxbury & Higgins, Oct 2001) Work-life
balance strategies are used as solutions to reduce these growing work life conflicts.

Defining work-life balance

We all play many roles: employee, boss, subordinate, spouse, parent, child, sibling, friend and
community member. Each of these roles imposes demands on us that require time, energy and
commitment to fulfill. Work-family or work-life conflict occurs when the cumulative demands of
these many work and non-work life roles are incompatible in some respect so that participation
in one role is made more difficult by participation in the other role. (Duxbury & Higgins, Oct
2001)

Work/life balance, in its broadest sense, is defined as a satisfactory level of involvement or ‘fit’
between the multiple roles in a person’s life. Although definitions and explanations vary,
work/life balance is generally associated with equilibrium, or maintaining an overall sense of
harmony in life. The study of work/life balance involves the examination of people’s ability to
manage simultaneously the multi-faceted demands of life. Although work/life balance has
traditionally been assumed to involve the devotion of equal amounts of time to paid work and
non-work roles, more recently the concept has been recognized as more complex. There exists
three basic aspects of work life balance

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

This model of work/life balance, with time, involvement and satisfaction components, enables a
broader and more inclusive picture to emerge. For example, someone who works two days a
week and spends the rest of the week with his or her family may be unbalanced in terms of time
(i.e. equal measures of work and life), but may be equally committed to the work and non-work
roles (balanced involvement) and may also be highly satisfied with the level of involvement in
both work and family (balanced satisfaction). Someone who works 60 hours a week might be
perceived as not having work/life balance in terms of time. However, like the person who works
only a few hours a week, this individual would also be unbalanced in terms of time, but may be
quite content with this greater involvement in paid work (balanced satisfaction). Alternatively,
someone who works 36 hours a week, doesn’t enjoy his or her job and spends the rest of the time
pursuing preferred outside activities may be time-balanced but unbalanced in terms of
involvement and satisfaction. Thus, achieving balance needs to be considered from multiple
perspectives. (Hudson)
A Brief History

During the 1960s and 1970s, employers considered work-life mainly an issue for working
mothers who struggled with the demands of their jobs and raising children. Throughout this
period and into the mid-1980s, the U. S. government had the major impact in the field, as
reflected by the Presidential Conference on Families, the Pregnancy Discrimination Act, and the
Quality of Employment Survey.

During the 1980s, recognizing the value and needs of their women contributors, pioneering
organizations such as Merck, Deloitte & Touche, and IBM began to change their internal
workplace policies, procedures, and benefits. The changes included maternity leave, employee
assistance programs (EAPs), flextime, home-based work, and child-care referral. During the
1980s men also began voicing work-life concerns. The term ‘work-life Balance’ was first coined
in 1986 in reaction to the unhealthy choices that many Americans were making in favor of the
work place, as they opted to neglect family, friends and leisure activities in the pursuit of
corporate goals. Articles of the time suggested a sharp increase in the working hours of the
Americans. This had started to affect their families and individual heath. Work life balance
slowly was gaining grounds in the various organizations. By the end of the decade, work-life
balance was seen as more than just a women’s issue, affecting men, families, organizations and
cultures.

The 1990s solidified the recognition of work-life balance as a vital issue for everyone--women,
men, parents and non-parents, singles, and couples. The 1990s saw a rise in the number of
working women and the dual-income families. A second family configuration, the lone parent
household also became prevalent in the 1990s. the labor force experienced considerable
challenges in balancing the work and family responsibilities. This growing awareness of the
central importance of the issue resulted in major growth in attempted work-life solutions during
this decade. Numerous studies showed that the generations from baby boomers to new college
graduates were making job choices based on their own work-life issues and employers’ cultures.
Unfortunately, although companies were adopting family-friendly policies, employees and
managers were not implementing them. Many of the policies put into place in the 1980s failed to
have a significant impact on most managers’ and employees’ real-world work-life-balance
results. Americans still reported feeling even more overworked and out of touch with their
nonwork lives much of the time. (Duxbury & Higgins, Oct 2001)

It can also be argued that much of the above discussion is no longer relevant to our discussion on
work-life conflict due to labour market changes that occurred in the late 1990s and beyond.
Proponents of this view contend that organizations have made significant progress with respect
to work-life balance in recent years. They attribute increase in corporate awareness to two issues:
the greater need to recruit and retain workers, and changing attitudes toward work. Such
changes, they argue, have provided a power impetus for companies to turn to more flexible,
family friendly workplaces as a means of retraining and energizing key employees and meeting
strategic objectives. Arnold Deutsche, in his book entitled The Human Resource Revolution:
Communicate or Litigate noted that today’s “knowledge workers” hold work attitudes that differ
in many ways from those of the “factory and production” workers that preceded them. Key
differences include rising expectations for a more rewarding career, more humane working
experiences and a greater “democratization” of the workplace. Today’s employees are more
likely to want a career not “just a job” and a meaningful life outside of work. Many have high
expectations about gaining satisfaction from their work now and in the future, and want a say in
decisions affecting their jobs and their employment. Researchers are also seeing a different set of
attitudes in individuals just entering the workplace. As Conger (1998, p. 21) notes: • In a
nutshell, they distrust hierarchy. They prefer more informal arrangements. They prefer to judge
on merit rather than on status. They are far less loyal to their companies. They are the first
generation to be raised on a heavy diet of workplace participation and teamwork. They know
computers inside and out. They like money but they also say they want balance in their lives.
Research also indicates that this group wants choice, flexibility and increased control over both
their jobs and the work-life interface (Conger, 1998). Individuals who are now entering the
workforce tend to be the children of parents who both held jobs. While these individuals
benefited from the extra family income being in a dual-income family entailed, many felt that
they were deprived of their parents’ company, a situation aggravated by the fact that a very high
percent were the children of divorce (Conger, 1998). Many in this new generation of workers say
that they do not want the sort of lives their parents led. Rather, they want to spend more time
with and be more available to their families (Conger, 1998). This increased desire and quest for a
“real balance between work and private life” has major implications for today’s workplace,
especially with respect to recruiting and retaining this cohort. This generation can be expected to
insist that organizations find more flexible ways to integrate time for family and private lives into
demanding careers (Conger, 1998). The business practices that motivated the homogeneous,
male breadwinning workforce of the past, therefore, may simply not work for this group of
employees. Conger (1998) also suggests that this yearning for life balance may increase conflict
for this new generation of workers as their value for interesting work, which is often
accompanied by longer hours and greater demands, conflicts with their desire for happy
marriages, meaningful family time and weekends they can call their own.( Duxbury & Higgins,
Oct 2001)

Importance of work life balance

Although work- life balance looks different to everyone, being on- call every evening and
weekend for times isn't sustainable. Having enough time for work and your particular life is
essential for your well- being and can lead to a further fulfilling life, both at home and in the
office. Some of the benefits of work- life balance are:

Bettered Physical Health: Spending too numerous hours working can lead to stress that
weakens the vulnerable system, giving way to frequent bouts of illness. A healthy work- life
balance protects your health, which means you will take smaller sick days and have further
energy for your conditioning. Advanced Productivity Do you ever feel like you are working
more but completing lower? When you feel unstable, your mind can wander to the effects you
wish you were doing. When you feel you have time for both work and play, systems go easily
because you can concentrate on one thing at a time.

Career Advancement : Still, have mind- drift during meetings, and wake up dreading going to
work, If you are not getting systems completed on time. Making enough time for sleep and
exercise helps you completely share and be present at work to keep you on track for
advancement.

Further Creativity : No matter what your line of work is, creativity is essential when you are
working problems. When your life is balanced, ideas flow more fluently, and results to problems
are more apparent.
Happiness : It can be delicate to define what happiness is. But you sure know what it's like to be
unhappy! Looking forward to work, taking on new systems with a" can- do" station, and simple
pleasure with the small effects are signs of happiness.

Benefits of Work Life Balance Initiatives

Work Life Balance initiatives have been an integral part of the HR policies for a long time. There
are certainly obvious benefits to the employer as well as the employee.

1. 10 Benefits for employers include:

2. Lower staff turnover and increased return on training
3. Reduced absenteeism and lateness
4. Improved employee morale and commitment
5. Reduced stress and improved productivity
6. A more flexible workforce
7. Increased ability to attract and recruit staff
8. Potential for improved occupational health and safety
9. Fulfillment of equal opportunity objectives
10. Good corporate citizenship and an enhanced corporate image.

Benefits for employees include:

• Ability to manage work and individual commitments

• Improved personal and family relationships

• Flexible working arrangements resulting in reduced work overload and stress

• Increased focus, motivation and job satisfaction knowing that family and work commitments
are being met

• Increased job security from the knowledge that an organization understands and supports
workers with family responsibilities

• Increased ability to remain employed.

• Increased ability to remain competitive in career advancement

• Improved health and wellbeing of staff

Critical Success Factors

To achieve the benefits of introducing work life balance initiatives, the critical success factors
are:

● Choose work life balance practices that are suitable to the workplace and the employees’
jobs, and ones that will meet the needs of the employees.
● Ensure there is good communication with employees, and they are well informed of the
options available to them.
● Provide clear guidelines to all employees on how the work life balance practices are to
work.
● Ensure that supervisors do not inhibit employees from accessing the work life balance
practices that are available to them.
● Treat all employees fairly and equitably, regardless of their family/personal
responsibilities.
● Be flexible with the changing needs of employees.
● Ensure that any changes in work practices are consistent with award or agreement
requirements.
● Check whether the new work practices are actually assisting employees to better balance
their work and family/personal responsibilities.

Factors Affecting Work-Life Balance

There are various factors which affect work-life balance and had been studied by various authors.
These factors could be related to an individual, family-related, work-related and family and
work-related. Fisher-McAuley et al. (2003) examined the relation between employees' beliefs
about having a balance between work and personal life, and the feeling of job stress, job
satisfaction, and reasons why one might quit his/her job. In this paper, an endeavor has been
made to provide an overview on various factors of Work-Life Balance through the review of
existing literature, which led to emergence of eleven factors. These factors are:

1. The first factor which was identified through Analysis was Social Support. Social
Support is an important factor which contributes to work-life balance. When people have
 social support from work and family, they can balance their lives with proper peace and
harmony. With the usage of technology, it becomes easier to balance work and family
domains.
2. The second factor which was identified through Analysis was related to Organizational
Issues. Organization plays an important role in initiating work-life balance policies for its
employees. If organization emphasizes on proper work-life balance policies, it can lead to
better performance and employee satisfaction.
3. The third factor which emerged through Analysis was Stress Issues. Stress is the major
cause of unhappiness among employees, whether it is real or imagined. Stress being one
of the major factors which affects work-life balance of employees leading to fatigue,
mental illness, depression, heart diseases, and ultimately loss in productivity.
4. The forth factor which emerged out of Analysis was Information Technology. IT is one of
the major factors of work-life balance as it helps in providing 24*7 accessibility and
connectivity.
5. The fifth factor emerged through Analysis was Work Issues. Work being an important
factor affects work-life balance of employees, as if there would be work overload, it
would increase stress level and it will create an imbalance in the lives of the employees.
6. The sixth factor which was identified through Analysis was Family Issues. Family holds
an important place in a person's life. If an individual is happy and gets social support
from his family, then it enhances work-life balance. If an individual is unhappy from
family, it may create work related stress and conflicts
7. The seventh factor identified through Analysis was Social Issues. An individual can't live
in isolation. There are certain social duties which he needs to fulfil in order to keep his
life at peace and harmony.
8. The eighth factor which emerged through Analysis was Supportive Factor from
organization. An employee to be committed and involved in the organization must
require support from his organization which can enhance his performance and balance his
work-life too.
9. The ninth factor emerged through Analysis was Work overload factor. Work overload is
playing a crucial factor in increasing the stress level and creating imbalance at work as
well as in family.
 10. The tenth factor which was identified through Analysis wasIndividual Issues. An
individual is responsible for creating a proper balance between work and family if he is
able to manage both the responsibilities and manage himself also.
11. The eleventh factor which was identified through Analysis was Lack of Knowledge. Lack
of knowledge is a factor which creates problem as individual is unaware about the issues
that are emerging related to work-life balance in this changing scenario and how can IT
help in creating a balance.

Global Perspective
The trend in the globe is that, not only are companies and employees striving to strike Work-Life
Balance but also are the governments working hard towards the same. Let us consider the
examples of some of the countries

1) New Zealand

Employee’s perspective of work life

- Flexible start and finish times, and more leave

- both paid and unpaid.

- More choice about the way they work, including having more input into rosters and shifts, and
choosing the number of hours they work

Employers offering

- Being able to occasionally vary start and finish times to cope with a problem

- Using personal sick leave to care for others

- Flexible break provisions

- Study leave

Governments initiative
- The Employment Relations (Flexible Working Arrangements) Act was passed in Parliament in
late 2007. It was brought into place to provide guidelines to both employers and employees in
relation to more flexible working arrangements. It provides employees with the ability to propose
changes to their work environment including the place they work, and the hours and days.

Obstruction

Working long hours, varied hours, and rotating shift work makes work-life balance a lot harder.
When hours are worked also makes a difference, especially when they are worked at night.
Frequently working extra hours in own time i.e. without pay makes work-life conflict worse.
Work place culture made work-life balance harder to achieve, particularly the expectations of
colleagues, workmates, managers and supervisors.

2) Netherlands

Initiatives to give workers more control over their working time, such as the Netherlands'
Adjustment of Hours Law assist workers in improving their work life balance.

3) Canada

• The Labour Program, Human Resources and Skills Development Canada (HRSDC),
encourages the development of workplace measures that improve work-life balance and support
working parents.

• The Labour Program has published several research studies to assist public policy development
on work-life balance issues, and to help organizations design and implement programs and
policies that facilitate work-life balance.
4) The Indian Picture
The career-minded gen-Xers and India’s booming economy once had people terming work-life
balance as a ‘Western’ problem. But these same youngsters are now struggling with the
inevitable effects of all work and no play. On the one hand, the drive is to keep up with the
workload, to climb that corporate ladder and prove yourself. On the other, fatigue, milestones
missed and lack of time with friends and family. For the ‘We want it all’ generation, this delicate
see-saw to reduce stress and maintain harmony is an ongoing challenge.

However it is not easy to find many references to Work-Life Balance policies and issues in
India. This is not to discount their existence in the country, but it does indicate its relative
unimportance as a strategic business issue in the country. It is indeed hurting to see a majority of
Indian companies still wedded to the old style presenters philosophy instead of offering
managers opportunities to strike a healthy Work-Life Balance.

Thus, In India the IT Industry is probably the first mover in terms of introducing Work-Life
Balance policies. There have been pioneers in the country like NIIT, a premier IT Training
organization, which several years ago introduced innovative allowances for employees who were
dating, got engaged and so on. It made the news time and again because of what these policies
did to recruit promising talent and ensure a motivated workforce. Work-Life Balance policies
seem to be targeted at potential recruits rather than a tool to further the entry and progress of
women into the workplace as elsewhere in the world.( For e.g. Indian talented young women
have often ended up quitting their job after marriage and children’s because of social
constraints.)

In India, there is a starting point in that organizations have recognized the need for and value of
Work-Life Balance policies. But the debate has to now move into implementation and the
Government could play a critical role in being a catalyst of change. An advantage that Indian
industry will however have is learning’s from the experiences of other countries in what has
worked and what has not. There’s no ‘one size that fits all’ and Indian companies will have to
adapt policies to fit in with not just the nature of industry, profile of workforce and other such
factors but also with the local culture and environment initiatives to promote work/ life balance
for employees include free membership to children of all IBMers to the GenieKids Resource
center through out the year. The Resource Center houses a library, activity based games, pottery
classes, computer classes etc. IBM employees can also attend Parenting Workshops at the
Resource Center, covering topics like "Developing Child's Intelligence", "Communicating
towards better parenting", "Developing parent child relationships", at discounted rates through
out the year Accenture has also incorporated family events into its employee calendars, with
social gatherings or outings where the whole family comes together. Mandatory number of
holidays, discounted gym and saloon memberships and even in-house work-life effectiveness
managers and career counselors are all attempts by Accenture to counter stress and maintain the
work life balance. Accenture currently has 30,000 employees in India as of May 2007. Said
Rekha Menon, Executive Vice President, India Geographic Services and Human Capital &
Diversity, Accenture India, “It’s important to create the right mixture because without work/life
balance, any career goals or aspirations one has set will eventually fall flat due to the mind or
body’s inability to keep up. Finding one’s career niche involves more than gathering and
applying copious amounts of industry and job information. Learning to create work/life balance
can help by clearing the mind and body, which in turn helps you identify which goals are most
important to you.”
 INDUSTRY PROFILE

This Industry Profile examines the Work-Life Balance in various industries, focusing on major
sectors: IT Servicing,KPO’s and other industries where the 2 Major Organizations listed are
1.RR Donnelley and 2.Cognizant Technology

1. Organization Study : RR Donnelley

Introduction:
RR Donnelley is a global provider of integrated communications, enabling organizations to
create, manage, deliver, and optimize their multichannel marketing and business
communications. Founded in 1864, RR Donnelley has a rich history of innovation and has
evolved into a leading communications services company. This organization study aims to
provide an overview of RR Donnelley's structure, key departments, processes, and corporate
culture.

1. Organizational Structure: RR Donnelley follows a hierarchical organizational structure, with

clear lines of authority and reporting. The company is divided into various divisions,
departments, and subsidiaries to effectively manage its operations. The key components of the
organizational structure include:

a. Corporate Headquarters: The corporate headquarters is responsible for strategic planning,

overall management, and coordination of RR Donnelley's global operations.

b. Divisions: RR Donnelley has multiple divisions based on its service offerings, such as
Commercial Printing, Variable Print Solutions, Logistics, Business Process Outsourcing, and
Global Outsourcing Services.

c. Departments: Each division comprises various departments focused on specific functions, such
as sales and marketing, production, finance, human resources, information technology, research
and development, and quality assurance.
2. Key Departments:

a. Sales and Marketing: Responsible for identifying new business opportunities, managing client
relationships, and promoting RR Donnelley's services and solutions.

b. Production: Handles the production processes, including prepress, printing, binding, finishing,
and packaging, ensuring high-quality output and timely delivery.

c. Finance: Manages financial operations, including budgeting, financial reporting, taxation, and
strategic financial planning.

d. Human Resources: Overseas recruitment, training and development, performance

management, employee relations, and overall HR policies and practices.

e. Information Technology: Handles the company's technology infrastructure, software

applications, network security, data management, and digital transformation initiatives.

f. Research and Development: Focuses on innovation, product development, process

improvement, and staying abreast of emerging technologies and trends in the communications
industry.

3. Processes and Workflows: RR Donnelley follows streamlined processes and workflows to

ensure efficiency and quality in its operations. Key processes include:

a. Client Engagement: The process of understanding client requirements, proposing solutions,

and establishing contractual agreements.

b. Project Management: Planning, executing, and monitoring projects, ensuring adherence to

timelines, quality standards, and client expectations.
c. Production Workflow: Sequential steps involved in prepress, printing, binding, finishing, and
packaging, utilizing advanced technologies and quality control measures.

d. Supply Chain Management: Managing the procurement of raw materials, inventory control,
logistics, and distribution to optimize the supply chain.

e. Quality Assurance: Implementing quality control measures at each stage of the production
process to ensure high-quality output and customer satisfaction.

4. Corporate Culture: RR Donnelley fosters a culture of innovation, collaboration, and

customer-centricity. Key aspects of the corporate culture include:

a. Innovation: Encouraging employees to think creatively, explore new ideas, and implement
innovative solutions to meet client needs and drive business growth.

b. Collaboration: Promoting teamwork, cross-functional collaboration, and knowledge sharing to

leverage collective expertise and enhance organizational performance.

c. Customer-Centric Approach: Placing a strong emphasis on understanding and exceeding

customer expectations, building long-term relationships, and delivering exceptional service.

d. Employee Development: Investing in employee training and development programs to

enhance skills, foster career growth, and retain top talent.

e. Corporate Social Responsibility: Demonstrating a commitment to environmental

sustainability, ethical business practices, and community engagement.

Conclusion: This organization study provides an overview of RR Donnelley's organizational

structure, key departments, processes, and corporate culture. RR Donnelley's focus on
innovation, customer-centricity, and operational excellence has enabled it to establish a strong
presence in the global communications services industry.
2. Organization Study: Cognizant Technologies

Introduction:
Cognizant is a multinational technology company that provides IT services, consulting, and
business process outsourcing solutions. Founded in 1994, Cognizant has grown to become one of
the world's leading providers of digital transformation and information technology services. This
organization study provides an overview of Cognizant, its organizational structure, key business
divisions, corporate culture, and its strategic approach to delivering value to its clients.

1. Organizational Structure: Cognizant follows a hierarchical organizational structure that

enables efficient decision-making and effective management of its operations. The structure
consists of the following key elements:

a. Executive Leadership: The executive leadership team comprises the CEO, President, and other
top-level executives who set the strategic direction of the company and oversee its overall
operations.

b. Business Units: Cognizant is organized into various business units that focus on specific
industry verticals, such as financial services, healthcare, manufacturing, retail, and technology.
Each business unit is led by a senior executive who is responsible for driving growth and
delivering solutions tailored to the unique needs of the respective industries.

c. Delivery Units: Within each business unit, there are delivery units responsible for project
execution and service delivery. These units are typically organized based on geographical regions
and provide on-site and off-site services to clients.

d. Support Functions: Cognizant has several support functions, including human resources,
finance, legal, marketing, and operations, which provide essential services to support the
company's operations and enable smooth functioning across all business units.
2. Business Divisions: Cognizant operates through the following key business divisions:

a. Digital Business: This division focuses on delivering digital transformation services to help
clients leverage emerging technologies such as cloud computing, artificial intelligence, machine
learning, blockchain, and internet of things (IoT) to drive innovation, improve efficiency, and
enhance customer experiences.

b. Consulting: Cognizant's consulting division provides strategic and management consulting

services to help clients navigate complex business challenges, develop growth strategies,
optimize operations, and implement organizational changes.

c. Technology Services: This division offers a wide range of IT services, including application
development and maintenance, infrastructure services, testing services, enterprise resource
planning (ERP) implementation, and system integration.

d. Business Process Services: Cognizant's business process services division focuses on

providing end-to-end business process outsourcing solutions to clients across various industries,
including finance and accounting, human resources, supply chain management, and customer
support.

3. Corporate Culture: Cognizant emphasizes a culture of innovation, collaboration, and

client-centricity. Some key aspects of its corporate culture include:

a. Client Focus: Cognizant places a strong emphasis on understanding and meeting client needs.
It aims to build long-term relationships with its clients and become a trusted partner by
delivering high-quality solutions and providing excellent customer service.

b. Innovation and Learning: Cognizant encourages a culture of innovation and continuous

learning. It invests in research and development, promotes knowledge sharing, and provides
training opportunities to its employees to stay at the forefront of technological advancements.
c. Diversity and Inclusion: Cognizant values diversity and inclusion, recognizing that a diverse
workforce brings different perspectives and enhances creativity. It promotes equal opportunities
for all employees and fosters an inclusive work environment.

d. Ethical Practices: Cognizant is committed to conducting business with the highest ethical
standards. It adheres to strict ethical guidelines, complies with applicable laws and regulations,
and maintains transparency in its operations.

4. Strategic Approach: Cognizant follows a strategic approach centered around the following key
principles:

a. Digital Transformation: Cognizant helps clients embrace digital technologies to transform

their businesses and gain a competitive edge in the rapidly evolving digital landscape.

b. Industry Focus: Cognizant focuses on understanding specific industry verticals deeply to

provide tailored solutions that address industry-specific challenges and opportunities.

c. Global Delivery Model: Cognizant leverages its global delivery model to provide
cost-effective and efficient services to clients worldwide. It combines on-site, near-shore, and
off-shore resources to deliver solutions that meet client requirements.

d. Partnerships and Alliances: Cognizant collaborates with leading technology providers,

startups, and academic institutions to foster innovation and develop cutting-edge solutions. It
builds strategic partnerships to expand its service offerings and deliver value to clients.

Conclusion: Cognizant is a global leader in digital transformation and IT services, driven by its
organizational structure, focused business divisions, strong corporate culture, and strategic
approach. Through its client-centric approach, innovation, and industry expertise, Cognizant
continues to help organizations across various industries adapt to the digital age and achieve their
business objectives.
 Chapter- II
Literature Review
 REVIEW OF LITERATURE

Few studies are conducted in the area of the present study. A review of these studies provides the
direction to the present study.

1.ALAM SAGEER, DR.SAMEENA RAFAT, MS.PUJA AGARWAL, 2012

Alam Sageer, Dr. Sameena Rafat, Ms. Puja Agarwal (2012) studied various variables that are
responsible for employee satisfaction such as Organization development, Job security, Work task,
Policies of compensation and benefit and opportunities etc. The Study concluded that an
organization should develop strategies that strengthen the work environment and increase the
employee morale and employee satisfaction to enhance employee performance and productivity,
which ultimately results in high profits, customer satisfaction as well as customer retention. And
suggested the various ways by which one can improve employee satisfaction.

2.DR.R.ANITHA, 2011

Dr. R. Anitha (2011) studied that Job satisfaction is a general attitude towards one’s job, the
difference between the amount of reward workers receive and the amount they believe they
should receive. Employees will be more satisfied if they get what they expected, job satisfaction
relates to inner feelings of workers. The main aim of this study was to analyze the satisfaction
level of paper mill employees. Chi Square test and percentage analysis have been used in this
study to analyze the job satisfaction of paper mill employees in Udumalpet and Palani Taluk.
This study concluded and suggested that the organization may give importance to certain factors
such as Canteen, rest room facilities, rewards, recognition and promotion policy, so that
satisfaction of the employees may be improved further.

3.AYESHA TABASSUM, TASNUVA RAHMAN AND KURSIA JAHAN, 2011

Ayesha Tabassum, Tasnuva Rahman and Kursia Jahan (2011) studied the work life of employees
of private commercial banks in Bangladesh and found that no initiative was taken to identify
whether there is any significant difference among the male and female employees of the private
commercial banks in Bangladesh. Thus, the study aimed to make a comparative learning of the
existing QWL between the males and females of the private commercial banks through
quantitative survey on 128 male and 64 female employees. The study revealed that a significant
difference exists between male and female employees QWL and in the following factors of
QWL; adequate and fair compensation, flexible work schedule and job assignment, attention to
job design, and employee relations.

4.GURURAJA, UMESH MAIYA, ELSA SANATOMBI DEVI, ANICE GEORGE, 2013

Gururaja, Umesh Maiya, Elsa Sanatombi Devi, Anice George (2013) conducted descriptive
survey among 67 nursing faculty towards their perceptions and attitude towards quality of
Work-Life. It showed that majority, 58 (86.57 %) experienced well balanced work-life, 9
(13.43%) expressed moderately balanced work -life and none of them rated under poor work-life
balance. Data regarding job satisfaction showed majority 35 (52.24 %) had moderate job
satisfaction and 32 (47.76 %) had high job satisfaction. The correlation between work life
balance and job satisfaction showed positive correlation (r = 0.77) which can be inferred saying
that high quality of work life balance will improve job satisfaction and vice versa. This study has
concluded that the work-life balance and job satisfaction are directly linked. Satisfaction in one’s
own area of work can lead to a satisfying career.

5.JAIME X.CASTILLO AND JAMIE CANO, 2004

The purpose of Jaime X. Castillo and Jamie Cano’s (2004) study was to describe the amount of
variance in faculty member’s overall level of job satisfaction explained by Herzberg, Mausner,
and Snyderman’s (1959) job motivator and hygiene factors. Additionally, the study sought to
investigate the suitability of one-item versus a multiitem measure of overall job satisfaction. This
study concluded that the faculty was generally satisfied with their jobs. However, female faculty
members were less satisfied than male faculty members. The factor “work itself” was the most
motivating aspect for faculty. The least motivating aspect was “working conditions.” The factors
“recognition,” “supervision,” and “relationships” explained the variability among faculty
members & overall level of job satisfaction. The one-item measure of overall job satisfaction
was not different from a multi-item measure of overall job satisfaction

6.JAMAL NAZRUL ISLAM, HARADHAN KUMAR MOHAJAN, RAJIB DATTA, 2012

The purpose of study of Jamal Nazrul Islam, Haradhan Kumar Mohajan, Rajib Datta’s (2012)
was to determine that the morale and job satisfaction plays a vital role in overall performance of
the employees in the workplace? The study concluded that social status, supportive colleagues
and feeling secure about the job were the top three best reasons for working in the banks. It
suggested that pay, decision making authority, and promotional policy were the three top
priorities for improving the work environment.

7.KHALID LATIF, MUHAMMAD NAEEM SHAHID, DR.NAEEM SOHALI,

MUHAMMAD SHAHBAZ, 2011

The study of Khalid Latif, Muhammad Naeem Shahid, Dr. Naeem Sohail, Muhammad Shahbaz
(2011), revealed influential factors contributing to job satisfaction and dissatisfaction of college
teachers of district Faisalabad, Pakistan. And they examine the level of job satisfaction of
teachers in public and private sector colleges. The results showed that there were significant
differences in job satisfaction between public and private college teachers. Public college teaches
are more satisfied with the six components (educational qualifications, nature of work, pay, job
security, promotional opportunities and family & work life balance) of job satisfaction while
private college teachers were not satisfied. This study suggested that to increase the satisfaction
level of teachers of private colleges a proper attention should be paid on salary, benefits and
promotion opportunities and like that the employers of private sector colleges will be able to
retain teacher

8.LALITA KUMARI, 2012

The aim of the study of Lalita Kumari (2012) was to find about the employee’s perception of
their work life balance policies and practices in the public sector banks. Quota sampling method
was followed. Survey was conducted and data was analyzed on the basis of responses provided
by 350 respondents. The findings of the study emphasized that each of the WLB factors on its
own is a salient predictor of job satisfaction and there is a significant gap among the female and
male respondents with job satisfaction with respect to various factors of WLB. The positive
correlation indicatesthat job satisfaction is an important indicator of WLB. The result ofstudy
may have practical significance for human resource managers of especially banks to improve
staff commitment and productivity along with designing their recruitment and retention policies

9.MUHAMMADI SABRA NADEEM, DR.QAISAR ABBAS, 2009

The study of Muhammadi Sabra Nadeem, Dr. Qaisar Abbas (2009) was aimed to explore the
relationship between work life conflict and job satisfaction in Pakistan. Author found thatthe job
satisfaction is significantly negatively correlated with work to family interference and family to
work interference. Job satisfaction is also found to be negatively related with stressin
thisresearch. However, the correlation of workload is positive and insignificant which shows that
workload does not affect the job satisfaction of the employees in Pakistan. Findings suggested
that job autonomy emerged, as having a strong and clear correlation with job satisfaction, more
autonomy in a job leads to higher job satisfaction among employees.

10.RAJ KAMAL, DEBASHISH SENGUPTA, 2008-09

Raj Kamal, Debashish Sengupta (2008-09) studies that the success of the bank to a large extent
depends upon the coordination, synchronization and cooperation of the Bank Officers with these
two very divergent entities. Through this research study an attempt has been made not only to
ascertain the degree of overall job satisfaction prevailing among the Bank Officers but also to
elicit officer’s views on the different factors contributing to their job satisfaction, in the light of
current realities. It is concluded that with the change of satisfaction determinants, level of job
satisfaction also varies. It is also observed that as a person ages, his job satisfaction shows an
increasing trend. With age,spiritualism of the person increases, but his alternate invesfor change
decreases.

11.SAKTHIVEL RANIA, KAMALANABHANB AND SELVARANIA, 2011

The aim of research of Sakthivel Rania, Kamalanabhanb & Selvarania (2011) was to analyze the
relationship between employee satisfaction and work/life balance. The construct used for this
research consists of career opportunity, recognition, work tasks, payments, benefits, superior
subordinate relationship, employee satisfaction, and work/life balance. This study makes a
contribution to join two distinct research streams, namely employee satisfaction, and work/life
balance. Findings suggest that high correlation exists between work task and employee
satisfaction with a mediator variable namely work-life balance

12.K.R.SOWMYA AND N.PANCHANATHAM, 2011

K. R. Sowmya and N. Panchanatham (2011) studied that the term job satisfaction has been
conceptualized in many ways. Job satisfaction focuses on all the feelings that an individual has
about his/her job. It has been assumed by organizational behavior research that individuals who
express high satisfaction in their jobs are likely to be more productive, have higher involvement
and are less likely to resign than employees with less satisfaction. However the researcher has
studied job satisfaction of employees in new private sector and select public sector banks
specifically in the banking sector of the main metropolitan city Chennai. The researcher has done
a factor analysis using principle component method to find out the different factors that affect the
job satisfaction of banking sectors employees. The study concluded that the employees have a
significant inclination towards optimistic supervisory behavior and pleasant organizational setup
and suggested that Employees must be cared for and counseling in order to increase their
satisfaction level in the organization based on the aspects identified by the organizations.

13.V.VARATHARAJ, S.VASANTHA, 2012

The objective of research of V. Varatharaj, S. Vasantha (2012) was to study the work life balance
of working women in service sector. Work life balance entails attaining equilibrium between
professional work and other activities,so that it reduces friction between official and domestic
life. Work life balance enhances efficiency and thus, the productivity of an employee increases. It
enhances satisfaction, in both the professional and personal lives. This paper attempts to identify
the various factor which helps to maintain work life balance among women employees in service
sector. The findings of the study revealed that the majority of the women Employees feel
comfortable in their work place irrespective of their trivial personal and work place irritants.

14.CULBERTSON S. S. ET. AL., 2012

Culbertson S. S. et. Al. (2012) conducted a study on Work engagement and work-family
facilitation. A longitudinal, experience-sampling study was undertaken which aimed at determine
the relationship between daily work engagement and work-family facilitation. The study was
conducted among 52 extension agents responded to two daily surveys for two weeks. Results
indicate that both work engagement and work-to-family facilitation vary considerably from day
to day. Daily work engagement had a positive effect on family life. The effect of daily
engagement in facilitating work family relations was partially mediated by positive mood, and
the relationship between work engagement and facilitation of work-family relations was
moderated by work-family capitalization, or the sharing of positive work experiences at home.
15.KUMARI.L, 2012

Kumari.L. (2012) examined employees' perception on work life balance and it's relation with job
satisfaction in Indian public sector banks. Study explored the employee's perception towards the
work life balance policies and practices in the public sector banks. Quota sampling method was
followed. Data was collected from 350 respondents and analyzed with the help of factor analysis,
descriptive statistics, mean, t-test and Karl Pearson's correlation. The findings predicted each of
the WLB factors on its own is a salient predictor of job satisfaction and there is a significant
difference between the job satisfaction of female and male respondents with respect to various
factors of WLB. The positive correlation indicates that job satisfaction is an important indicator
of WLB. Results also suggested bank human resource managers to improve staff commitment
and productivity along with designing of their recruitment and retention policies.

16.AGGARWAL.S, 2012

Aggarwal, S. (2012) investigated the relationship between work-life balance initiatives and
employee's attitudes toward work-life conflict and the workplace in general. The study aimed at
gaining a greater understanding of employee's views towards work-life balance initiatives and
identifying organizational factors that may be important for employees achieving a better balance
between work and non-work life. The non-probability random sampling was adopted. The results
showed that overall the effectiveness of the Work Life Balance policies provided by Gujarat
Refinery is satisfactory on almost all parameters. There is a strong perception among the
employees that it is important to achieve balance between work & personal life, and it enables
people to work better & should be a joint responsibility of Employer & Employee. To improve
the organizational performance, Work life balance should be properly communicated to the
employees & awareness regarding policies should be generated among the employees.

17.SANTHI.T AND SUNDAR, 2012

Santhi, T. & Sundar (2012) examined work life balance of women employees in information
technology industry. The study explored aspects to measure the level of satisfaction as perceived
by the women-respondent employees on the varied determinants of work life balance, identified
major factors that influence the work life balance among various categories of women employees
in I.T. Industry and measured the overall work life balance of women employees irrespective of
cadres. Multi-stage random sampling was adopted. In the first phase, all the 13 companies listed
in the BSEIT Index were selected. Second stage included 7 companies with a life span of more
than 10 years having branches in Chennai. In the final stage women employees alone were
chosen from each company. The sample size wasfixed to 350 women employees. Findings
revealed that work life programmes implemented by 1.I. firms in Chennai satisfy different
categories of employees differently. The overall satisfaction of the respondents across the various
work life balancing parameters pointed the fact that 55 per cent ofthe employees were highly
satisfied with the current work life initiatives.

18.DASGUPTA.M, 2010

Dasgupta, M. (2010) explored the relationship between psychosocial variables and emotional
intelligence of women employees in Information Technology Industry. The psychosocial
variables included in the study were Quality of Work Life. Work Family Role Conflict and
Perceived Happiness of female IT professionals. The sample consisted of 30 female IT
professionals of Kolkata. Findingsshowed positive correlation between the Quality of Work Life
and Happiness and indicated significant contribution of the above variables toward achieving
higher quality of work life and greater perceived happiness. Also quality of work life and
perceived happiness variables were negatively correlated with both the domains of Work family
Role Conflict, indicating that Emotional Intelligence tunes down the perception of Role conflict
and thereby reduces the stress produced by it

19.DOBLE.N AND SUPRIYA.M, 2010

Doble, N. & Supriya, M. (2010) studied work-life balance across genders. Both men and women
experienced work life imbalance. Organizational efforts at providing a supportive work
environment are appreciated as they go a long way towards enhancing work life balance. Study
aimed to improve work life balance practices so as to enable employees to balance their lives
Data was collected from 110 employees of various sectors with the help of questionnaire..
Findings suggested that both men and women have a strong belief that flexible working hours
will enhance the work life balance. Working from home was the major factor which influenced
the work life balance of both men and women. Both genders agreed that a supportive work
environment is helpful in achieving work life balance. The study also brought about the need to
introduce practices which improve productivity and at the same time enhance work quality.
20. ITTAL, 2003

Vittal (2003) observed that in order to empower women in the IT sector in the real sense, it is
necessary to investigate the social impact of IT sector on the women's community. Study
indicated that men who are sharing the responsibility of the family might help women to be an
active agent in the IT workforce and also observed that the dropout rates of women get increased
with their marriage and childbirth. As childcare and housework remain women's responsibilities,
irrespective of her income, educational level or employment. This places a great burden on
women and restricts women's choices in terms of better job opportunities Hill, E. et. al (2001)
examined the influence of perceived flexibility in the timing and location of work on
work-family balance. Data considered was from a 1996 International Business Machines work
and life issues survey that was conducted on 6451 employees in United States, Study showed
that individuals with the same workload and with perceived job flexibility enjoy good work-life
balance and are capable of working longer hours before workload negatively impacts their
work-life balance.

21.GOYAL K.A, AGARWEL A, 2015

Goyal K.A, Agrawel A (2015) in the paper titled " Issues and challenges of Work life balance in
banking industry of India" explained that Work life balance policies and programs are an
investment in an organisation for improving productivity, reducing absenteeism, achieving
improved customer services, better health, flexible working as well as satisfied and motivated
workforce especially in banking industry.

22.SINGH S., 2013

Singh S. (2013) mentioned Role stress theory in his paper Titled "Work- Life Balance : A
Literature Review" wherein the negative side of the work- family interaction has been put under
the spotlight. Recently, the emphasis has shifted towards the investigation of the positive
interaction between work and family role as well as roles outside work and family lives, and
scholars have started to deliberate on the essence of work- life balance

23.JANG, 2008
Jang (2008),studied "The relationship between work-life balance resources and the well- being of
working parents" which aimed to study how working parent scope with work- life demands. The
study used 27 working parents with either ill or disabled children in New Jersey. It was mixed
research with both qualitative and quantitative results. The result talks about the effect of formal
and informal workplace support in enhancing the well being of employees with the children in
general and those with a chronically ill or disabled child in particular.

24.MURTHY M. AND SHASTRI S., 2015

Murthy M. and Shastri S. (2015) observed variousissues in Work Life Balance of Parents in the
paper titled "A Qualitative Study on Work Life Balance of Employees working in private sector",
like parenting issues: Need more time for children, Showing work frustration on children.
Marital issues: Need more time of spouse, not able to give time to spouse. Role conflict/ Role
guilt: Doubtful about how good they are in the roles that they play at home... eg. as a mother or
as a daughter in law.

25.PHYLLIS AND YUN, 2002

Phyllis and Yun (2002) mentioned strategies in paper titled "Effective work life strategies,
working couples, work conditions, gender and life quality" focuses on dual earner families. It
was concluded and discussed in the study that the work life strategies and work conditions are
different among genders. For example, some families prefer husbands working for a long hour
and women to work part time or fewer hours. Women report more stress and overload and lower
levels of coping when compared to men. Job insecurity is similar in both men and women.

26.KUMARASWAMY.M, ASHWINI.S, 2015

Kumaraswamy M., Ashwini S.(2015) in paper titled "Challenges in WLB of Married working
Women" studied that it is important for employees to maintain a healthy balance between work
and their private lives. Generally those employees who have better work- life balance contribute
more towards the success of the organization. The organization can render better service to the
customers by having productive and efficient employees. Family sphere changes that have
impacted the work life balance individuals in today's context include nuclear families, single
parent households, and dual earning parents, parents working at different locations and
increasing household work
27.RAMIA, KAMALANABHANB & SELVARANIA ,2011

Rania, Kamalanabhanb & Selvarania (2011) analyze the relationship between employee
satisfaction and work/life balance. The construct used for this research consists of career
opportunity, recognition, work tasks, payments, benefits, superior subordinate relationship,
employee satisfaction, and work/ life balance. This study makes a contribution to join two
distinct research streams, namely employee satisfaction, and work/life balance. Findings suggest
that high correlation exists between work task and employee satisfaction with a mediator
variable namely work-life balance.

28.BILLING ET AL, 2014

Billing et al. (2014) have moderated the role of decision latitude on the relationship between
work–family conflict and psychological strain was examined across five countries. It was
hypothesized that decision latitude would moderate the relationship more strongly in the
individualistic countries (the United States and Canada) than in the collectivistic countries (India,
Indonesia, and South Korea). The results supported the hypotheses of this five-country-based
cross-national investigation.

29.RANA ZEHRA MASOOD & SEEMA MAHLAWAT ,2012

Rana Zehra Masood & Seema Mahlawat, (2012) has revealed that “the organizations, which
neglect the recent trends and changes regarding demographic variables related to employee
WLB, end up with lower employee productivity. The study recommended flexibility at the
workplace, reduction of working time, leave and benefits, dependent care initiatives and
work-life stress management. These are the importance of nurturing a supportive culture in terms
of embracing Work-Life Balance concepts”.

30. NIRMALA ,2013

Nirmala, (2013) has found that "Women socialization of emotional differences at an infant age
makes them feel low in self-confidence and less in apparent self-efficacy. These problems are
expressed within women and it lacks to identify communal and ideological issues. Women who
can able to make a balance between work and personal life, can contribute to organizational
success and drive towards their goals”.
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27. Padma, S., and M. Sudhir Reddy. "Work-Life Balance and Job Satisfaction Among
School Teachers: A Study." IUP Journal of Organizational Behavior 13.1 (2014).
28. Billing, T. K., Bhagat, R. S., Babakus, E., Krishnan, B., Ford Jr, D. L., Srivastava, B. N.,
... & Nasurdin, A. M. (2014). Work–family conflict and organisationally valued
outcomes: The moderating role of decision latitude in five national contexts. Applied
Psychology, 63(1), 62-95.
29. Masood, R. Z., & Mahlawat, S. (2012). Impact of Demographic Variables on the Critical
Factors of Work Life Balance: An Empirical Study. Journal of Organizational
Management, 1(1), 1-13.
30. Nirmala, N. (2013). Work life balance: a source of job satisfaction: a study on the view of
women employees in information technology (IT) sector. The International Journal of
Research in Commerce, IT & Management, 3, 145.
 CHAPTER III

RESEARCH AND METHODOLOGY

.
RESEARCH METHODOLOGY

Research is a logical and systematic search for new and useful information on a particular topic.
It is an investigation of finding solutions to scientific and social problems through objective and
systematic analysis. It is a search for knowledge, that is, a discovery of hidden truths. Here
knowledge means information about matters. The information might be collected from different
sources like experience, human beings, books, journals, nature, etc. A research can lead to new
contributions to the existing knowledge. Only through research is it possible to make progress in
a field. Research is indeed civilization and determines the economic, social and political
development of a nation. The results of scientific research very often force a change in the
philosophical view of problems which extend far beyond the restricted domain of science itself.

Research is not confined to science and technology only. There are vast areas of research in other
disciplines such as languages, literature, history and sociology. Whatever might be the subject,
research has to be an active, diligent and systematic process of inquiry in order to discover,
interpret or revise facts, events, behaviors and theories. Applying the outcome of research for the
refinement of knowledge in other subjects, or in enhancing the quality of human life also
becomes a kind of research and development.

Objectives of the study:

● To determine the factors that impact the employees work life balance.
● To know how to maintain a balance in work life and personal life.
● To study the existing system of Work-Life Balance of IT Employees.
● To understand the challenges they face and the type of coping strategy they use to
achieve work family Balance.

SAMPLE DESIGN
A sample design is a definite plan for obtain a sample from a given population. It refers to
technique or the procedure the researcher would adopt in selecting sample from population.
POPULATION
A population is the pool of individuals from which a statistical sample is drawn for a study. In
statistics, a population is an entire group about which some information is required to be
ascertained. A statistical population need not consist only of people.

Population Size:
The Researcher managed to survey more than 100 Employees. The Exact size of the universe is
102.

SAMPLE
sample A sample refers to a smaller, manageable version of a larger group. It is a subset
containing the characteristics of a larger population. Samples are used in statistical testing when
population sizes are too large for the test to include all possible members or observations.. A well
chosen sample will contain most of the information about a particular population parameter but
the relation between the sample and the population must be such as to allow true inferences to be
made about a population from that sample.. In most cases, it is impossible or costly and
time-consuming to research the whole population. Hence, examining the sample provides
insights that the researcher can apply to the entire population.

SAMPLE SIZE
Sample size determination is the act of choosing the number of observations or replicates to
include in a statistical sample. In this research study sample size is 102 employees.

SAMPLING
This report uses the idea of convenience sampling to collect the data of 102 respondents. Once
the questionnaire was finalized it was floated through Google form on the social media accounts
to get the response of diversified audience across the state. Convenience sampling: This type of
sampling comes under non-probability sampling in which the sample is drawn from that part of
the population that is convenient to you or near you.

SAMPLING TECHNIQUES USED IN THIS STUDY

Convenience Sampling: When population elements are selected for inclusion in the sample
based on the ease of access. It can be called convenience sampling, if a researcher wishes to
secure data from, say gasoline buyers, he may select a fixed number of petrol stations and may
conduct interview these station

DATA COLLECTIONS
Primary and Secondary Data
1. Questionnaire
2. Various research papers
3. Articles
4. Books
5. Journal
CHAPTER 4: DATA ANALYSIS AND INTERPRETATION
 TABLE 4.1

CLASSIFICATION OF RESPONDENTS BASED ON GENDER:

PARTICULARS FREQUENCY PERCENT

Male 64 62.75

Female 38 37.25

Other 0 0

Total 102 100.00

INTERPRETATION

From the above table and chart, it is observed that out of 102 respondents, 63% of the
respondents are Male and 37% of them are Female
 TABLE 4.2

CLASSIFICATION OF RESPONDENTS BASED ON AGE

PARTICULARS FREQUENCY PERCENT

18-25 89 87.25

25-30 7 6.86

30-40 5 4.90

40 and above 1 0.98

TOTAL 102 100.00

INTERPRETATION

From the above table and chart, it is observed that out 102 respondents, 87% of the respondents
belongs to the age group of 18-25, 7% of the respondents belongs to the age group of 25-30 and
4% of the respondents belongs to the age group of 30-40 and 1% belongs to the age group of
above 40.
 TABLE 4.3

CLASSIFICATION OF RESPONDENTS BASED ON MARITAL STATUS

PARTICULARS FREQUENCY PERCENT

SINGLE 88 86.27
MARRIED 13 12.75
OTHER 1 0.98
TOTAL 102 100.0

INTERPRETATION

From the above table and chart, it is observed that out of 102 respondents, 86% of the
respondents are single and 13% of the respondents are married and 1% are other.
 TABLE 4.4

CLASSIFICATION OF RESPONDENTS BASED ON EXPERIENCE

PARTICULARS FREQUENCY PERCENT

0-3 87 85.29

3-10 8 7.84

10-15 2 1.96

15-20 0 0.00

20+years 5 4.90

TOTAL 102 100.00

INTERPRETATION

From the above table and chart, it is observed that out of 102 respondents, 85% have less than 3
year of work experience, 8% of the respondents have 3-10 years of work experience, 2% of the
respondents have 10-15 years of work experience and 5% of the respondents have more than 20
years of work experience.
 TABLE 4.5

CLASSIFICATION OF RESPONDENTS BASED ON ANNUAL INCOME

PARTICULARS FREQUENCY PERCENT

Less than 2.5 lakhs 56 54.90

2.6-5 lakhs 35 34.31

5-8 lakhs 5 4.90

8-10 lakhs 2 1.96

Above 10 lakhs 4 3.92

TOTAL 102 100.00

INTERPRETATION

From the above table and chart, it is observed that out of 102 respondents, 55% of the
respondents have less than Rs.2.5 lakhs of Annual Income, 34% of the respondents have Rs.2.6
lakhs to 5 lakhs of Annual Income, 5% of the respondents have Rs.5 lakhs to 8 lakhs of Annual
Income, 2% of the respondents have Rs.8 lakhs to 10 lakhs of Annual Income and 4% of the
respondents have above 10 lakhs of Annual Income.
 TABLE 4.6

CLASSIFICATION OF RESPONDENTS BASED ON WORK LIFE BALANCE :

PARTICULARS FREQUENCY PERCENT

YES 83 81.37

NO 17 16.67

OTHER 2 1.96

TOTAL 102 100.00

INTERPRETATION

From the above table and chart, it is observed that out of 102 respondents, 81% of the
respondents say Yes To Work Life Balance and 17% of the respondents say No to Work Life
Balance, where 2% says Other To Work Life Balance.
 TABLE 4.7

CLASSIFICATION OF RESPONDENTS BASED ON WORKING HOURS :

PARTICULARS FREQUENCY PERCENT

7-8 hours 23 22.55

8-9 hours 36 35.29

9-10 hours 38 37.25

10-12 hours 3 2.94

More than 12 hours 2 1.96

TOTAL 102 100.00

INTERPRETATION

From the above table and chart, it is observed that out of 102 respondents, 23% of the
Respondents work 7-8 hours and 35% of the Respondents work 8-9 hours and 37% of the
respondents work 9-10 hours
 TABLE 4.8

CLASSIFICATION OF RESPONDENTS BASED ON WORKING 6 DAYS IN A WEEK :

PARTICULARS FREQUENCY PERCENT

Always 10 9.80

Often 8 7.84

Sometimes 29 28.43

Rarely 25 24.51

Never 30 29.41

TOTAL 102 100.00

INTERPRETATION

From the above table and chart, it is observed that out of 102 respondents 10% of the
Respondents always work more than 6 days in a week and 8% of the Respondents Often work
more than 6 days in a week and 28% of the Respondents Sometime work more than 6 days in a
week and 25% of the Respondents Rarely work more than 6 days in a week and 29% of the
Respondents Never work more than 6 days in a week .
 TABLE 4.9

CLASSIFICATION OF RESPONDENTS BASED ON WORKING MORE THAN 12 HOURS A

DAY

PARTICULARS FREQUENCY PERCENT

Always 3 2.94

Often 7 6.86

Sometimes 27 26.47

Rarely 22 21.57

Never 43 42.16

TOTAL 102 100.00

INTERPRETATION

From the above table and chart, it is observed that out of 102 respondents,3% of the respondents
are always working 12 hours in a day and 7% of the respondents are often working 12 hours in a
day, 26% of the respondents are sometimes working 12 hours in a day, 21% of the respondents
rarely working 12 hours in a day are and 42% of the respondents are never working 12 hours in a
day.
 TABLE 4.10

CLASSIFICATION OF RESPONDENTS BASED ON WORRYING ABOUT WORK:

PARTICULARS FREQUENCY PERCENT

Never 9 8.82

Rarely 27 26.47

Often 26 25.49

Sometimes 28 27.45

Occasionally 12 11.76

TOTAL 102 100.00

INTERPRETATION

From the above table and chart, it is observed that out of 102 respondents, 9% of the respondents
are never worry about work, 26% of the respondents are rarely worry about work, 25% of the
respondents are often worry about work 27% of the respondents are sometimes worry about
work, 27% of the respondents are occasionally worry about work.
 TABLE 4.11

CLASSIFICATION OF RESPONDENTS BASED ON TIME SPENT AT WORK:

PARTICULARS FREQUENCY PERCENT

Extremely happy 15 14.71
Very happy 36 35.29
Indifferent 39 38.24
Unhappy 10 9.80
Very unhappy 2 1.96
TOTAL 102 100.00

INTERPRETATION

From the above table and chart, it is observed that out of 102 respondents, 15% of the
respondents are Extremely happy about spending time in work , 35% of the respondents are very
happy about spending time in work , 38% of the respondents are indifferent about spending time
in work , 9% of the respondents are unhappy about spending time in work and 2% of the
respondents are very unhappy about spending time in work.
 TABLE 4.12

CLASSIFICATION OF RESPONDENTS BASED ON TIME SPENT WITH CHILDREN:

PARTICULARS FREQUENCY PERCENT

Less than 2 hours 21 20.59

2-3 hours 36 35.29

3-4 hours 33 32.35

4-5 hours 8 7.84

More than 5 hours 4 3.92

TOTAL 102 100.00

INTERPRETATION
From the above table and chart, it is observed that out of 102 respondents, 21% of the respondents have
spent less than 2 hours with their children, 35% of the respondents have spent 2-3 hours with their
children, 32% of the respondents have spent 3-4 hours with their children, 8% of the respondents have
spent 4-5 hours with their children and 4% of the respondents have spent more than 5 hours with their
children.
 TABLE 4.13

CLASSIFICATION OF RESPONDENTS BASED ON MISSING OF TIME SPENT WITH

FAMILY

PARTICULARS FREQUENCY PERCENT

Always 17 16.67

Often 32 31.37

Sometimes 40 39.22

Rarely 9 8.82

Never 4 3.92

TOTAL 102 100.00

INTERPRETATION
From the above table and chart, it is observed that out of 102 respondents, 17% of the time are
always missing spending time with family, 31% of the respondents are often missing spending
time with family, 39% of the respondents are sometimes missing spending time with family, 9%
of the respondents are rarely missing spending time with family and 4% of the respondents are
never missing spending time with family.
 TABLE 4.14

CLASSIFICATION OF RESPONDENTS BASED ON DIFFICULTIES IN TAKING CARE OF

PERSONAL LIFE

PARTICULARS FREQUENCY PERCENT

Not at all 15 14.71

A Little Bit 34 33.33

Neutral 31 30.39

Somewhat 14 13.73

Very much 8 7.84

TOTAL 102 100.00

INTERPRETATION
From the above table and chart, it is observed that out of 102 respondents, 15% of the
respondents Not at all have difficulties in taking care of personal life,33% of the respondents
Little bit have difficulties in taking care of personal life,30%of the respondents Neutrally have
difficulties in taking care of personal life,14%of the respondents Somewhat have difficulties in
taking care of personal life,8% of the respondents have very much difficulties in taking care of
personal life.
 TABLE 4.15

CLASSIFICATION OF RESPONDENTS BASED ON MANAGEMENT INITIATIVES:

PARTICULARS FREQUENCY PERCENT

Provide job share option 11 10.78

allow work from home 31 30.39

provide flexible work timings 45 44.12

provide leave to manage work life 12 11.76

Other… 3 2.94

TOTAL 102 100.00

INTERPRETATION

From the above table and chart, it is observed that out of 102 respondents, 11% of the
respondents says that management provides job share options, 30% of the respondents says that
management allows work from home, 44% of the respondents says that management provides
flexible work timings ,12% of the respondents says that management provides leaves to manage
work life and 3% of the respondents say Others.
 TABLE 4.16

CLASSIFICATION OF RESPONDENTS BASED ON ON WORK RELATED STRESS AFFECT

PHYSICAL HEALTH

PARTICULARS FREQUENCY PERCENT

Never 10 9.80

Rarely 47 46.08

Sometimes 38 37.25

Often 7 6.86

TOTAL 102 100.00

INTERPRETATION

From the above table and chart, it is observed that out of 102 respondents, 10% of the
respondents feel stress Never affect their physical health , 46% of the respondents feel stress
Rarely affect their physical health, 37% of the respondents feel stress Sometimes affect their
physical health,7% of the respondents feel stress Often affect their physical health
 TABLE 4.17

CLASSIFICATION OF RESPONDENTS BASED ON ORGANIZATIONAL SUPPORT

MAINTAINING A HEALTHY WORK LIFE BALANCE:

PARTICULARS FREQUENCY PERCENT

Very Satisfied 18 17.65

Satisfied 39 38.24

Neutral 35 34.31

Somewhat dissatisfied 8 7.84

Very dissatisfied 2 1.96

TOTAL 102 100.00

INTERPRETATION

From the above table and chart, it is observed that out of 102 respondents, 18% of the
respondents feel Very satisfied with their organization support on Healthy WLB, 38% of the
respondents feel Satisfied with their organization support on Healthy WLB ,34% of the
respondents feel Neutral with their organization support on Healthy WLB, 8% of the
respondents feel somewhat dissatisfied with their organization support on Healthy WLB and
,2%r of respondents feel very dissatisfied with their organization support on Healthy WLB
 TABLE 4.18

CLASSIFICATION OF RESPONDENTS BASED ON ORGANIZATION WLB POLICY

CUSTOMIZED TO INDIVIDUAL NEEDS

PARTICULARS FREQUENCY PERCENT

Strongly Agree 16 15.69
Agree 52 50.98
Indifferent 27 26.47
Disagree 6 5.88
Strongly disagree 1 0.98
TOTAL 102 100.00

INTERPRETATION

From the above table and chart, it is observed that out of 102 respondents,16% of the
respondents strongly agree organization WLB policy customized to individual needs,51% of the
respondents Agree organization WLB policy customized to individual needs,26% of the
respondents feel indifferent to organization WLB policy customized to individual needs,6% of
the respondents Disagree organization WLB policy customized to individual needs,1%
of the respondents strongly disagree organization WLB policy customized to individual needs.
 TABLE 4.19

CLASSIFICATION OF RESPONDENTS BASED ON THAT IF EMPLOYEES HAVE GOOD WLB IN

ORGANIZATION WILL THAT RESULT THEM EFFECTIVE AND MORE SUCCESSFUL

PARTICULARS FREQUENCY PERCENT

Yes 68 66.67
No 25 24.51
Maybe 9 8.82
TOTAL 102 100.00

INTERPRETATION

From the above table and chart, it is observed that out of 59 respondents,67% of the respondents
feel Yes if employee have good WLB in organization result them more effective and more
successful,24%of the respondents feel No that if employee have good WLB in organization
result them more effective and more successful and 9% of the respondents feel may be if
employee have good WLB in organization result them more effective and more successful.
 CHAPTER V
FINDINGS, SUGGESTIONS AND CONCLUSION
 FINDINGS

● Majority (62%) of the respondents are Male

● Majority (87%) of the respondents fall in the Age group of 18-25.
● Majority (86%) of the respondents are Single.
● Majority (85%) of the respondents have Work experience of 0-3 Years.
● Majority (55%) of the respondents have the annual income Less than 2.5 lakhs
● Majority(81%) of the respondents say, "Yes, they can balance work-life."
● Majority(37%) of the respondents work 9-10 hours.
● Majority(42%) of the respondents says they Never work more than 12 hours a day.
● Majority(29%) of the respondents say they Never work more than 6 days in a week.
● Majority(27%) of the respondent says they Never worry about their work
● Majority(38%) of the respondents say they are Indifferent on the time spent at work.
● Majority(35%) of the respondents spend about 2-3 hours with their children/family.
● Majority(39%) of the respondents Often miss the time spent with their family.
● Majority(33%) of the respondents feel Little bit difficulty in taking care of their personal
life.
● Majority(44%) of the respondents feel that the management initiatives provide Flexible
work timings.
● Majority(46%) of the respondents Rarely feel their work related stress affect their
physical health.
● Majority(38%) of the respondents feel Satisfied on their organizational support on
maintaining a healthy WLB.
● Majority(51%) of the respondents feel that their organization WLB should be customized
to individual needs.
● Majority(66%) of the respondents feel Yes if employees have good work-life balance the
organization will be more effective and successful.
SUGGESTIONS

● Set boundaries: Establish clear boundaries between work and personal time. Define
specific working hours and stick to them. Avoid checking work emails or taking work
calls during your personal time, unless it's an emergency.
● Prioritize self-care: Take care of your physical and mental health. Make time for regular
exercise, proper nutrition, and sufficient sleep. Practice stress-reducing techniques such
as mindfulness, meditation, or yoga.
● Plan your time: Use time management techniques to plan your work and personal
activities. Create a schedule or to-do list to keep yourself organized and focused. Avoid
overloading yourself with too many tasks or projects at once.
● Learn to say no: Don't be afraid to say no when your workload becomes overwhelming
or when it encroaches on your personal time. Set realistic expectations and communicate
your boundaries with your colleagues and managers.
● Take breaks: Take regular breaks during your workday to avoid burnout. Step away from
your desk, stretch, and engage in activities that help you relax and recharge.
● Foster work flexibility: Explore opportunities for flexible work arrangements such as
remote work, flexible hours, or compressed workweeks. This can help you balance your
work and personal responsibilities more effectively.
● Limit screen time: As an IT professional, you may spend a significant amount of time in
front of screens. Make sure to take regular breaks from screens to reduce eye strain and
mental fatigue. Spend quality time with loved ones: Make sure to set aside quality time
for your family, friends, and hobbies. Engage in activities that bring you joy and help you
disconnect from work.
● Delegate and collaborate: Don't hesitate to delegate tasks or collaborate with your
colleagues to share the workload. Teamwork can help you manage your workload more
effectively and reduce stress.
● Take vacations: Make sure to take regular vacations or time off to recharge and
rejuvenate. Disconnect from work completely during your vacation and prioritize
self-care.
 ● Remember that maintaining a healthy work-life balance requires conscious effort and
prioritization. It's important to create a routine that works for you and to regularly assess
and adjust your approach is needed to ensure you are taking care of your well-being both
at work and in your personal life.

CONCLUSION
In conclusion, maintaining a healthy work-life balance is crucial for overall well-being and
productivity. By prioritizing personal time, setting boundaries, and managing workloads
effectively, individuals can achieve a harmonious integration of work and personal life. Striking
a balance between professional commitments and personal responsibilities leads to increased job
satisfaction, reduced stress levels, improved mental and physical health, and stronger
relationships. Investing in self-care, pursuing hobbies, and spending quality time with loved ones
not only enhances individual happiness but also promotes long-term success in both professional
and personal realms.
 CHAPTER VI
BIBLIOGRAPHY
BIBLIOGRAPHY
● www.wikipedia.com
● www.shodganga.com
● www.googlescholar.com
● www.scribd.com
● https://www.slideshare.net
● https://in.linkedin.com Society for Human Resource Management (SHRM) -
● www.shrm.org
● http://www.worklifebalance.com
● http://www.who.int

JOURNALS

1. Kumari, Lalita. "Employees perception on work life balance and its relation with job
satisfaction in Indian public sector banks." International Journal of Engineering and
Management Research 2.2 (2012): 1-13.
2. Varatharaj, V., and S. Vasantha. "Work life balances a source of job satisfaction-An
exploratory study on the view of women employees in the service sector." International
Journal of Multidisciplinary Research 2.3 (2012): 450-458.
3. Culbertson, Satoris S., Maura J. Mills, and Clive J. Fullagar. "Work engagement and
work-family facilitation: Making homes happier through positive affective spillover."
Human relations 65.9 (2012): 1155-1177.
4. Nirmala, N. (2013). Work life balance: a source of job satisfaction: a study on the view of
women employees in information technology (IT) sector. The International Journal of
Research in Commerce, IT & Management, 3, 145.
CHAPTER VII

ANNEXURE
 ANNEXURE

Questionnaire: A Study on work-life balance in different organizations.

1.Your Name:

2. Age:
● 18-25
● 25-30
● 30-40
● 40 and above

3. Gender:
● Male
● Female
● Other

4. Martial Status:
● Single
● Married
● Other

5. Organization Name:
________________

6. Designation:
_________________

7.Experience in Years
● 0-3
● 3-10
● 10-15
● 15-20
● 20+ years

8.Annual Income:
● Less than 2.5 lakhs
● 2.6-5 lakhs
 ● 5-8 lakhs
● 8-10 lakhs
● above 10 lakhs
9.Do you generally feel you are able to balance your work life?
● Yes
● No
● Other Please Specify _______________

10.How many hours a day you work?

● 7-8 hours
● 8-9 hours
● 9-10 hours
● 10-12 hours
● More than 12 hours

11.Do you normally work more than 6 days in a week?

● Always
● Often
● Sometimes
● Rarely
● Never

12.Do you normally work more than 12 hours in a day?

● Always
● Often
● Sometimes
● Rarely
● Never

13.How often do you think or worry about work?

● Never
● Rarely
● Often
● Sometimes
● Occasionally

14. How do you feel about the amount of time you spend at work?
● extremely happy
● very happy
● indifferent
 ● unhappy
● very unhappy

15.How many hours a day you spend time with your Family/Children
● Less than 2 hours
● 2-3 hours
● 3-4 hours
● 4-5 hours
● More than 5 hours

16.Do you often miss out quality of time with your family/friends
● Always
● Often
● Sometimes
● Rarely
● Never

17.Does your job make it difficult to take care of the personal life you would like to have?
● Not at all
● A little bit
● Neutral
● Somewhat
● Very much

18.Does your organization takes any initiative to manage work life of its Employees

● Provide job share option

● allow work from home
● provide flexible work timings
● provide leave to manage work life
● Other please specify ____________

19.How often do you feel that work-related stress affects your physical health
● Never
● Rarely
● Sometimes
● Often
● Occasionally
20. How do you feel supported by your organization in maintaining a healthy work-life
balance
● Very Satisfied
● Satisfied
● Neutral
● Somewhat dissatisfied
● Very dissatisfied

21.Do you feel work life balance policy in the organization should be customized to
individual needs?
● Strongly Agree
● Agree
● Indifferent
● Disagree
● Strongly Disagree

22.Do you think that if employees have good work-life balance the organization will be
more effective and successful
● Yes
● No
● Maybe

23. What can be done to improve your work/life balance(your opinion)

________________________