INTRODUCTION

The Field of Human Resource Management is developing very fast and every
department of Human activity is realizing it’s important in the smooth functioning of
the organization. Innovative techniques are developed to improve the culture at
workplace so that the employees are motivated to give in their best to the organization
as also to attain job satisfaction. Hence, it important implements the latest human
resource practices in the organization.
The Latest Techniques in the field of Human Resource Development are Employees
for Lease, Moon Lighting by Employees, Dual Career Group, Work Life Balance
(flexi time & flexi work), Training & Development, Management Participation in
Employees’ organization, Employee’s Proxy, Human Resources Accounting,
Organizational Politics, Exit Policy & Practice, etc.
This project is about “A Study on Quality of Work-Life Balance of the Employees
and workers at Urban Huts Interiors, Bangalore”A latest technique in the field of
a human resource. To see how the organization is adopting the new trends in the HR
field.

WHAT IS WORK-LIFE BALANCE?

Work-life balance refers to the equilibrium between the time and energy spent on
work-related tasks and the time dedicated to personal life, including family, hobbies,
health, and leisure activities. Achieving work-life balance is essential for maintaining
overall well-being, improving mental health, and fostering long-term productivity
both at work and in personal life.

In today’s fast-paced, digitally connected world, finding this balance has become more
challenging. With longer working hours, expectations of constant availability, and the
blurred lines between work and home due to remote work, many people struggle to
set clear boundaries. However, balancing these two essential aspects of life is critical
for happiness, job satisfaction, and emotional health.
Work-life balance is about effectively managing the juggling act between paid work
and the other activities that are important to people. It's not about saying that work is
wrong or bad, but that work shouldn't completely crowd out the other things that
matter to people like time with family, participation in community activities, voluntary
work, personal development, leisure and recreation.

The 'right' balance is a very personal thing and will change for each person at different
times of his or her lives. For some people the issue is being able to get into work or
find more work rather than having too much work. There is no 'one size fits all'
solution.
A balanced life is one where we spread our energy and effort - emotional, intellectual,
imaginative, spiritual and physical – between key areas of importance. The neglect of
one or more areas, or anchor points, may threaten the vitality of the whole.

WHAT'S THE ISSUE?

Work-life balance is increasingly an issue for any country. Jobs, the workplace and
the workforce are changing as:
 More women and sole parents go into work.
 More people juggle more than one job.
 The workforce ages and is increasingly diverse.
 Businesses continue to compete globally to hire skilled workers.
 Technology changes the way we work - e.g. cell phones and PCs blur the
distinction between work and personal time.

For any country, the two biggest work-life balance problems are:
 People with not enough work or income
 People who have too much work: the low paid who need to work long hours
to earn enough and the higher paid who may feel trapped into working more
hours than they want to.

Through the consultation, employers told that they wanted to address work- life
balance issues in their workplaces, and that they wanted practical tools to implement
work-life balance initiatives. Workers, families and individuals told us that the key
issues for them in achieving work-life balance concerned their caring responsibilities,
workplace practices and cultures, and the need to earn sufficient income.

Drivers for Change Work-life balance has become increasingly important for a
number of social and economic reasons that are making:
 Organizations think about how they work
 Government think about how people balance paid and unpaid work and care 
 Individuals think about the role work has and will have at different stages of
their lives.
Broadly, this shift is influenced by changes to markets, ways of working, the
labour market and expectations of work. In the public sector, these drivers mean:
 Pressures to increase efficiencies while at the same time responding to the
demands of service users, creating more flexible and responsive public
services.
 That there is a need to understand better and respond to customer requirements
in a population that is becoming older and more ethnically diverse. Therefore
people who possess these skills and relationships are crucial to helping
organizations understand new customer segments, promote creativity and cope
with increasingly complex business models.

Why Work-Life Balance is Important

Mental Health and Well-Being: Chronic overwork and neglecting personal time can
lead to burnout, anxiety, and depression. Taking time for self-care and personal
activities helps reduce stress, recharge, and maintain emotional health.

Physical Health: Stress from work can lead to physical health issues, including high
blood pressure, sleep disturbances, and fatigue. Time for relaxation, exercise, and
proper sleep is essential for maintaining a healthy body.

Improved Productivity: While working long hours may seem like a way to get more
done, research shows that overwork actually leads to decreased productivity, poor
decision-making, and low energy. Taking breaks, spending time on personal activities,
and having rest periods can refresh the mind and improve efficiency.
Relationships and Family Time: Maintaining personal connections is crucial for
emotional well-being. Spending quality time with family and friends strengthens
relationships and supports mental and emotional health.

Job Satisfaction and Engagement: Employees who achieve a healthy work-life balance
are more likely to feel satisfied in their roles, be more engaged at work, and have
higher job retention rates.

Creativity and Innovation: Having time away from work allows for creativity to
flourish. Personal time can provide a fresh perspective and lead to more innovative
thinking when back at work.

Effect of Work-Life Balance:

The case for work-life balance tends to be made on two counts.
 First, that work-life balance improves individuals’ health, wellbeing and
job satisfaction.
 Second, that business can benefit from work-life balance because these
policies:
1. Improve productivity and worker commitment
2. Reduce sickness absence
3. Increase retention rates for talented workers and reduce
replacement costs.
4. Allow organizations to recruit from a wider pool of talent .
5. Enable organizations to offer services beyond usual business hours
by employing workers on different shifts that fit in with caring
responsibilities.
Characteristics
 Work Life Balance Business Benefits.
 Not constant, comes and goes with life changes
 It takes WORK
 The process of seeking balance can be deeply rewarding
Work Life Balance
 Attracts new employees
 Helps to retain staff
 Builds diversity in skills and personnel
 Improves morale
 Reduces sickness and absenteeism
 Enhances working relationships between colleagues
 Encourages employees to show more initiative and teamwork
 Increases levels of production and satisfaction
 Decreases stress and burnout

Some reasons for WLB

A review of public holidays and paid holidays across a sample of countries, including
Australia, China, France, Germany, Singapore, the US and the UK shows that India is
actually quite comparable in terms of the number of days of vacation and holidays
provided by law and general practice. It would, therefore, be fair to assume that the
intent of law as well as the espoused values of organizations seems to be in favor of
providing a fair amount of leisure and balance. Whether it has translated into reality
is another matter.
Gender Concerns
Young Generation
Identity through Work

Gender concerns
Similar discrimination is experienced by men who take time off or reduce working
hours for taking care of the family. For many employees today—both male and
female—their lives are becoming more consumed with a host of family and other
personal responsibilities and interests. Therefore, to retain employees, it is
increasingly important for organizations to recognize this balance.
Young generation

According to Kathleen Gerson, Sociologist, young people "are searching for new ways
to define care that do not force them to choose between spending time with
their children and earning an income" and " are looking for definition of personal
identity that do not pit their own development against creating committed ties to others
readily. Young adults believe that parents should get involved and support the children
both economically and emotionally, as well as share labor equally. Young people do
not believe work-life balance is possible and think it is dangerous to build a life
dependent on another when relationships are unpredictable. They are looking for
partners to share the house work and family work together. Men and women believe
that women should have jobs before considering marriage, for better life and to be
happy in marriage. Young people do not think their mother’s generations were
unhappy. They also do not think they were powerless because they were economically
dependent.

Identity through work

By working in an organization, employees identify, to some extent, with the
organization, as part of a collective group. Organizational values, norms and interests
become incorporated in the self-concept as employees increase their identify with the
organization. However, employees also identify with their outside roles, or their "true
self". Examples of these might be parental/caretaker roles, identifications with certain
groups, religious affiliations, align with certain values and morals, mass media etc.
Most employees identify with not only the organization, but also other facets of their
life (family, children, religion, etc.). Sometimes these identities align and sometimes
they do not. When identities are in conflict, the sense of a healthy work-life balance
may be affected. Organization members must perform identity work so that they align
themselves with the area in which they are performing to avoid conflict and any stress.
 Figure 1:Work Life Balance Balancing 5 things in WLB

Figure 2:Work Life Balance

 Family- Successful parenting, the culture of care and selflessness that are part of
family life, requires energy, time, patience and a tolerance for mess and confusion…
a tall order when the working day has proved stressful and long. The key question
here is ‘who finds time to care for whom?’, for what often happens is that the time-
consuming listening part of relationships gets ditched in favour of quick fixes, and
then the unattended get to feel unloved and react accordingly. Families need
nurturing, and our responses have to be sufficiently deep and elastic to accommodate
the unexpected, not just the scheduled bits that fit in neatly with our jobs.
 Home- Home making is time-consuming. In the making of a home we create an
atmosphere that reflects our sense of place in this world. Like a warm and familiar
jumper, the home provides us with an extension of ourselves, a place where we can
feel free in our emotions and content to be who we really are. The paradox is that the
more we work, the more desperate we are to find such a home with its timeless
associations and the less time we have to create it. Homes can so easily become
houses, pit stops that provide briefly for sleep, rest and the bare essentials in the
intervals between works.

 Friendships- It’s often been said that the art of friendship requires common skills to
an uncommon degree: a combination of affection, tolerance and patience as well as a
sense of constancy in times of struggle and difference. Yet when our work-life
balance spirals out of control, often friendships along with exercise are the first things
to suffer. In a report entitled ‘Social Trends; British Social Attitudes Survey 30
(HMSO 2000) a significant factor over the past two decades is that we are seeing less
of our best friends. Yet, as the extended family gets to be geographically more and
more challenged, our friendships become increasingly relevant to our circle of mutual
nurture and support.

 Community- Like family, home and friendships, our local communities depend on
our time and energy in order to function effectively, freely and spontaneously. It is in
the reciprocal context of its activities that our communal identity can be experienced
and enjoyed. Yet if we lose that vital life-work balance then the many activities
through which neighborhood and locality are expressed are marginalized and we are
the poorer for that neglect. Hobbies, interests and sporting pursuits derive much of
their meaning through our interaction with others. If we fail to address the issues of
work-life balance as a society then one of the first casualties will be the richness and
diversity of community life.
By work life balance we mean that all workers should have a right to work that does
not damage their freedom to pursue activities & responsibilities outside the work
place. That means making work more sensitive, arranging work more effectively &
organizing it more intelligently.
Work Life Balance Includes
 Flexi-time
 Staggered hours
 Time off in lieu
 Compressed working hours
 Shift swapping
 Self-roistering
 Job sharing
 Term-time working
 Working from home
 Tele-working
 Breaks from home

Stress and work life balance:-

The number of stress-related disability claims by employees has doubled
according to the Employee Assistance Professionals Association in Arlington,
Virginia. Seventy-five to ninety percent of physician visits are related to stress.
It is clear that problems caused by stress have become a major concern to both
employers and employees. Symptoms of stress are manifested both
physiologically and psychologically. Persistent stress can result in cardiovascular
disease, sexual health problems, a weaker immune system and frequent headaches,
stiff muscles, or backache. It can also result in poor coping skills, irritability,
jumpiness, insecurity, exhaustion, and difficulty in concentrating. Stress may also
perpetuate or lead to binge eating, smoking, and alcohol consumption.
The feeling that, simply working hard is not enough anymore is acknowledged by
many other Multinational/Private and round the clock working bank workers. “To
get ahead, a seventy-hour work week is the new standard. What little time is left
is often divvied up among relationships, kids, and sleep.” This increase in work
hours over the past two decades means that less time will be spent with family,
friends, and community as well as pursing activities that one enjoys and taking the
time to grow personally and spiritually.
 Unfortunately, many women feel additional stress when they must decide what
they feel is best for their families or what is best for their career. According to
Sylvia Hewlett, president of the Centre for Work-Life Policy, if a woman takes
time off to care for children or an older parent, employers tend to “see these people
as less than full committed. It’s as though their identity is transformed.” Brett
Graff, Nightly Business Report correspondent states that (because a female may
have trouble re-entering the market or, if she does find a position, it will likely be
a lower position with less pay) “If you thought choosing a baby name was hard,
you have yet to wrestle with the idea of leaving your career to be a full-time mom
or take care of an older parent…Most will want to re-enter, but will do so accepting
lesser positions or lower wages.” This circumstance only increases the work-life
balance stress experienced by many women employees. Men who take time off or
reduce working hours for taking care of the family experience similar
discrimination.

Consequences of imbalance in the work- life

The personal consequences are mainly related to the stress felt by individuals when
they perceive some degree of imbalance between their work and life. The demands of
work, relationships with management, colleagues and peers and levels of control are
the major components of stress in the workplace. The organizational consequences
associated with high levels of work-related stress are negative impacts on outcomes
and productivity. Research shows that workplace practices and culture can adversely
override the needs of individual employees and adversely effect their health and
overall well-being (Pocock 2003; Bond et al1997). The negative effects of work-life
imbalance that manifested in high levels of absenteeism, low productivity, low morale
team dysfunction, depression and mental illness and the associated organizational
costs. Staff retention, down time and losses of productivity can be cited as the most
obvious impacts resulting from an organization not effectively managing work-life
balance issues.
Barriers to achieve a work-life balance
 Unsupportive work culture and work environment: Employees using flexible
working options feel they are being placed under the close observations by
their colleagues and required to justify their use of the options.
 Career decisions: Some employees feel they are placing their career in
jeopardy. They believe they could be or are overlooked for promotion or that
they might miss the challenging and interesting work.
 Mismatch between policies and life stages: Research tells us that younger
people want choice and the freedom to exit and enter the paid workforce
without fear of damaging career or promotional prospects (Corporate
Leadership Council 2003b).
 Middle-aged sought to undertake pursuits outside the workplace in a manner
that would not negatively impact on career and job opportunities. Similarly,
people in the later phase of their working lives expressed the desire to be able
to exit the workforce in a manner that matched their financial status and
personal circumstances.
 Job and work design: Job and work design influence employees ability to take
up the flexible working options that may contribute to a better work-life
balance.
 Role of the manager: Supportive manager is the key to achieving work-life
balance. If managers did not understand the available flexible working options
and how to successfully implement them, then flexible working options tended
to be unavailable for access by staff. The role of manager was implicit in
employee’s perception of their empowerment and autonomy.
 Self-perception: There is a distinct delineation between senior executives
views on their staff utilizing the policies and their own practices. The focus
group of senior executives stated that while the did not believe they could use
current policies due to levels of workload, time management and other
constraints, it was important for less senior staff to access policies and
initiatives.
 Communication: Effective communication by supervisors and senior staff is a
major driver of employees level of satisfaction with work-life balance; absence
of this also becomes a barrier.
 Empowerment: Empowerment is the key attaining a work-life balance.
Empowerment is embedded in an individual’s knowledge, awareness and
ability to effectively communicate and negotiate with managers and work
teams. The participants identified that knowledge of the avail options was
critical to their ability to access and utilize the policies and initiatives that
facilitate work-life balance.
 Measuring effectiveness: Shifting the focus from time in the office to the
outputs/ outcomes achieved was seen as a way of encouraging work-life
balance.
 Being a perfectionist: The very idea of perfection is an illusion. If you find
yourself frequently criticizing yourself and rehashing mistakes you made and
how it made you feel, it’s time to re-evaluate your expectations. Get okay with
the fact it’s perfectly okay to not be perfect.
 Giving people 24/7 access: Whether it’s your boss or clients contacting you at
11pm, you need down time. This goes at home, too–take breaks from the
family as needed to do your own thing.Create boundaries and stick to them.
There should be a certain time each day that you cease doing for everyone else
and focus on recharging for the next day
 Reacting to everything immediately: You don’t have to answer each email or
return each phone message as it comes in Prioritize. Each day, make a list of
the most important things that you need to get done the following day. It’s easy
to react to everything, but in doing so , less actually gets accomplished.
 Mistaking busyness to productivity: Skipping breaks and staying up all night
working sure make you feel busy, but they may not result in any more getting
done. Productivity is about getting things done effectively, not about being a
hero who misses sleep and skips meals in the name of being so busy.
  Living in one world when you should be in the other: If you’re thinking about
work while you’re at home and about home while you’re at work, are you
really giving either your full attention?It’s important for your family to
understand when you have a deadline that must be met.However, you also need
to strike a balance where you eventually reach that point in the day that all of
your work issues stay at work, allowing you to be present at home–physically
and mentally.

Common Challenges to Work-Life Balance

Long Working Hours: Many employees feel compelled to work long hours, often due
to demanding work schedules, unrealistic expectations, or a lack of clear boundaries.
This often results in neglecting personal time.

Technology and Constant Connectivity: Smartphones, email, and instant messaging

have made it difficult for people to disconnect from work. Many employees check
emails and respond to work tasks during evenings, weekends, and vacations,
disrupting personal time.

Remote Work Blur: With remote work becoming more common, many employees
find it challenging to separate home life from work life. This can lead to overwork, as
there’s no clear physical boundary between where work ends and personal life begins.

High Work Demands: Some individuals experience high levels of stress and workload
due to tight deadlines, demanding roles, and insufficient staffing, which leads them to
sacrifice personal time to meet job demands.

Guilt and Expectations: Employees may feel guilty about taking time off, especially
in cultures where overwork is seen as a sign of commitment. Similarly, parents or
caregivers may feel torn between their professional duties and family responsibilities.
How to Achieve Work-Life Balance

Achieving work-life balance is a continuous process and involves both individual

strategies and employer support. Below are several strategies to help achieve and
maintain balance:

1. Set Boundaries

At Work: Define clear start and end times for your workday. Set realistic expectations
about how much time you can dedicate to work tasks, and communicate your
availability to colleagues.

At Home: Create a separate work space to physically differentiate between work and
personal areas. This is especially important for remote workers.

2. Prioritize Tasks

Use tools like to-do lists, task management apps, or the Eisenhower Matrix (urgent vs.
important tasks) to prioritize what’s most important each day.

Delegate or outsource tasks that don’t need your personal attention, whether at work
or in your personal life.

3. Learn to Say No

Be assertive about your limits. Saying “no” to extra work, social invitations, or
additional commitments is vital for protecting your time and well-being.

4. Take Breaks

Regular breaks throughout the day are crucial for maintaining productivity. The
Pomodoro Technique (working for 25 minutes followed by a 5-minute break) is one
example of how to structure your work to prevent burnout.

Make sure to take time off during weekends and holidays without feeling guilty.
5. Focus on Your Health

Exercise regularly, eat healthily, and get enough sleep. Regular physical activity has
been shown to reduce stress and improve focus and mood.

Practice mindfulness or meditation to reduce anxiety and stress levels.

6. Flexibility at Work

Look for roles or organizations that offer flexible working hours or remote work
options. Flexibility is key to achieving a better work-life balance, as it allows you to
manage personal responsibilities more easily.

Speak to your manager or HR department about adjusting your work hours or

exploring flexible work arrangements.

7. Create Time for Family and Personal Activities

Schedule personal activities and family time just as you would work meetings or
appointments. This ensures that personal commitments are taken seriously and
prioritized.

8. Manage Stress

Stress management techniques such as deep breathing, yoga, journaling, or talking to

a therapist can help reduce the impact of work pressures on your personal life.

9. Build a Supportive Work Culture

If you’re a manager or employer, create a work culture that encourages breaks, time
off, and respect for personal time. This can include offering wellness programs, mental
health days, and a clear stance on respecting work-life boundaries.
10. Disconnect from Technology

Set rules for when you will check work emails and messages, particularly outside of
work hours. For instance, no emails after 6 PM or over weekends. Use "do not disturb"
modes on your phone to help focus during personal time.

Work-Life Balance at the Organizational Level

Organizations play a significant role in fostering work-life balance by creating policies

and a work environment that supports employees’ needs for personal time. Some
strategies for organizations to promote work-life balance include:

Flexible Work Hours: Allow employees to set their own schedules or work part-time
if needed, especially for parents or those with caregiving responsibilities.

Telecommuting Options: Allow employees to work from home when possible to

eliminate long commutes and give them more flexibility.

Paid Time Off (PTO) and Family Leave: Offer generous paid time off for vacations,
family emergencies, or mental health days. Consider extending maternity, paternity,
or adoption leave as well.

Employee Assistance Programs (EAPs): Provide support for mental health,

counseling, or other personal issues employees may face.

Encourage Disconnecting: Create a culture where it’s acceptable to disconnect from

work after hours and take time for personal activities.
1.1 IMPORTANCE OF THE TOPIC

A healthy work-life balance is important for both employees and employers because
it can improve overall well-being, reduce stress, and increase productivity:

Employee well-being
A good work-life balance can improve mental health, reduce stress, and help
employees avoid burnout. It can also help employees experience fewer health
problems, such as impaired sleep, depression, and heart disease.

Employee productivity
Employees with a good work-life balance are more efficient, productive, and
motivated. They are also less likely to make mistakes.

Employer bottom line

Businesses that encourage work-life balance can be more attractive to employees,
which can help with recruitment and retention.
Work-life balance is about finding a healthy equilibrium between work and personal
life. It involves managing responsibilities in a way that promotes self-care and
minimizes stress. The right balance looks different for everyone, and it's important not
to let either side of your life dominate the other.

Flexible Work life

A significant feature within the changing world of work is the need to develop a
diverse, skilled and motivated workforce able to respond quickly and efficiently to
client needs. Ensuring a committed, responsive and high performing workforce often
depends on creating an environment that enables employees to more easily manage
the demands of work and life—particularly their family responsibilities. Flexible work
options for employees contribute to a positive, healthy and productive work
environment. Flexible work options are defined as mutually agreed long- or short-term
changes to working time and leave arrangements within the context of organizational
needs. Their successful implementation depends on employee and management
knowledge, pre-planning, regular review, and the creation of a supportive workplace
culture.

BENEFITS OF FLEXIBLE WORK:

Workplace practice and culture impact on the work, family and life balance of all
employees. International research and experience across both the public and private
sector, and feedback within the Banking sector, highlights the tangible benefits of
mutually agreed flexible work options and a supportive workplace culture.

Benefits of flexible work options include:

 Increased capacity to attract and retain skilled and specialist employees and
professional staff. Maximizing returns on training and professional
development investment renewed energy and freshness contributing to
resilience as well as increased morale, commitment and high work
performance from staff.
 Improved learning outcomes through matching work options and available
Skills with student needs.
 Increased performance and productivity, through improved organizational
climate, reduction of absenteeism and stress and a more efficient use of staff.
 Competitive edge in attracting and maintaining high demand skills to the
public education and training system and positive public recognition in both
the education sector and across other industries.

The benefits for businesses

Research has repeatedly shown that there is significant business benefits associated
with implementing work-life balance policies. In a Department of Labour scan of more
than 85 case studies of organisations implementing work-life balance policies,
employers experienced benefits such as:
 Improved recruitment and retention rates, with associated cost savings;
 Reduced absenteeism and sick leave usage;
  A reduction in worker stress and improvements in employee satisfaction and
loyalty;
 Greater flexibility for business operating hours;
 Improved productivity;
 Improved corporate image, becoming an ‘employer of choice’.

The benefits for employees

Employees in companies already implementing work - life practices enjoy significant
benefits such as:
 Being able to effectively manage multiple responsibilities at home, work and
in the community without guilt or regret.
 Being able to work in flexible ways so that earning an income and managing
family/other commitments become easier
 Being part of a supportive workplace that values and trusts staff.

The benefits for families and communities

Over the past 20 years the demands of the modern workplace are perceived to have
impacted heavily on family and community life. Parents wish they had more time with
their children. 'Me time' seems to be shrinking and an ageing population means
eldercare is becoming a serious issue. There's also less time for volunteering.
Work-life balance initiatives can make it easier to juggle multiple responsibilities at
home, work and in the community. People with a good work-life balance are healthy
physically, emotionally and socially, and have a sense of control over their life.
1.2 THEORITICAL BACKGROUND OF THE STUDY

The concept of work-life balance (WLB) was initially framed as work-family balance
in the 1970s. This was due to concerns about women joining the workforce and having
to juggle work and family responsibilities. However, WLB is not just relevant to
women, as men and gay couples also have to juggle work and family responsibilities.
WLB is important for physical and mental health, productivity, and social
relationships. Studies have found that working long hours can lead to serious health
issues like depression, impaired memory, and heart disease. The work-leisure
dichotomy was invented in the mid-1800s.Paul Krassneer remarked that
anthropologists use a definition of happiness that is to have as little separation as
possible "between your work and your play".
The expression "work–life balance" was first used in the United Kingdom in the late
1970s to describe the balance between an individual's work and personal life. In the
United States, this phrase was first used in 1986.
Most recently, there has been a shift in the workplace as a result of advances in
technology. Employees have many methods, such as emails, computers, and cell
phones, which enable them to accomplish their work beyond the physical boundaries
of their office. Researchers have found that employees who consider their work roles
to be an important component of their identities will be more likely to apply these
communication technologies to work while in their non-work domain.
Many authors believe that parents and family being affected by work-life conflict will
either reduce the number of hour’s one works where other authors suggest that a parent
may run away from family life or work more hours at a workplace. This implies that
each individual views work-life conflict differently.
Employee assistance professionals say there are many causes for this situation ranging
from personal ambition and the pressure of family obligations to the accelerating pace
of technology. According to a recent study for the Center for Work-Life Policy, 1.7
million people consider their jobs and their work hours excessive because of
globalization.
1.3 INDUSTRY PROFILE

Interior design in India is rapidly evolving, driven by factors such as urbanization,

rising income levels, and social media influence. The market is seeing a surge in
demand for services like home decor, room design, space planning, furniture
arrangement, color scheme planning, and lighting design. Style consultation for
theme-based designs and home styling through architectural planning are also popular.
Despite the competitive market, the future looks promising with a growing interest in
commercial design involving textile selection.

Evolution and Trends: An Overview of India's Interior Design Market 2024

Interior Design Industry India

Interior design in India is undergoing a dynamic transformation, propelled by several

key factors, including rapid urbanisation, increasing disposable incomes, and the
pervasive influence of social media. This evolving landscape has sparked a surge in
demand for a diverse range of interior design services, from home decor and room
design to space planning, furniture arrangement, colour scheme planning, and lighting
design. Moreover, style consultation for theme-based designs and home styling
through architectural planning have emerged as sought-after services.

Dynamic Transformation of Interior Design

Despite the industry's competitive nature, the future of interior design in India appears
promising. There is a growing interest in commercial design, especially concerning
textile selection, which further expands the scope and potential of this creative field.
This trend underscores a broader shift towards more sophisticated and personalised
design solutions that cater to the evolving needs and aspirations of Indian consumers.

India's interior design market generated USD 22.21 billion in revenue in fiscal year
2023. From 2024 to 2029, it is anticipated to experience a robust Compound Annual
Growth Rate (CAGR) of 18%.
Role and Impact of Interior Design

Interior design encompasses the art, science, and practice of understanding,

organising, and enhancing the internal architecture of human-made spaces. This
includes tasks such as conceptual development, site assessment, research, project
management, spatial planning, and design execution.

Interior designers undertake these responsibilities to create comfortable, functional,

and visually appealing environments by analysing interior space requirements and
selecting decorative elements like colour schemes, lighting, and materials.This
enhances space efficiency and usability, contributing to its widespread adoption in
residential and commercial settings. In India, the interior design industry is rapidly
expanding.

Interior design in India is carried out by professionals, including interior designers,

architects, craftsmen, and educators. The growth of the Indian real estate sector,
increasing population, rising income levels, and urbanisation are all driving forces
behind the expansion of interior design services.

The influence of smart homes, social media, and evolving lifestyle preferences also
contributes to the growing demand for interior design. Theme-based designs are
popular choices for homes and businesses, with trends like Mediterranean Style,
European Style, and Ethnic Indian Style gaining traction.

New technological innovations, such as virtual reality, are disrupting the interior
design industry, facilitating visualisation and experimentation for both clients and
designers, although adoption is limited due to cost considerations. Long project
durations are among the challenges constraining industry growth. Interior design in
India is rapidly evolving, driven by factors such as urbanization, rising income levels,
and social media influence. The market is seeing a surge in demand for services like
home decor, room design, space planning, furniture arrangement, color scheme
planning, and lighting design. Style consultation for theme-based designs and home
styling through architectural planning are also popular. Despite the competitive
market, the future looks promising with a growing interest in commercial design
involving textile selection.
Real Estate Sector as a Catalyst

India's interior design market is experiencing significant trends driven by the rise of
the real estate sector. The real estate industry in India is a key contributor to the
country's GDP, projected to reach 12% by 2025. It is also set to become the second-
largest source of employment, following agriculture.The sector is expected to attract
increased investment from non-resident Indians (NRIs) in both the short and long
term, with Bengaluru emerging as the most preferred city for NRI property
investments, followed by Ahmedabad, Pune, Chennai, Goa, and Delhi.

The growth in real estate extends beyond residential properties, with retail, hospitality,
and commercial real estate witnessing substantial expansion to meet India's evolving
infrastructure demands.

Notably, India's residential property market achieved record-breaking performance in

FY23, recording home sales valued at INR 3.47 lakh crore (approximately USD 42
billion), marking a 48% increase from the previous year. Sales volume also surged by
36%, with 379,095 units sold.

Major real estate developers in India's key cities are poised for significant success,
with plans to construct around 558,000 new homes. Additionally, there has been a
surge in land deals across the top eight cities, with over 1,700 transactions recorded in
the first nine months of 2022.
Furthermore, developers anticipate rising demand for office space within special
economic zones (SEZs) following regulatory changes. As the real estate sector
continues to expand and evolve, the demand for interior design services is expected to
grow substantially in the coming years, reflecting the increasing need for innovative
and adaptable design solutions across various segments of the real estate market.

Commercial Real Estate

The commercial segment is emerging as a dominant force in the interior design

market, driven by increasing demand for commercial real estate and innovative design
solutions. As the need for commercial spaces continues to grow, this sector presents
significant opportunities for expansion in the foreseeable future.

Over the past year, there has been a notable surge in land transactions across India's
top seven cities. Foreign investment in Indian commercial real estate reached a record
high of USD 10.3 billion between 2017 and 2021, underscoring global interest in the
market. Additionally, capital investment in Indian real estate hit USD 7.8 billion last
year, reflecting sustained growth.

Developers anticipate a surge in demand for office space within Special Economic
Zones (SEZs) following regulatory changes, further fueling growth opportunities.

The evolving Indian work environment has led to a transformation in office furniture
and interior design, with both traditional and modern offices seeking to optimise their
spaces through various design services. This trend extends beyond offices to
encompass start-ups and newly established businesses looking to create inspiring and
functional work environments.

Hotels are also setting trends by embracing creative and sustainable design guidelines,
further driving innovation and demand within the commercial interior design sector.
This convergence of factors highlights the growing importance and potential of the
commercial segment within India's dynamic interior design market.
India Interior Design Market Analysis

India's Interior Design Market generated a revenue of USD 22.21 billion in the current
year, and it is expected to witness a CAGR of 18% during the forecast period.

The art, science, and practice of comprehending, organizing, and embellishing the
internal architecture of man-made places are collectively referred to as interior design.
It entails abstract development, site verification, research, programming,
administration of the construction site, projection of space, and design
implementation. Interior designers carry out these duties to create cozy, useful, and
aesthetically pleasing spaces by analyzing internal building requirements and
choosing decorative elements like color schemes, lighting, and other materials.
Additionally, it improves space efficiency and functional usage, which contributes to
its widespread use in residential and commercial infrastructures. In the Indian market,
the interior design industry is expanding quickly.

The planning, designing, and decorating of interior spaces in India is done by interior
designers, architects, tradespeople, and educators. The expanding Indian real estate
industry, expanding population, increasing income levels, and urbanization are all
blamed for the increase in interior design. Smart houses, the impact of social media,
and changes in the living standards and lifestyle of the populace are other elements
that contribute to an increase in demand for interior design services. For their homes
and businesses, people are picking designs with a theme. Numerous trends are
becoming more popular nowadays, including the Mediterranean Style, the European
Style, and the Ethnic Indian Style of Design and Decor. In order to make homes even
more technologically advanced, new innovations are being developed. The interior
design industry is being disrupted by virtual reality, which has made the process of
visualizing and experimenting easier for both clients and designers. However, the
price of using this technology makes it unsuitable for industry adoption. High
gestation durations for projects are among the constraints limiting industry growth.
Post-COVID-19, the interior design industry made great strides to mitigate the loss
suffered by the industry during the lockdown period. The extensive use of technology
during this period helped the industry revive to a great extent. While the designers
relied on technology even in the pre-COVID-19 times, the outbreak of COVID-19
further gave them a push. The implementation of virtual design and 3D rendering has
enabled the designing industry to effectively address consumer expectations.
Additionally, the implementation of a virtual walkthrough process has enabled clients
to gain a better understanding of their desired interiors. This concept is expected to
become increasingly popular in the period following the COVID-19 pandemic, as it
eliminates the need for physical site visits and facilitates meetings. Furthermore, the
virtual walkthrough is the most secure method of ensuring that briefs are incorporated
without any errors. India is poised to be the epicenter of global growth that calls for
larger infrastructure and construction. This has driven the demand for innovative
interior designers who are adaptable to changing trends and demands.

India Interior Design Market Trends

Rise in the Real Estate Sector is Driving the Market

The real estate sector in India contributes 12% to the country's GDP by 2025. The real
estate sector in India is projected to be the second-largest source of employment in the
country after the agricultural sector. Furthermore, it is anticipated that the sector will
experience an increase in the amount of investment from non-resident Indians (NRIs)
in both the short and long term. It is anticipated that Bengaluru will be the most
preferred property investment location for NRIs, with Ahmedabad being the second
most preferred city, followed by Pune and Chennai. Other cities that are expected to
attract NRI investment include Goa and Delhi. Retail, hospitality, and commercial real
estate are also growing significantly, providing the much-needed infrastructure for
India's growing needs. India's residential property market experienced a record-
breaking year in FY23, with home sales reaching a value of INR 3,47 lakh crore
(approximately USD 42 billion). This was a 48% increase from the previous year, and
the volume of sales also followed a strong growth pattern, increasing by 36% to reach
379.095 units sold. Real estate developers in India's biggest cities are on the cusp of
achieving huge success in 2023 - they will be able to build around 558,000 homes. In
the first nine months of 2022, there were more than 1,700 land deals in the top eight
cities. Developers are expecting demand for office space in special economic zones to
go up after the SEZs Act was replaced in February 2022. As the real estate industry
continues to grow, the demand for interior designing services is expected to increase
in the coming years.

Commercial Segment is Dominating the Market

The demand for commercial real estate has been steadily increasing, leading to the
emergence of interior designing solutions as a trend. As the demand for commercial
space continues to grow, the sector is likely to experience a significant opportunity to
capitalize on in the years to come. For instance, the real estate group Chintels recently
announced to invest in a commercial project worth INR 400 crore (USD 53.47 million)
in Gurugram. The project is set to have a floor area of 9.28 lakh sq. ft. In the past year,
there has been a sharp rise in land deals across India's top seven cities. Foreign
investment in commercial real estate in India reached a record high of USD 10.3
billion between 2017 and 2021. Last year, India's capital investment in real estate
reached USD 7.8 billion. In the forecast period, developers are predicting that demand
for office space in Special Economic Zones (SEZs) will skyrocket after the SEZs Act
is replaced.

With the transformation of the Indian work environment, office furniture and interior
design have undergone a significant transformation. Office commercial spaces are
likely to opt out of the various interior design services available in the market. Both
traditional and modern offices will be looking to refurbish their office spaces, as well
as start-ups and newly established offices. Additionally, hotels are emerging as
trendsetters, offering design guidelines that combine creativity and sustainability.
India Interior Design Industry Overview

The Indian Interior Design Market is fragmented and competitive in nature. Due to a
lot of traction in the market for interior design services, there is a crowding of
designers and studios, which is driving profitability low, but the market is expected
to show growth in the coming years. Small and medium-sized designing companies
dominated the market. The major players in the industry include Aamir & Hameeda,
and Livspace Lipika Sud Interior Pvt. Ltd, FDS, and Chaukor Studio.

India Interior Design Industry Segmentation

The interior design industry is a skilled science that transforms a space's interior to
create a healthier and more beautiful environment. A complete background analysis
of the India Interior Design Market, which includes an assessment of the emerging
market trends by segments, significant changes in the market dynamics, and the
market overview, is covered in the report. The company profile of key players is
provided along with an in-detailed analysis of strategies adopted.
The Future of Interior Design Industry in India

The Indian interior design industry is characterised by its fragmented and competitive
landscape, with a notable influx of designers and studios offering services. This
saturation has contributed to lower profitability; however, the market is poised for
growth in the future. Currently, small and medium-sized design firms dominate the
market.As the market evolves and consumer demand expands, opportunities for
growth and differentiation are expected to shape the industry's landscape in the coming
years.
2.1 REVIEW OF LITERATURE

The Quality of work life is based on performance. QWL has positive relations with
performance and developing human capabilities and constitutionalism in the work
organization. The department chairpersons in the Esfahan medical university are in
the high level concerning quality of work life dimension (Behzad Shabhazi and Sad
eghShokrzad2011 ).

The relationship between qualities of work life and career related variables are
positively related. Career achievement is positively related to Quality of Work life
(Raduan Che Rose and Loo See Beh 2006). Quality work life among factory workers
will lead to better well being of the workers and the society. The management’s
appreciation of the employees with high commitment and positive work attitude would
contribute greatly to firms’ success and would create support for the workers quality
of work life (Sarina Muhamad Noor and Mohamad Adli Abdullah 2012).

The objective of the study is to compare the quality of work life perceptions of blue
collar employees with white collar employees in a large scale marble firm. The results
showed that there was a significant relation between dimensions of quality of work
life. It indicates that positive emotions are the key factors for organizational
performance and commitment. Quality of work life facilitates employees to manage
their personal life. This study indicates that the human resources specialists in marble
firms should improve each factor that affects the quality of work life, especially with
blue collar employees (SelahattinKanten and Omer Sadullah 2012).
The quality of work life affects the satisfaction level of employees. There is a high
level of satisfaction among the employees regarding the quality of work life in the
organization where adequate income and fair compensation, safe and healthy working
conditions, constitutionalism in work organization and Social relevance of work exist.
These factors are positively correlated with the quality of work life (Dr. Meenakshi
Gupta, ParulSharama 2011).

Quality of work life is the degree to which members of a work organization are able
to satisfy important personal needs through their experience in the organization. The
quality of work life variables by itself insufficient to measure employees’ job
satisfaction. The researcher found that the average score for majority of the items
tested for job satisfaction, sources of stress and job related aspects the satisfaction
level is to be around 2.0 to 3.6 (scale of 1 to 5) only. (Chitra D and Mahalakshmi V
2012)

M Aarthy, & Dr. M Nandhini (2016) “Influence of the Demographic Factors on

Quality of Work Life of the Engineering College Faculty Members in Coimbatore
District “in their study The impact of the Quality of Work Life of the faculty members
is highly notable and it influences not only the institutions but also the students who
are the future building blocks of the nation. The present study concludes that there is
a moderate level of Quality of Work Life is found among the faculty members.

V. Sumathi & Dr. K. Dr.K. Gunadundari, (2016) “Work Life Balance of Women
Employees in Selected Service Sector with Reference to Coimbatore District” in their
study found that the present situation of a large number of well qualified women who
due to the various circumstances have been left their job needs to be addressed. The
problems faced are several but, significantly, most often the "break in their careers"
arises out of motherhood and family responsibilities.” Work life policies are most
successfully maintained in the organizations which have clear understanding of their
business rational and which respect the Importance of work life balance for all the
employees. A. K. Pathak, P. Dubey, Deepak singh(2019) The profitability and
productivity of organization depends on the performance and commitment of its
employees.
Every employee has a personal and professional life; both of these are very difficult
to separate. If an organization wishes to have better productivity and more
commitment from employees then they have to be committed and satisfied. This can
be achieved by an individual when have a fulfilled life inside and outside and his work
and is accepted and respected for the mutual benefit of the individual and the
organization. Organizations are social systems where human resources are the most
important factors for effectiveness and efficiency and need effective managers and
employees to achieve their objectives. Work life balance is partly employer's and
partly individual responsibility. The present article deals with surveying the past
literatures on work life balance and job satisfaction in various sectors of Industries in
India and abroad.

Panisoara and Serban (2013) have examined the impact of marital status on Work life
balance. Data were collected from 132 employees by adopting convenience sampling
method. Varying non-work related issues (by means of the presence of a
husband/wife, a minor or major child) while keeping the work constant (by means of
the state of being an employed person common for all the four groups of participants)
may suggest that the diversification of demands brought about by the necessity to
assume household or childcare responsibilities is not necessarily followed by a
significant change in the level of Work life balance experienced as unmarried
employee.

2.2 RESEARCH DESIGN

Research is a logical and systematic search for new and useful information in 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.

TITLE OF THE STUDY

“A STUDY ON QUALITY OF WORK-LIFE BALANCE OF THE
EMPLOYEES AND WORKERS AT URBAN HUTS INTERIORS,
BANGALORE”

2.3 STATEMENT OF THE PROBLEM

 The Designing and implementation sector is known for its long hour work
culture, and high work load for designers and workers as it involves lots of
creative work. This lack of work flexibility, high work pressure and longer
working hours are stressing out many workers in the URBAN HUTS
INTERIORS, reducing their job performance and productivity as well as
causing broken homes.
 Personal issues that employees and workers face outside work may demoralize
them and in turn their service delivery to clients. As a result of spending too
many hours at work with very little time for personal activities and family,
most workers/ employees end up not living a full and holistic life. This in turn
may affect their performance, with a chain reaction affecting customers. All
these may result in client dissatisfaction to withdraw their projects at initial
stage or may give bad review.

 The study of work-life balance and employee performance is imperative. The

multi-faced demand between work and home responsibilities have assumed
increased relevance for employees/ workers in recent years. This is due to
demographic and workplace changes such as; transformation in family
 structures, growing reluctance for long number of hours, acceptance culture,
greater number of women in the workforce and technological advancement.
All these have resulted in the employees having difficulty in prioritizing
between their work roles and their personal lives, which ultimately affect the

company. Thus emphasizing the essence of this study.

2.4 NEED OF THE STUDY

The need to study about the quality of work life balance is very important in today’s
scenario as there has been continuous retention in any off the sectors. Also the long
term relationship of the employee and the employer is not inline which also has an
impact in the personal life of the individuals.
I have considered this study as important as the need to balance both work and
personal life is considered as a challenging factor these days. It can be implemented
in a right way only if the individual is able to balance both the life which could be
done by support from management to some extent.
 There is no perfect balance you should be striving for. As we have different
life and different priorities for each of us WLB is different.
 Balancing the work and family life is more important.
 The possible solutions or measure of work life balance is also mentioned in
this project

2.5 SCOPE OF THE STUDY

This study is conducted at Urban Huts Interiors, Bangalore, Karnataka. This study is
conducted to find out the current work life balance of employees and workers at Urban
Huts Interiors.
The study is restricted to the employees and workers at Urban huts Interiors. Work
life balance is a technique which helps personnel of an enterprise to balance their
private and professional lives.
Work life balance encourages employees to divide their time on the basis on priorities
and preserve a stability through devoting time to family, health, vacations and so on
along with making a career, business travel etc.
The time period of this study is from 26-August-2024 to 25 October 2024.
2.6 OBJECTIVE OF THE STUDY
 To determine the factors that impact the employees work life balance
 To study the existing system of Work-Life Balance of Employees in Urban
Huts Interiors.
 To understand the challenges they face and the type of coping strategy they
use to achieve work family Balance.
 To study the relationship between work-life balance and various demographic
variables.
 To study the influence of work-life balance on the family life of the employees
 To study the impact of compensation factors on the work-life balance of
employees.
 To analyze the indications of undesirable work life balance.

2.7 SAMPLING
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. The sample for this research study are the
employees and workers of the Urban Huts Interiors, Bangalore.

SAMPLE DESIGN
A sample design is a definite plan for obtaining 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.
The population for this study are the employees and workers working in Urban Huts
Interiors.

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 50
Nos at Urban Huts Interiors, Bangalore.

SAMPLING METHOD
Sampling method used in this study:
In this study probability sampling is used, in which simple random sampling is used.
Questionnaire is used as research tool for collection of primary data.

2.8 SOURCES OF DATA

PRIMARY DATA :
This collection is necessary when a researcher cannot find the data needed in
secondary sources. Three basic means of obtaining primary data are observation,
surveys, and experiments. The choice will be influenced by the nature of the problem
and by the availability of time.
For this research study Questionnaire was the Primary Data source which is
applied.
SECONDARY DATA:
Secondary data is the source of information which is already existed in journals is,
books, and the company websites etc
 Company Websites
 Journals and the
 Textbooks
 Magazines
Secondary data is used only to know the importance of work life balance ,and come
other factors,

2.9 TOOLS FOR DATA COLLECTION

Survey method is employed to collect the data from the respondents and the data are
collected with the help of questionnaires. Questionnaire is administered for the
respondents. Questionnaire is a standardized form for collecting information to elicit
data from the respondents. A questionnaire consists of a set of questions presented to
a responded for his or her answers. The questionnaire prepared in this study was
mainly aimed at personal interview, multi-choice questions, and also checklists.

2.10 DATA EDITING AND STATISTICAL TOOLS FOR ANALYSIS

Primary data: Data observed or collected directly from first-hand experience is called
primary data. Responses through questionnaires . Primary data source was applied for
the collection of the data. Data collected are edited and coded by using the tabular
columns. This helps in converting the gathered data into a tabulated grouped data.

Percentage Analysis is applied to create a contingency table from the frequency

distribution and represent the collected data for better understanding.

Chart Analysis is applied for better understanding of the percentage analysis and it is
done via pie, bar charts etc.
QUESTIONNAIRE DESIGN

The questionnaire for the research study is to be structured in which different types of
questions like open ended and close ended are covered. The questions will be designed
as an opinion, multiple choices. A closed-ended question is one where the respondent
is given a range of answers and has to make a choice of one or more.
The questions in the questionnaire were arranged in a sequential manner grouped
under the different factors of study.
The instruments used in the study are research instrument are the instruments which
is used for gathering or collecting information. The instruments used in the study are,

1. Direct questions
2. Close end questions
3. Dichotomous questions
4. Multiple choice questions

MULTIPLE CHOICE QUESTIONS

A multiple choice question refers to one which provides several set alternatives for its
answers. Thus, it is a middle ground between free answers and dichotomous question.

DICHOTOMOUS QUESTION
The dichotomous question is a question which can have two possible answers.
Dichotomous questions are usually used in a survey that asks for a Yes/No,
True/False or Agree/Disagree answers. They are used for clear distinction of
qualities, experiences or respondent's opinions.
2.11 LIMITATIONS OF THE STUDY
 Some employees were reluctant to fill the questionnaire.
 Some workers are not literate enough understand the questionnaire so they
are filled using Interview method.
 Time has been a major constraint throughout the study as it has been only
for a duration of 6 weeks.
 Enough care is taken in formulating the questionnaire, still some errors
may creep in.
 The data was collected through a structured questionnaire and analyzed
based on the information given by respondents.
 The study is largely based on the perception of the respondents.
3.1 COMPANY PROFILE:

COMPANY NAME:

URBAN HUTS INTERIORS

LOGO:

URBAN HUTS INTERIORS is an interior design and turnkey contracting company

founded in 2019 that designs and executes interiors for residential and commercial
clients. It offers interior design, decoration, and implementation services including
renovation, modification and turnkey projects. The company aims to understand client
needs and transform their dreams into reality through transparent collaboration. It
provides residential, commercial, corporate interior design and architectural services
with a team of qualified designers, architects and administrative staff. The company
has successfully completed projects for corporate clients, residential buildings, hotels,
showrooms, and government agencies.

With strong experience and creative flair. we strive to provide high standard in design,
good-quality services and prompt support that we think every of our client deserves.
A team of creative and skilled professionals renders these services in a timely and
flexible manner, as per specifications provided by the clients.
 Here, we blend architectural elegance with innovative design, crafting spaces that
inspire and elevate. From modern designs to eco-friendly homes, our work is tailored
to your vision, ensuring your dream home becomes reality.

Our strength lies in our passion for creativity, bringing unique elements to both
modern and traditional designs. We take pride in designing and planning environments
that are ergonomic and welcoming.

To achieve high quality, within budget and on schedule. Our principles are creativity
and appropriate interior style to maximize customer satisfaction. Our work achieves
an excellent standard of design and brings satisfaction to all.

We are expertised in Home Interior, Bedroom Interior, Kitchen Interior, Resorts

Interior, Super Market Interior, Hotels & Restaurant Interior, Hospital Interior, School
Interior, We also offer world-class Residential and commercial Interior Designing
services to our clients.

Urban Huts Interiors is excellence in design and delivery; working across Interior
design, 3D designing and graphic design, our mission is to understand our clients’
cultural, functional, operational and commercial needs, drawing on our Thought
Leadership and experience to facilitate solutions that work, we believe these to be the
essence of good design.
We strive to create the best solutions for client’s projects and to ensure high quality
and timely project execution. We believe that quality and timing project
implementation are very critical to the success of our business.The company is well
placed to offer speedy execution in respect of interior decoration with a large team of
workforce of carpenters, interior masons etc. The company has also created and
strengthened in house capabilities for supervision and execution of large turnkey jobs
involving the entire scope of interior works like partition, paneling, false ceiling,
furniture, all interior civil works and the finishing works.
We are dedicated to give our best to satisfy every customers by having a solid network
with suppliers and field workers. In the long term business plan, we are looking
forward to give more contribution for this planet by planning, designing and
constructing the best we can.The professionalism at all level ensures that the planning
and preparation gives the customer top quality results.We will always put in front that
customer satisfaction is the most important thing to maintain.

All clients are provided with a full-time dedicated team that ensures adherence to
budget and timelines. Our aims is to develop design & implement the most innovative
yet cost effective solution for each project of its size whether it is fresh design or a
total redesign to increase the amount of usable space. We incorporate end-to-end
process within a project by providing all the required services to design & build your
interior space by managing the project from the first point of contact through to
handling over the keys.

VISION:
1. To provide clients with a one stop solution for their interior
requirements.
2. To provide innovative solutions to clients’ needs.

MISSION

URBAN HUTS INTERIORS aims to provide service excellence to its

clients’ satisfaction by honoring timely service and personalized
design according to clients’ requirements.
SERVICE OFFERED
 Space Planning
 Floor Plans & Elevations
 Art & Wall Decor
 Furnishings & Accessories
 Lighting
 Rugs & Carpets
 Window Treatments Custom Design
 Bathrooms
 Kitchens
 Closet/Storage Systems
 Furniture & Cabinetry
 Carpentry & Flooring
 Installation & Construction
 Plumbing & Electrical
 Painting & Finishes
 POP work.
Home Interior, Bedroom Interior, Kitchen Interior, Resorts Interior, Super Market
Interior, Hotels & Restaurant Interior, Hospital Interior, School Interior, Also We
expertise in offering world-class Residential and commercial Interior Designing
services to our clients.

SAFETY POLICY
Urban Huts ensures that high quality goods and services, adhering to stringent quality
standards are supplied to meet the daily needs of consumers and customers. In doing
so, the Company is committed to exhibit the highest standards of corporate behavior
towards its consumers, employees, the societies and the environment in which we
operate.We not only design and develop projects, we also ensure adequate training is
imparted to the customer and work along with customers to ensure procedures/safety
rules are put in place and ensure that these are strictly adhered by the employees, the
contractors and the visitors inside the premised.
QUALITY
The policy of Urban Huts Interiors is to conduct business through an established
Quality Management System, which aims to achieve Customer Satisfaction by
providing goods and services to the stated expectation of our customers and in the
process improving company’s competencies and competitiveness. We shall achieve
this through continual improvement of our business processes and effective human
resource management. We value training and sharing of information at all levels
within the organization

Why us?
1. We provide all types top solution starting from concept, creation production,
execution with turnkey solution
2. We focus on each and every technical details from designing of plan to execution
of design on site with latest technology, material.
3. We are friendly with our clients ready to help and discuss any sort of queries with
right solution.

Your journey from walls to Home

 Booking - Say hi to your designer and kick-start your dream with a design
proposal.
 Fill form-Share your basic information and property details in a quiz.
 Get a call-A executive connects with you to understand your requirements
better.
 Share your floor plan -We match you to a designer based on your
requirements.
 Speak to your designer-Your designer takes the time to understand you and
your family’s needs.
 Design proposal-A design proposal and a tentative quote are created based on
your budget.
 Revised quote -Share your feedback and receive a revised proposal.
 Book with us

At Urban huts Interiors, setting up your home a process as comfortable as living in
it.

 Step-1 Booking
Typically 1 week
You pay 5%
 Step-2 Design Phase
Typically 1month*
You pay 15%
 Step-3 Manufacturing & Installation
Typically 45-60days
You pay 100%
 Step- 4 Move-in

Company details:
Ms. Sunitha N (Managing Director)
Ms. Milana S Gowda (Interior Designer)
Mr. Lokesh N (Site Engineer)

Contact:
Phone: +91 9986026896, +91 9035228011, +91 6363282997
Address: #119, 4th floor, kalapatharu Palace, East of Kathriguppe, BSK 3rd Stage,
Bangalore -560085
Email: [email protected], [email protected]
MCKINSEY 7S FRAMEWORK

The McKinsey 7S Framework is a widely-used management model that can be

adapted to evaluate and improve an interior design firm’s performance. It was
developed by McKinsey & Company consultants Tom Peters and Robert Waterman
in the 1980s to help organizations analyze how well-aligned their internal elements
are with their overall strategy. The seven elements in this framework are Strategy,
Structure, Systems, Shared Values, Skills, Style, and Staff.

In the context of an interior design firm, the McKinsey 7S model can provide
valuable insights into how the firm operates, its strengths and weaknesses, and areas
for improvement.

Below is how Urban huts |Interiors has applied each of the seven elements to an
interior design business:
1. Strategy
Definition: The plan developed by the firm to achieve its goals and objectives.
 In Urban huts designs, strategy involves defining how the firm plans to
compete and grow. This could include:
o Target Market: Residential, commercial, Apartment Flats.
o Differentiation: Unique design style, high-quality materials,
sustainability, customer service, and pricing
o Growth Plans:Entering new markets
o Technology Use: cutting-edge tools like design software (e.g.,
AutoCAD, Revit, SketchUp), virtual reality, and project management
platforms to improve efficiency

2. Structure
Definition: The organization of the firm, including its hierarchy, team configuration,
and reporting relationships.
 In Urban huts designs,, structure refers to how the design teams are organized
and how roles are assigned.
o Team Composition: They have separate teams for residential,
commercial, and corporate clients.
o Hierarchical Levels: it has flat organization structure

3. Systems
Definition: The processes and workflows that enable the firm to deliver its services
efficiently.
 In Urban huts designs,
o Design Process: Here, design tools such as mood boards, 3D
rendering, client presentations.
o Operations and Procurement:
o Quality Control: to ensure design and execution they do reviewing
designs, checking installations once the installation is done
4. Shared Values
Definition: The core values and culture that guide the firm’s actions and decisions.
 In Urban huts designs,
o Design Philosophy: It focus on sustainability, luxury, functionality,
and innovation according to the client choice.
o Client-Centered Approach: Firm emphasize customer satisfaction,
collaboration, and long-term relationships.
o Ethical Values: Firm prioritize ethical sourcing of materials,
sustainability, and socially responsible design

5. Skills
Definition: The capabilities and competencies that the firm possesses, particularly in
terms of expertise and specialized knowledge.
 In Urban huts designs,
o Design Expertise: Designers have a wide range of styles and expertise
like modern, minimalist, classical, eco-friendly
o Technical Skills: Team have proficiency in design software and tools
e.g., AutoCAD, SketchUp, Adobe Creative Suite
o Project Management: Firm have skilled project managers who can
handle complex logistics, timelines, and client relationships.
o Sourcing and Procurement:Firm have expertise in sourcing unique,
high-quality materials and managing vendor relationships.
6. Style
Definition: The leadership style, decision-making approach, and organizational
culture within the firm.
 In Urban huts designs,
o Leadership Approach: Is leadership is more collaborative Are senior
designers empowered to make design decisions,
o Client Interaction: it happens in collaborative and consultative
process.
 o Creative Culture: Work environment open to creativity and new ideas
and it also encourage experimentation and risk-taking in design.

7. Staff
Definition: The employees who work at the firm, including their qualifications,
motivation, and alignment with the firm's goals.
 In Urban huts designs,
o Team Motivation: Are employees motivated and committed to the
firm's goals? Do they feel valued and empowered in their roles?
o Diversity and Talent: Firm hire people with diverse skills,
backgrounds, and experiences.
o Workforce Size: Firm have enough staff to handle the volume and
complexity of its projects, if they need additional hire, they work with
batches of workers under one project incharge.
3.2 PROFILE OF THE RESPONDENTS:

Profile No of Respondents percentage

Gender

 Male 40 80
 Female 10 20

Marital status
 Single 15 30
 Married 35 70
 Divorced/widow 0 0
Age (years)

 Less the 25 25 50
 25-35 15 30
 Above 35 10 20

Education
 High school 25 50
 Graduation 13 26
 Interior Designing 12 24

Occupation
 Daily labor 28 56
 Employee 10 20
 Supervisor/ project in
charge 5 10
 Designer 7 14
4.1 Data analysis and Interpretation

Data analysis and interpretation are key to transforming raw data into valuable insights
that inform decision-making.

Data interpretation and analysis refer to the process of examining data to extract
meaningful insights, patterns, trends, and conclusions. The goal is to convert raw data
into information that can support decision-making, problem-solving, or research
objectives. Effective data analysis requires a combination of statistical knowledge,
domain expertise, and critical thinking to translate raw data into valuable insights. Let
me know if you have a specific dataset or analysis scenario you'd like to dive into.

In this context, Analyzing and interpreting data related to work-life balance typically
involves gathering information about how individuals manage the competing demands
of work and personal life. This type of analysis can help organizations understand
employee satisfaction, productivity, and well-being, and it can inform decisions about
policies or practices to improve work-life balance.

By collecting and analyzing both quantitative and qualitative data, organizations can
gain a deeper understanding of work-life balance within their workforce, identify
challenges, and develop targeted solutions to improve employee well-being and
productivity.
Question-1: Demographic overview of the respondents based on gender

Table 4.1.1: Table showing the gender of the employees and workers in the
organization.

Sl.No Particulars No of Respondents Percentage of Respondents

1 Male 40 80
2 Female 10 20
Total 50 100

Analysis:

The data provided presents a demographic breakdown of respondents by gender. The

total number of respondents is 50, with 80% identified as male (40 respondents) and
20% identified as female (10 respondents).

Graph: 4.1.1

Gender
90
80
70
60
50
40
30
20
10
0
Percentage of Respondents

Male Female

Interpretation:

The data presents a clear demographic overview of the respondents based on gender.
The data indicates a clear majority of male respondents, This significant disparity
highlights a pronounced male dominance in the respondent pool. As the company is
into Interior designing, it includes more workers i.e Male compared to the employees.
Question-2: Demographic overview of the respondents based on Marital Status

Table 4.1.2
Table showing marital status of the employees/ workers working in the organization.

Sl.No Particulars No of Respondents Percentage of Respondents

1 Single 15 30
2 Married 35 70
3 Divorced/widow 0 0
Total 50 100

Analysis:
The analysis reveals that, Out of a total of 50 respondents, 30% identify as single (15
respondents) and 70% as married (35 respondents). Notably, there are no respondents
who are divorced or widowed.

Graph -4.1.2

Martial status
80
70
60
50
40
30
20
10
0
Single Married Divorced/widow

No of Respondents Percentage of Respondents

Interpretation:

From the above graph, the data reveals a significant majority of married respondents
compared to a minority of singles, with no representation from divorced or widowed
individuals.
Question 3: What is your role in the firm?

Table 4.1.3

Sl.No Particulars No of Respondents Percentage of

Respondents
1. Interior Designer 6 12
2. Worker 30 60
3. Project Manager 5 10
4. Administrative Staff 4 8
5. Site engineer 5 10
Total 50 100

Analysis:
The analysis reveals that the Dominant Group is workers, representing the largest
group of respondents, with 60%. Administrative Staff (8%) and Project Managers
(10%).has least reputation. Both Site Engineers and Project Managers have an equal
percentage (10%) of respondents, and Interior Designers: A small group (12%) is
represented by Interior Designers, with 6 respondents.
Graph 4.1.3

Designation

60
% of Respondents

50
40
30
20
10
0

Particulars

Interpretation: From the above graph, the data reveals that, majority of the
respondents are likely to have hands-on roles in the project (Workers, Site Engineers,
and Project Managers), while Interior Designers and Administrative Staff have smaller
representation. The data suggests a possible focus on labor-intensive work (Workers)
compared to design and administrative roles.
Question :4: . How long have you been employed in your current position?

Table 4.1.4

Sl.No Particulars No of Respondents Percentage of Respondents

1. Less than 1 Day 10 20
2. Less than 6 months 20 40
3. 0.6-1yr 5 10
4. 1-3 Yrs 9 18
5. 3-5 Yrs 6 12
Total 50 100

Analysis

The majority of respondents (40%) have been involved for less than 6 months,
indicating that a large portion of the sample may be relatively new or have short-term
experience in their roles. A substantial number (20%) have experience of less than 1
day, which may suggest either a very recent entry or a brief engagement in the role or
project.10% have between 0.6-1 year of experience, which is a smaller proportion.
About 18% have between 1-3 years, and 12% have 3-5 years of experience,
representing a moderate amount of experience but still a minority compared to the 6-
month group.
Graph 4.1.4

40
35
% of Respondents

30
25
20
15
10
5
0
Less than 1 Less than 6 0.6-1yr 1-3 Yrs 3-5 Yrs
Day months
Particulars

Interpretation
This data provides insight into the duration of experience or length of time that
respondents have been engaged in their respective roles or projects. A combined 60%
of the respondents have been involved for less than six months, indicating that a
majority of respondents are relatively new to their roles.
Question 5: How many hours do you work per week?

Table 4.1.5: Table showing the number of hours employees work per week

Sl.No Particulars No of Respondents Percentage of Respondents

1 Less than 20 hours 6 12
2 20 – 40 hours 10 20
3 41-60 hours 34 68
4 More than 60 hours 0 0
Total 50 100

Analysis:
The analysis reveals that, A total of 50 respondents provided data on their work hours.
The majority (68%) report working between 41 and 60 hours per week, which
indicates a significant portion of respondents are engaged in what could be considered
full-time or extended work hours.Only 12% of respondents work less than 20 hours,
and 20% work between 20 and 40 hours, suggesting that part-time work is relatively
uncommon among this group.
Graph -4.1.5:

Percentage of respondents
80
70
60
50
40
30
20
10
0
Less than 20 hours 20 – 40 hours 41-60 hours More than 60 hours

percentage of respondents

Interpretation:
From the above graph, it can be interpreted that, there are no respondents who report
working more than 60 hours per week, indicating a potential upper limit to the work
hours in this sample. This could imply that either the workload is manageable, or that
there are policies or practices in place that discourage excessively long work hours.
Question 6: How often do you work overtime or outside normal work hours?

Table 4.1.6: Table showing the work overtime or outside normal work hours.

Sl.No Particulars No of Respondents Percentage of Respondents

1 Daily 0 0
2 Weekly 36 72
3 Monthly 5 10
4 Rarely 9 18
5 Never 0 0
Total 50 100

Analysis:
The analysis reveals that, no workers or employees work overtime daily and 72% of
the employees / workers work overtime once a week and 10% of the employees work
overtime monthly once and 18% of the employees work

Graph 4.1.6:

Overtime working
80
Percentage of respondents

70
60
50
40
30
20
10
0
Daily Weekly Monthly Rarely Never
Axis Title

particulars

Interpretation:
From the above graph, it can be interpreted that, A total of 50 respondents provided
their frequency of engagement, with a dominant 72% indicating they participate in the
activity on a weekly basis. This suggests that the activity is a regular part of their
routine for the majority.
Question-7: How satisfied are you with your current work life balance?

Table : 4.1.7- Table showing the satisfaction level of the current work life balance.

Sl.No Particulars No of Respondents Percentage of Respondents

1 Highly 0
0
dissatisfied
2 Dissatisfied 0 0
3 Neutral 35 70
4 Satisfied 5 10
5 Highly 10
20
satisfied
50 100

Analysis:
From the above table it can be analysed that, A large proportion of respondents (70%)
reported feeling neutral about their work-life balance. Only 30% of respondents
express satisfaction to varying degrees, with 20% being highly satisfied.

Graph : 4.1.7

Chart Title
80
70
70
60
50
40
30
20
20
10
10
0 0
0
Highly Dissatisfied Neutral Satisfied Highly satisfied
dissatisfied

no of respondents % of respondents

Interpretation:

The high percentage of neutral responses suggests that there is significant room for
improvement. The 30% of satisfied respondents represent a valuable audience.
Understanding what aspects they appreciate could help replicate those positive
experiences across the broader respondent base.
Question-8: Your work schedule allows me to spend time with your family and
friends

Table :4.1.8: Table showing how the respondents spend time with my family and
friends

Sl.No Particulars No of Respondents Percentage of Respondents

1 Strongly disagree 0 0
2 Disagree 0 0
3 Neutral 9 18
4 Agree 30 60
5 Strongly agree 10 22
total 50 100

Analysis:
From the above table it can be analysed that 22% of the respondents are in strong
agreement and 60% of the respondents are in agreement and only18% remain neutral,
while there are no respondents who disagreed on spending time with family and
friends.
Graph: 4.1.8:

70
60
50
Respondents

40
30
20
10
0
Strongly disagree Disagree Neutral Agree Strongly agree
Axis Title

Particulars

Interpretation:
The overwhelming majority of respondents (82%) expressed a positive sentiment,
indicating agreement with the statement or question posed in the survey. This is a
strong indicator that the respondents generally support or feel positively about the
subject matter.
Question-9: what is the most significant factor to my happiness?
Table :4.1.9: Table showing the significant factor to happiness

Sl.No Particulars No of Respondents Percentage of Respondents

1 Job 5 10
2 Salary 5 10
3 Family and friends 40 80
4 None 0 0
Total 50 100

Analysis:
From the above table it can be analyzed that, Family and Friends (80%) is clearly the
dominant response, indicating a significant preference for personal relationships over
professional concerns. And Job and Salary, each at 10%, show that while they are
acknowledged as important factors, they do not hold as much weight in the
respondents' lives.
Graph: 4.1.9:

80
70
60
50
40
30
20
10
0
Job Salary Family and None
friends

Interpretation:

Over 80% of the respondents indicates a strong emphasis on personal relationships,

suggesting that social support and connections are highly valued in their lives. And
10% of Equal Attention to Job and Salary both Job and Salary are seen as equally
important by only 10% of respondents each. This suggests that while these factors are
acknowledged, they are not the primary concerns for most participants.
Question-10: I prioritize my family over my Work life .
Table :4.1.10: Table showing the Priority of the Employee Personal life over job.
Sl.No Particulars No of Respondents Percentage of Respondents
1 Strongly Disagree 0 0
2 Disagree 09 18
3 Neutral 09 18
4 Agree 09 18
5 Strongly Agree 23 46
Total 50 100
Analysis:
A significant portion of respondents (46%) strongly agrees that personal life takes
priority over their job. 18% of respondents agree and 18% of respondents are neutral
on whether personal life or their job takes priority. 18% of respondents disagree with
the idea that personal life should take priority over their job.

Graph : 4.1.10

50
45
40
% of Respondents

35
30
25 46
20
15
10 18 18 18
5
0
0
Strongly Disagree Neutral Agree Strongly Agree
Disagree
Particulars

Interpretation:
Significant portion of respondents i.e 46%, Strongly Agree with the statement,
indicating a robust endorsement of whatever issue or idea is being evaluated. When
combined with those who Agree (18%), this means that 64% of participants express
a favorable view. This suggests that the majority support the topic, reflecting positive
sentiment or satisfaction.
Question-11- I prioritize my job over my Personal and family life
Table :4.1.11: Table showing the Priority of the job Over family life

Sl.No Particulars No of Respondents Percentage of Respondents

1 Strongly Disagree 23 46
2 Disagree 09 18
3 Neutral 09 18
4 Agree 09 18
5 Strongly Agree 0 0
Total 50 100

Analysis:
From the above table we can analyze that, 46% of respondents strongly disagree with
the idea that their job should take priority over their family life. 18% of respondents
disagree with the notion that their job should take precedence over family life. 18% of
respondents are neutral, meaning they neither agree nor disagree with the idea of job
taking priority over family life. 18% of respondents agree that their job should take
priority over their family life.

Graph: 4.1.11

50
45
40
% of Respondents

35
30
25
20
15
10
5
0
Strongly Disagree Neutral Agree Strongly Agree
Disagree
Particulars

Interpretation:
The 64% of employees who either strongly disagree or disagree that their job should
take priority over family life show a clear preference for maintaining family as a
central priority.
Question-12: I sacrifice sleep to make up Time with my family.
Table :4.1.12 : Table showing the sacrifice of sleep with the family.
Sl.No Particulars No of Respondents Percentage of Respondents
1 Strongly Disagree 21 42
2 Disagree 10 20
3 Neutral 10 20
4 Agree 09 18
5 Strongly Agree 0 0
Total 50 100
Analysis:
From the above table it can be analysed that, 42% of respondents strongly disagree
with the idea of sacrificing sleep to spend more time with their family. 20% of
respondents disagree with sacrificing sleep to spend time with their family. 20% of
respondents are neutral about sacrificing sleep for family time. 18% of respondents
agree with the idea of sacrificing sleep to spend more time with their family.
Graph: 4.1.12

50
%of Respondents

40
30
20
10
0
Strongly Disagree Neutral Agree Strongly
Disagree Agree
Particulars

Interpretation:
From the above we can interpret that A large percentage of employees (62% combined for
"Strongly Disagree" and "Disagree") do not believe that they should sacrifice sleep to make
time for family. This shows that the majority of employees prioritize sleep and health, and
would prefer to manage family time without compromising on rest.
Question-13: Is stress in your work place affecting your personal life.
Table: 4.1.13: Table showing the stress level in the workplace.
Sl.No Particulars No of Respondents Percentage of Respondents
1 Yes 4 18
2 No 36 72
3 Somewhat 10 20
Total 50 100
Analysis:
From the above table we can analyse that, the majority (72%) feel no stress at work,
which is a very positive sign. It suggests that the workplace is relatively low-stress for
most people.18% experience stress in the workplace, which, although a minority,
could point to areas that require attention to reduce stressors.20% feel somewhat
stressed, indicating that a portion of employees may experience stress on occasion,
though it's not pervasive.
Graph::4.1.13

Percentage of Respondents

80
%of Respondents

60

40

20

0
Yes No Somewhat
Particulars

Interpretation
The overwhelming majority (72%) of respondents do not feel stressed in the
workplace. This is a positive indicator, suggesting that the work environment for most
individuals is not contributing to stress or that employees are managing workplace
demands without feeling overwhelmed. This could imply a generally healthy
workplace culture, good work-life balance, or effective management practices that
reduce stressors for most employees.
Question-14: How often do you need to destress?
Table: 4.1.14: Table showing the frequency of becoming destress.
Sl.No Particulars No of Respondents Percentage of Respondents
1 Daily 2 4
2 Weekly 26 52
3 Monthly 3 6
4 Rarely 19 38
5 Never 0 0
Total 50 100
Analysis:
The table provided appears to show the frequency of respondents' ability to "de-stress"
or unwind after work, Most respondents (52%) de-stress weekly, which is a positive
indicator of regular stress management.38% rarely de-stress, which might suggest that
many employees are not prioritizing relaxation or are too busy to engage in stress-
relieving activities regularly. Only a small group (4%) de-stress daily, suggesting that
daily stress relief practices are not widespread among respondents.
Graph::4.1.14

60

50
% of Respondents

40

30

20

10

0
Daily Weekly Monthly Rarely Never
Particulars

Interpretation:
The largest group (52%) of respondents are able to de-stress weekly. This suggests
that for over half of the respondents, stress relief is a regular part of their routine,
happening at least once a week. This group may experience stress without adequate
recovery time, which could potentially lead to burnout or long-term dissatisfaction.
Question-15: How do you usually destress ?
Table: 4.1.15: Table showing the ways of destress
Sl.No Particulars No of Respondents Percentage of Respondents
1 Gaming 5 10
2 Social media/ Phone 25 50
3 Binge eating 2 4
4 Meditating 0 0
5 Smoking 18 36
Total 50 100
Analysis:
The most common de-stressing method among respondents is social media/phone use
(50%), followed by smoking (36%) and gaming (10%).Binge eating (4%) is a less
common method, but still concerning, as it reflects emotional coping that could have
long-term negative health effects. Meditation (0%) is not reported as a common stress-
relief strategy, which could indicate a missed opportunity to introduce healthy,
mindful stress management techniques to the workforce.
Graph: :4.1.15

50
45
40
% of Respondents

35
30
25
20
15
10
5
0
Gaming Social Binge eating Meditating Smoking
media/
Phone
Particulars

Interpretation:
The most common way respondents de-stress is through social media or their phone,
with half of the respondents selecting this as their method. This suggests that many
employees turn to their phones or social media platforms as a primary way to relax or
unwind.
Question-16: It is easy for me to find time for hobbies and interests.
Table: 4.1.16: Table showing the respondents who find time for their hobbies and
interests.

Sl.No Particulars No of Respondents Percentage of Respondents

1 Strongly Disagree 30 60
2 Disagree 10 20
3 Neutral 2 4
4 Agree 5 10
5 Strongly Agree 3 6
Total 50 100
Analysis:
From the above table, it can be analyzed that, 80% of respondents cannot find time for
their hobbies and interests, which suggests a widespread issue with work-life balance.
Only 16% of respondents can regularly make time for personal activities outside of
work.4% are neutral, indicating some degree of ambivalence or occasional personal
time.
Graph :4.1.16

60

50
% of Respondents

40

30

20

10

0
Strongly Disagree Neutral Agree Strongly
Disagree Agree
Particulars

Interpretation:
From the above graph we can interpret that, A large majority (60%) of respondents
strongly disagree with the statement, indicating that they do not find time for their
hobbies and interests. This suggests that a significant portion of the workforce feels
overburdened, likely due to high workloads, long hours, or other personal
commitments that prevent them from engaging in activities that they enjoy outside of
work.
Question-17: With in the past year have you thought about leaving the job?
Table: 4.1.17: Table showing the respondents thought on leaving the job
Sl.No Particulars No of Respondents Percentage of Respondents
1 Yes 12 24
2 No 38 76
Total 50 100

Analysis:
The above table reveals insights into employee retention and job satisfaction within
the past year. 12 out of 50 respondents (24%) have considered leaving their job within
the past year. 38 out of 50 respondents (76%) have not thought about leaving their job
in the past year.
Graph :4.1.17

100
% of Respondents

80

60

40

20

0
Particulars

Yes No

Interpretation:
The data suggests that while a majority of employees are satisfied with their jobs, there
is still a significant portion (24%) who may not be fully satisfied. This indicates that
there is room for improvement, particularly in understanding the causes behind this
dissatisfaction and working proactively to address them. The 76% who are content
represents a strong foundation, but the 24% may serve as an early warning signal to
ensure long-term retention.
Question-18: What company policies do you think could improve work-life
balance?
Table: 4.1.18: Table showing the respondents suggestion on company policies
Sl.No Particulars No of Respondents Percentage of
Respondents
1 Flexible working hours 35 70
2 Remote work options 3 6
3 Increased paid time off 12 24
4 Mental health resources 0 0
Total 50 100
Analysis:
The above table reveals, several company policies stand out as potential improvements
to work-life balance. The majority of respondents (70%) indicated that flexible
working hours would significantly improve their work-life balance. Only 6% of
respondents suggested remote work as a means to improve work-life balance, which
could imply that remote work might not be a top priority in this context. A significant
portion of respondents (24%) suggested that increased paid time off (PTO) could help
with work-life balance
Graph :4.1.18

70

60
% of Respondents

50

40

30

20

10

0
Flexible working Remote work Increased paid Mental health
hours options time off resources
Particulars

Interpretation:
The survey data suggests that a combination of flexible schedules, additional paid
leave, and possibly mental health support would create a comprehensive approach to
improving employee work-life balance, fostering a more productive and satisfied
workforce.
Question-19: How do you typically spend your time after work?
Table: 4.1.19: Table showing the respondents spending time after work
Sl.No Particulars No of Respondents Percentage of
Respondents
1. Family and personal time 10 20
2. Hobbies and leisure activities 9 18
3. Additional work or freelance 25 50
projects
4. others 6 12
Total 50 100

Analysis:
The above table reveals, Half of the respondents (50%) spend their time after work on
additional work or freelance projects , 20% of respondents prioritize family and
personal time after work. 18% of respondents engage in hobbies and leisure activities
after work. This includes activities like sports, reading, creative pursuits, or other
personal interests and 12% of respondents selected "others" as their primary after-
work activity.
Graph 4.1.19

50
45
40
% of Respondents

35
30
25
20
15
10
5
0
Family and Hobbies and Additional work others
personal time leisure activities or freelance
projects
Paticulars

Interpretation:
The fact that 50% of respondents are spending time on additional work or freelance
projects may suggest that employees are experiencing a heavy workload or feel the
need to supplement their income. A combined 38% of employees spend their after-
work hours on family time (20%) or hobbies and leisure activities (18%).
Question-20: Do you feel comfortable discussing workload and stress with your
supervisor or manager?
Table: 4.1.20: Table showing the respondents comfort on discussing workload and
stress with supervisor.

Sl.No Particulars No of Respondents Percentage of Respondents

1 Yes 30 60
2 No 14 28
3 Sometimes 6 12
Total 50 100
Analysis:
60% of respondents feel comfortable discussing their workload and stress with their
supervisor. 28% of respondents do not feel comfortable discussing their workload and
stress with their supervisor. 12% of respondents feel sometimes comfortable
discussing workload and stress.

Graph: 4.1.20:

60

50
% of Respondents

40

30

20

10

0
Yes No Sometimes
Particulars

Interpretation:
The fact that 60% of employees feel comfortable discussing workload and stress
suggests that most organizations already have a reasonably supportive culture in place,
28% who do not feel comfortable and 12% who only feel comfortable sometimes
highlight a significant concern.
SUMMARY OF FINDINGS CONCLUSION AND SUGGESTIONS.

FINDINGS

From the above analysis and interpretation I found that

 Majority of the employees and workers are identified as male and minimum
number of female employees also works in this organization.
 In Urban huts , Dominant Group is workers, representing the largest group of
respondents and less number of Interior designers and site engineers are
recruited.
 The majority of respondents have been involved in work for less than 6
months, indicating that a large portion of the sample may be relatively new or
have short-term experience in their roles.
 The majority of the respondents report working between 41 and 60 hours per
week, which indicates a significant portion of respondents are engaged in what
could be considered full-time or extended work hours.
 The analysis reveals that, no workers or employees work overtime daily and
72% of the employees / workers work overtime once a week.
 Family and Friends (80%) is clearly the dominant response, indicating a
significant preference for personal relationships over professional concerns.
 A significant portion of respondents (46%) strongly agrees that personal life
takes priority over their job.
 A large percentage of employees (62% combined for "Strongly Disagree" and
"Disagree") do not believe that they should sacrifice sleep to make time for
family. This shows that the majority of employees prioritize sleep and health,
and would prefer to manage family time without compromising on rest.
 About (72%) feel no stress at work, which is a very positive sign. It suggests
that the workplace is relatively low-stress for most people. Although few
experience stress in the workplace, which, although a minority, could point to
areas that require attention to reduce stressors.
 Most respondents (52%) de-stress weekly, which is a positive indicator of
regular stress management.
 The most common de-stressing method among respondents is social
media/phone use (50%), followed by smoking (36%)
 Here, several company policies stand out as potential improvements to work-
life balance. The majority of respondents (70%) indicated that flexible working
hours would significantly improve their work-life balance.
 The workers or emplpyees spend their time after work on additional work or
freelance projects ,
 From survey we can see that company is employing only full-time employees
and when it comes to the workers they are recruiting than part-time.
 100% employees from surveyed data say that they feel that their work life and
home life is either balanced or somewhat balanced or very well balanced in
short can we can say that employees are balancing their dual life.
 All most all the employees think that flexible schedule should be given to them
that would help them to balance work and home simultaneous and even
increase in efficiency for the job.
 All most all the employee’s work after usual working hour monthly, weekly
or daily, but only 70% work during lunch hour. 90% employees enjoy their
vacation without any work load; even 70% never take their work at their home.
 Merely few of employees saying that long working hours some time affect
their efficiency, but in the same course other employees say that long working
hour never affect their efficiency as they are those employees who work less
than 8 hrs.
 Career and Health are the two segments which have been set as top most
priorities by employees. In the same course family is also given the second
most imp priorities by employees.
 CONCLUSION

Through the study it can be concluded that the employees and workers at Urban Huts
Interiors are satisfied to some extent with their work life balance. Almost half of the
repondents personal life was not affected by the stress in the work life. Few workers
who migrate from other states responses were in favour that the stress in their work
life is affecting their personal life as they miss their families and not able to go their
native as and when required.
The family and work life are both important to employees in any sector and if these
two are not maintained properly it creates stress and strain and results into various
diseases. This study is found important because it tries to know how the work life and
family life interface results into stress. Achieving a good balance between work and
family commitments is a growing concern for contemporary employees and
organizations. There is now mounting evidence-linking work– life imbalance to
reduced health and wellbeing among individuals and families.
From the research we get to know that the employees living in the joint family is either
not at all stressful or slightly stressful, but employees in nuclear family who say that
their dual life is slightly stressful are bachelor. So now employees prefer joint family.
Employees on executive position says that their dual life is very well balanced and
even some executive things that it is somewhat balanced. But from the study we can
say that Technical lead , designers and Skilled Craft workers dual life is somewhat
balanced. Thus all the surveyed employees have balanced their dual life. From the
study it is clear that 60% of surveyed employees are not working under flexible
schedule but also they are not under pressure in their work place.
The survey results suggest that while most employees feel comfortable discussing
workload and stress, a substantial portion of employees does not, or only sometimes
does.
SUGGESTIONS

Although, in many of the previous studies it is found that the work life balance of employees
at
 Urban Huts Interiors is satisfactory.
 Also there are many programmes organised by Urban Huts Interiors for its employees
and workers like Get-together, Activities, The company should initiate some more
activities so that the employee feels more close and familiar to the organization.
 A proper time should be given to their own interest because it is necessary to refresh to
overcome the physical as well as mental stress
 The people who stay long at home for office work they need a morning walk and long
walk for better health and energize them well
 To refresh the tonic of mind and body people whose nature is not to stay long in office
they adopt hobbies like indoor and outdoor games
 Always give time to spouse children, elders, relatives, friends,even home workers
according to their available time
 Your soul will be thirsty in all this work life management if we ignore,it will effect on
health,wealth, joy even any big achievement can felt nothing by ignoring the spiritual
activities
 Meditation and mindfulness could be helpful additions to employee wellness programs.
Consider offering training, resources, or apps that help employees manage stress more
effectively.
 Address binge eating and emotional eating by providing resources on healthy eating,
stress management, and emotional well-being.
 Engage employees in discussions about potential changes, and consider involving them
in decision-making processes.
 Improving transparency and communication about decision-making can help bridge the
gap between employees' concerns and management's goals.
 Employers should promote policies that help employees balance their work and personal
lives, such as flexible working hours, remote work options, and encouraging regular
breaks.
 Provide opportunities for employees to engage in hobbies or activities that contribute to
their well-being. This could include offering wellness programs, gym memberships, or
time for personal development (e.g., learning new skills or attending non-work-related
events).
 If employees are unable to find time for hobbies, it may indicate that workloads are too
heavy. Reviewing workloads and ensuring they are manageable could help alleviate
stress and give employees the opportunity to engage in activities that refresh them.
 Offer programs that encourage mental health and well-being, such as mindfulness or
stress-relief workshops, which could help employees manage their work pressures and
find time for personal activities.
 With 70% of respondents supporting flexible working hours, this should be the primary
focus for improving work-life balance.
 Given the high percentage of employees doing additional work, organizations should
review workloads and compensation structures. If employees are seeking freelance work
to supplement income, the company may need to reassess salary scales, benefits, or the
overall work environment to ensure employees are adequately compensated.
 Encourage more employees to prioritize personal time and hobbies by fostering a work
culture that values downtime. Offering wellness programs, mental health days, and
company-sponsored events could help employees unwind and reduce the need to
overcommit to additional work.
 Understand the "others" category more deeply by surveying employees on what specific
activities they pursue after work. This could reveal more opportunities for engagement,
support, and wellness initiatives.