UNIVERSITY OF MUMBAI

A REPORT ON

“STUDY OF WORKLIFE BALANCE INITIATIVES AT

AKBAR TRAVELS OF INDIA PVT LTD”

Submitted to University of Mumbai for partial completion of the degree of

Bachelor of Management Studies (BMS)
Academic Year 2024 -2025

Submitted By
MOHAMMAD TANZIL MOHAMMAD SHOAIB JANJIRKAR
Seat No: 1213

Under the Guidance of

DR. MADHURI KAMBLE

NCRD STERLING COLLEGE OFARTS, COMMERCE&SCIENCE

NAAC Accredited with 'B+' Grade, Affiliated to University of Mumbai.

Plot No. 93, Sector 19, Near Sea-Woods Railway, Nerul (E), Navi Mumbai – 400706

0
 UNIVERSITY OF MUMBAI

A REPORT ON

“STUDY OF WORKLIFE BALANCE INITIATIVES AT

AKBAR TRAVELS OF INDIA PVT LTD”

Submitted to University of Mumbai for partial completion of the degree of

Bachelor of Management Studies (BMS)
Academic Year 2024 -2025

Submitted By
MOHAMMAD TANZIL MOHAMMAD SHOAIB JANJIRKAR
Seat No: 1213

Under the Guidance of

DR. MADHURI KAMBLE

NCRD STERLING COLLEGE OF ARTS, COMMERCE & SCIENCE

NAAC Accredited with 'B+' Grade, Affiliated to University of Mumbai. Plot No. 93,
Sector 19, Near Sea-Woods Railway, Nerul (E), Navi Mumbai – 400706

1
 NCRD STERLING COLLEGE OF ARTS, COMMERCE & SCIENCE
NAAC Accredited with 'B+' Grade, Affiliated to University of Mumbai.
Plot No. 93, Sector 19, Near Sea-Woods Railway, Nerul (E), Navi Mumbai –
400706

CERTIFICATE
This is to certify that MR. MOHAMMAD TANZIL MOHAMMAD
SHOAIB JANJIRKAR of Bachelor Of Management Studies Under the
faculty of commerce in the subject of Human Resources and project is
entitled “STUDY OF WORK LIFE BALANCE INITIATIVE AT
AKBAR TRAVELS INDIA PVT LTD” during year 2024 – 2025
under the guidance of Dr. Madhuri Kamble submitted on __________ to
this college in fulfilment of curriculum of Bachelor Management Studies
University of Mumbai

This is to Bonafied project work and the information presented is true

and orginal to the best of our knowledge and belief

Dr. Madhuri Kamble Dr. Madhuri Kamble

PROJECT GUIDE COURSE CORDINATOR

(_________________) (__________________)

PRINCIPAL EXTERNAL GUIDE

(__________________) (__________________)

2
 Declaration by Learner

I Mohammad Tanzil Mohammad Shoaib Janjirkar of Ncrd’s

Sterling College Of Arts, Commerce & Science, studying in
BMS Semester VI hereby declare that I have complete this
project report on “Study Of Work life Balance Initiatives
Akbar Travels Of India Pvt Ltd” and has not been submitted
to any other University of Institute for the award of any degree,
diploma etc. I submit the information is true and original to the
best of my knowledge.

Date: - _____________ ______________________

Place: - Nerul Mohammad Tanzil Janjirkar

3
 Acknowledgment

To list who all have helped me is difficult because they are so numerous, and the
depth is so enormous.

I would like to acknowledge the following as being idealistic channels and

fresh dimensions in the completion of this project.

I take this opportunity to thank the University of Mumbai for giving me

chance to do this project.

I would like to thank my Principal, K. Ravivarma for providing the necessary

facilities required for completion of this project.

I take this opportunity to thank our Coordinator Dr. Madhuri Kamble, for
her moral support and guidance.

I would also like to express my sincere gratitude towards my project guide Dr.
Madhuri Kamble

whose guidance and care made the project successful.

I would like to thank my College Library, for having provided various

reference books and magazines related to my project.

Lastly, I would like to thank each person who directly or indirectly helped me
in the completion of the project especially my Parents and Peers who
supported me throughout my project.

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 INDEX
Sr no Title Page
no

1 Chapter 1 6-35
Introduction

2 Chapter 2 36 - 44
Research Methodology

3 Chapter 3 45 - 59
Review of Literature

4 Chapter 4 60 - 75
Data Analysis & Interpretation

5 Chapter 5 76 - 80
Findings & Conclusion

6 Bibliography 81 - 82

7 Annexure 83 - 85

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 Chapter 1
Introduction

6
Chapter 1:- Introduction

1.1 Relevance of the Problem

1.2 Introduction to Work-Life Balance
1.2.1 Characteristics of Work-Life Balance
1.2.2 Key Indicators of Work-life Balance Success
1.3 Works-Life Balance in India
1.4 Role of HR in Work-Life Balance
1.5 Introduction to Travel & Tourism Industry
1.5.1 Travel & Tourism Industry in India
1.6 Need of Work Life Balance in India
1.7 Brief Profile of Akbar Travels
1.8 Key Concepts Pertaining to the Problem
1

7
 1.1 Selection and Relevance of the Problem

Selection of the Problem

The issue of work-life balance is becoming increasingly critical in the modern
workplace, particularly in the travel and tourism industry, where employees often face
unique challenges such as long hours, irregular schedules, and high customer
demands. At Akbar Travels, a leading travel company, these challenges are especially
pronounced given the nature of its operations, which require employees to manage
demanding roles while striving to maintain personal well-being. This research
problem was selected to explore how work-life balance initiatives at Akbar Travels
impact employee satisfaction, productivity, and retention.
Relevance of the Problem
Work-life balance has emerged as a key concern for both employees and employers in
the travel and tourism sector, as it directly influences job satisfaction, mental health,
and organizational success. For Akbar Travels, addressing this problem is crucial for
several reasons:
1. Industry-Specific Challenges: The unpredictable and fast-paced nature of the travel
and tourism industry poses significant obstacles to achieving work-life balance.
Understanding and mitigating these challenges can improve employee performance
and reduce burnout.
2. Employee Retention: High turnover rates in the industry highlight the need for robust
work-life balance strategies to retain skilled employees and maintain service quality.
3. Organizational Growth: A satisfied and motivated workforce contributes to better
customer service, brand loyalty, and overall business growth.
4. Policy Development: The study’s findings can provide valuable insights for
management to refine existing initiatives and introduce new measures tailored to the
specific needs of employees in the industry.
By addressing the work-life balance challenges at Akbar Travels, this research
contributes to the broader discourse on employee well-being in the travel and tourism
sector and serves as a model for other organizations in similar industries.

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1.2 Introduction of Work life Balance

Work-life balance is a multifaceted concept that has garnered significant attention in

both academic and professional spheres. It is generally understood as the equilibrium
between the demands of work and personal life, including family responsibilities and
leisure activities. Scholars have defined work-life balance in various ways,
emphasizing the need to balance paid work with family responsibilities or to minimize
conflict between these domains to maximize satisfaction (Lim &Misra, 2019). The
concept also involves the blurring of boundaries between work, family, and leisure
time, as individuals strive to maintain quality of life and career advancement, while
employers aim to sustain productivity and reduce turnover (Lim &Misra, 2019).

The discourse around work-life balance has evolved, particularly with the increased
workforce participation of middle-class women and the rise of nonstandard work
hours facilitated by technology, which has made the boundaries between work and
home more permeable (Lim &Misra, 2019). This evolution has led to a broader
understanding of work-life balance, incorporating not just work and family, but also
health and other non working domains, which are crucial for job satisfaction
(Gragnano et al., 2020). The importance of health in work-life balance is highlighted
by its significant impact on job satisfaction, sometimes even more than family
considerations (Gragnano et al., 2020).

Efforts to achieve work-life balance have led to various organizational initiatives,

such as flexible work arrangements, parental leave policies, and support facilities,
which aim to accommodate the diverse needs of employees (Fleetwood, 2020). These
initiatives are part of broader diversity and inclusion strategies that recognize the
different needs of workers based on age, gender, and parental status (Fleetwood,
2020). Moreover, the concept of work-life balance is not static; it is dynamic and
involves continuous negotiation and redefinition of the boundaries between work and
nonworking life (Cohen et al., 2009).

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1.2.1 Characteristic of Work Life Balance

1. Flexibility:
Employees have the autonomy to change their work schedules or pick remote work
choices, enabling them to manage personal and professional duties successfully.

2. Time Management:
Successful work life balance entails people being able to prioritize and allocate time
efficiently for both professional responsibilities and personal activities, avoiding
overwork or neglect of personal needs.

3. Mental Wellbeing:
A balanced approach fosters positive mental health by lowering stress, anxiety, and
burnout. Employees enjoy improved emotional stability and overall happiness when
work life balance is maintained.

4. Supportive Work Environment:

A firm culture that encourages people to balance their professional and personal life.
This involves having supportive management, open communication, and wellness
initiatives that enhance employee wellbeing.

5. Job Satisfaction:
A sense of contentment and happiness in both job and personal life. Employees feel
valued in their roles, which adds to long-term motivation and job satisfaction.

6. Physical Health:
Maintaining a healthy lifestyle outside of work, with time for exercise, rest, and
entertainment. Employees who attain work life balance are more likely to engage in
activities that support their physical health.

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7. Personal Time:
Having sufficient time to devote to family, friends, hobbies, and other interests
outside of work, resulting to a more enriching and rewarding personal life.

8. Clear limits:
Setting and respecting limits between work and personal life, ensuring that work
related responsibilities do not impinge on personal time and vice versa.

9. Workload Control:
Managing workloads to avoid excessive pressure, deadlines, and stress. A balanced
workload allows employees to execute tasks successfully without feeling
overwhelmed.

10. Job Autonomy:

Employees can make decisions about their work obligations and plan their workdays
to achieve a healthier balance between their professional and personal life.

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1.2.2 Key Indicators in Success of Work Life
Work life balance (WLB) success can be judged using various key metrics, each
representing different aspects of employee wellbeing and organizational performance.
These indicators can be monitored and tracked to identify the success of work life
balance policies and practices within a business.

1. Employee Satisfaction:
Employees' overall contentment with their work life balance. Measured by
frequent surveys and feedback channels. Organizations can enhance this by
delivering targeted perks and developing a supportive work culture.

2. Work Flexibility:
The ability to modify work hours or location. Companies can measure this by
tracking remote work adoption rates or flexible scheduling demands.
Enhancing flexibility through clear policies helps employees manage personal
commitments.

3. Mental Health Improvements:

Indicators such reduced stress, anxiety, or burnout. Organizations measure this
through employee wellness initiatives and mental health days. Offering
counselling services and maintaining a healthy work environment helps
enhance mental wellbeing.

4. Reduced Absenteeism:

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 Fewer unscheduled leaves or sick days, which may suggest healthier balance.
HR departments analyse attendance records and spot trends. Flexible work
options and health initiatives help reduce absenteeism.

5. Employee Retention:
High retention rates show that employees are satisfied with their work life
balance. Tracking turnover rates and exit interviews helps analyse this.
Companies can enhance retention by developing a culture that promotes work
life balance.

6. Productivity Levels:
A balanced workforce tends to be more productive. Organizations can track
this by monitoring output metrics and comparing performance before and after
implementing work life balance programs. Offering wellness programs and
moderate workloads correlates to increased productivity.

7. Engagement and Motivation:

High levels of employee engagement frequently reflect a solid work life
balance. Regular engagement surveys and feedback sessions help assess this.
Increasing possibilities for personal development and recognition promotes
motivation.

8. Workload Distribution:
Balanced workloads minimize burnout and promote overall happiness.
Employers can track job distribution through performance appraisals and
project management systems. Implementing fair expectations and hiring
additional workers when needed enables equitable job distribution.

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1.3 Introduction of Work life Balance in India

Work life balance in India is becoming an increasingly crucial issue as the country
navigates its rapid economic expansion, changing labour dynamics, and developing
societal values. Traditionally, India has had a work culture that emphasizes long
hours, workplace commitment, and a strong feeling of obligation towards family.
However, with an increasing focus on mental health, employee wellbeing, and
productivity, there has been a movement towards achieving a balance between work
and personal life. This transition is affected by numerous variables, including cultural
norms, economic challenges, and the role of government and business policy. Despite
advancements in some areas, work life balance remains an issue, especially among
lower income groups and certain traditional industries.

Cultural Factors

1. Work Ethics and Professional Commitment:

Long working hours are typically considered as a sign of dedication, especially in
metropolitan areas. Employees feel forced to prioritize work over personal time due to
a firmly rooted work culture.

2. Family and Social Obligations:

14
Indian society places significant emphasis on family responsibilities, which can create
additional stress for employees, especially women, who commonly balance both job
and household activities.

3. Gender Dynamics:
Women have a disproportionate burden in managing work and family due to cultural
expectations. Despite increased workforce participation, gender roles continue to
restrict real work life balance.

4. Technological Impact:
With the advent of mobile technology and digital communication, the "always on"
work culture is becoming increasingly popular. Employees are expected to always be
available, making it tougher to establish boundaries between work and personal life

Economic Challenges

1. Job Insecurity and Competitive Market:

Many workers, particularly in entry-level professions, spend long hours to secure their
jobs in a competitive labour market. Financial concerns often trump the need for
personal leisure.

2. Long Working Hours:

India has one of the highest average working hours globally, with many people
expected to work beyond the regular workweek. This significantly influences personal
time and overall work life balance.

3. Income Disparity and Lack of Resources:

15
While some sectors offer benefits for work life balance, lower income workers,
especially in rural regions, face financial limits and lack access to flexible work
options or suitable support systems.

4. Growing Middle Class and Demand for Balance:

As India’s middle class increases, there is increasing demand for better work life
balance. Urban workers, particularly in IT and business industries, are demanding
more time for personal and family activities.

Government and Corporate Policies

1. Government Initiatives:
The Indian government has established measures including longer maternity leave and
labour law reforms, but gaps remain, particularly in providing support for working
fathers and adopting stronger enforcement of labour regulations.

2. Corporate Initiatives:
Large organizations and multinational firms have been implementing flexible work
hours, remote work choices, and wellness initiatives. However, similar initiatives are
not widespread across all sectors.

3. Corporate Responsibility and Social Impact:

Companies are recognizing that encouraging work life balance can boost employee
satisfaction and productivity, while this approach is still not routinely adopted across
industries.

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1.4 The Role of HR in Fostering Work life Balance

Human Resources (HR) plays a crucial role in promoting and maintaining a healthy
work-life balance within an organization. This balance is essential for improving
employee well-being, job satisfaction, and overall productivity. Here are some key
ways HR fosters work-life balance:

1. Developing Flexible Work Policies

 Implementing flexible work hours, remote work options, and hybrid models.
 Encouraging job-sharing, part-time roles, and compressed workweeks.

2. Promoting a Supportive Work Culture

 Encouraging open communication between employees and management.

 Promoting a culture where taking breaks and personal time is respected.

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3. Providing Wellness Programs

 Offering mental health support, counselling services, and stress management

workshops.
 Organizing wellness initiatives like fitness classes and mindfulness programs.

4. Ensuring Fair Workload Management

 Regularly assessing and redistributing workloads to prevent burnout.

 Encouraging employees to take paid time off (PTO) and vacations.

5. Creating Family-Friendly Policies

 Providing maternity/paternity leave and childcare support.

 Offering family-care assistance and leave for personal emergencies.

6. Using Technology to Support Balance

 Implementing tools for better time management and collaboration.

 Encouraging "right to disconnect" policies to reduce after-hours work.

7. Training Managers to Support Balance

 Educating leaders on recognizing burnout and promoting work-life harmony.

 Empowering managers to accommodate personal needs while maintaining
productivity.

8. Continuous Monitoring and Feedback

 Conducting regular surveys to understand employee needs.

 Adjusting policies based on feedback to enhance work-life balance.

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1.5 Introduction of the Travel and Tourism Industry

The travel and tourism sector is a dynamic and rapidly evolving industry that plays a
crucial role in global economic development. It is recognized as one of the world’s
largest industrial sectors, driving economic growth, creating jobs, and fostering social
development and peace. The sector’s significance is particularly pronounced in
certain island economies where it serves as the primary, if not the sole, employer,
thereby contributing to the creation of sustainable economies (Sofronov, 2018).

Globally, the travel and tourism industry is characterized by its diversity,

encompassing a wide range of companies from large global travel brands to small
local operators. This diversity forms a powerful collective force capable of
influencing societal and governmental decisions at the highest levels (Sofronov,
2018). The industry is not only a major economic driver but also a facilitator of
19
cultural exchange and understanding, linking a worldwide community of suppliers
and consumers through both physical and virtual networks (Werthner& Klein, 1999).

In countries like India, the travel and tourism sector has emerged as one of the fastest-
growing industries, significantly contributing to economic growth. India’s rich
cultural heritage and natural resources offer numerous tourist attractions, and the
sector has been bolstered by government initiatives, diverse product offerings, and
increasing disposable incomes. However, infrastructure improvements are needed in
certain regions to fully capitalize on these opportunities (Chauhan, 2016).

The sector's resilience Is notable, having historically rebounded from various crises,
including the recent COVID-19 pandemic, which deeply impacted the industry. The
pandemic has prompted a revaluation of consumer behaviours and the potential for
long-term changes in travel patterns, although the industry has a history of adaptation
and recovery (Palmer, 2020).

Overall, the travel and tourism sector is a vital component of the global economy,
with its ability to adapt and innovate ensuring its continued growth and relevance in
the face of changing global dynamics.

Key Components of the Industry

1. Transportation: Encompasses airlines, railways, cruise ships, automobile

rentals, and various other travel modalities that enable movement between
locations.

2. Accommodation: Ranges from luxury hotels and resorts to affordable

lodgings, vacation rentals, and hostels, catering to varied traveller interests.

3. Tourism Services: Travel companies, tour operators, and internet booking

platforms give planning and logistical help to travellers.

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 4. Food & Beverage: Restaurants, cafes, and local eateries offer culinary
experiences, typically reflecting the culture of the region.

5. Attractions: Natural wonders, heritage sites, theme parks, museums, and

cultural events are major motivators for travel.

6. Hospitality & Customer Service: Encompasses individualized care, safety,

and satisfaction provided to tourists during their visit.

Types of Tourism

1. Leisure Tourism: Travellers seek relaxation, entertainment, and leisure

(e.g., beach holidays, luxury resorts).

2. Cultural Tourism: Focuses on learning history, art, traditions, and local

lifestyles (e.g., visiting UNESCO heritage sites, festivals).

3. Adventure Tourism: Includes thrill-seeking activities like trekking,

rafting, and wildlife safaris.

4. Business Tourism: Encompasses business travel, meetings, incentives,

conferences, and exhibits (MICE tourism).
5. Ecotourism: Promotes sustainable travel to natural places, concentrating on
conservation and local community benefits.

6. Medical Tourism: Attracts travellers seeking economical and high-quality

healthcare or wellness services.

Technological Transformation
The travel and tourism business has undergone a digital revolution, altering how
people plan and enjoy travel:

1. Online Booking Platforms:

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 Websites and apps like Expedia, Airbnb, and Booking.com have streamlined
travel planning and booking.

2. Digital Marketing:
social media and internet marketing help locations and service providers reach
worldwide audiences.

3. Artificial Intelligence (AI):

AI powered products offer personalized travel recommendations, virtual
assistants, and efficient customer care.

4. Virtual and Augmented Reality (VR/AR):

Travellers can explore destinations virtually, previewing activities before
making bookings.

Challenges in the Industry

1. Global Crises:
Events like pandemics (e.g., COVID19), political upheaval, and economic
downturns greatly impact travel and tourism.

2. Environmental Concerns:
Over tourism, carbon emissions, and habitat destruction pose severe obstacles
to sustainability.

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 3. Cultural Preservation:
Rapid tourism growth risks diluting local cultures and customs if not managed
correctly.

4. Economic Inequalities:
Tourism earnings typically does not benefit local populations evenly,
especially in developing nations.

1.5.1 Travel and Tourism in India

Overview of Travel and Tourism in India

India is renowned for its rich cultural heritage, diverse landscapes, and historical
significance, making it a prominent destination for both domestic and international
tourists. The tourism sector in India is a significant contributor to the country's
economic growth, employment generation, and cultural exchange.

Types of Tourism in India

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 1. Cultural and Heritage Tourism:
India offers a plethora of cultural and heritage sites, including temples,
palaces, and historical monuments, which attract tourists interested in
exploring the country's rich history and traditions (Dixit, 2020; Chauhan,
2016).

2. Eco and Sustainable Tourism:

With its abundant natural resources and biodiversity, India provides
opportunities for eco-tourism, promoting sustainable travel practices that
benefit local communities and preserve the environment (Dixit, 2020;
Chauhan, 2016).

3. Religious and Pilgrimage Tourism:

India is home to numerous religious sites and festivals, drawing pilgrims and
spiritual seekers from around the world (Sahoo, 2020; Panwar, 2017).

4. Medical Tourism:
India is emerging as a hub for medical tourism, offering affordable and quality
healthcare services to international patients (Panwar, 2017).

5. Leisure and Adventure Tourism:

The country's diverse geography, including beaches, mountains, and wildlife
sanctuaries, supports a wide range of leisure and adventure activities (Dixit,
2020; Gurunathan& Lakshmi, 2024).

Economic Impact and Opportunities

1. Economic Growth and Employment:

The tourism sector is a major driver of economic growth in India, contributing
significantly to GDP and creating employment opportunities across various
sectors such as hospitality, transportation, and handicrafts (Kaleeshwari.S &
Sajjan.S, 2024; Sahoo, 2020; Kaur, 2020).

24
 2. Foreign Exchange Earnings:
Tourism is a vital source of foreign exchange, enhancing India's economic
stability and global trade relations (Sahoo, 2020; Kaur, 2020).

3. Infrastructure Development:
The growth of tourism has spurred infrastructure development, including
improvements in transportation and accommodation facilities, particularly in
key tourist destinations (Chauhan, 2016; Kaleeshwari.S & Sajjan.S, 2024).

Challenges and Future Directions

1. Infrastructure and Safety Concerns:

Despite its potential, the Indian tourism sector faces challenges such as
inadequate infrastructure, safety concerns, and inconsistent regulatory
frameworks across states (Subash, 2015).

2. Policy and Regulatory Support:

Government initiatives and policies are crucial for addressing these
challenges and promoting sustainable tourism development. Efforts
include investment in infrastructure, marketing strategies, and training
programs for skilled manpower (Chauhan, 2016; Subash, 2015).

3. Impact of Global Events:

The tourism industry is sensitive to global events, such as health crises and
political instability, which can significantly affect tourist inflows and
economic outcomes (Subbaraju Alluri and P. Venkateswarlu, 2023).

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1.6 Need for Work life Balance in Travel and Tourism Sector's

The travel and tourism industry are one of the fastest growing global sectors,
contributing considerably to economies worldwide. But the industry is also notorious
for its high stress levels, erratic schedules, and demanding work environments.
Workers frequently struggle to maintain a healthy work life balance, which can affect
their general wellbeing, job satisfaction, and productivity. Below are important
reasons why work life balance is critical in the travel and tourism industry:

1. Excessive Stress
The sector serves a wide range of client demands around-the-clock, frequently in
urgent circumstances. Workers usually put in long hours and work erratic shifts,
especially those in the hospitality, airline, travel agency, and customer service
industries. A lack of work life balance can lead to:
 Mental tiredness and burnout.
 Reduced efficiency and job performance.
 Increased absenteeism and attrition.
Stress can be reduced and employee wellbeing enhanced by putting in place balanced
work policies, such as flexible scheduling or sufficient rest periods.

2. Job satisfaction and employee retention

Because jobs in the tourism sector are so demanding, there is frequently a significant
employee turnover rate. Providing a healthy work life balance can help:
 Enhance job satisfaction by creating a positive work environment.
 Encourage employee loyalty to cut down on hiring and training expenses.
 Enhance employers' reputations generally to draw in top talent.
Organizations that encourage employee happiness through balanced policies are likely
to have greater retention rates.

26
3. Improved Experience for Customers
Excellent customer service is more likely to be delivered by contented and rested staff
members. In the travel and tourism sector, where client satisfaction is crucial, workers
who have a healthy work life balance include:
 They are more enthusiastic and involved in their roles.
 Capable of calmly and efficiently managing client concerns.
 More capable of giving customers experiences they won't soon forget.
Happy employees convert into happy customers, which is crucial in an industry
driven by customer ratings and word-of-mouth recommendations.

4. Addressing Seasonal and Irregular Workloads

Tourism is typically seasonal, with peak seasons necessitating tremendous workloads.
During holidays, vacations, and festivals, workers are frequently overworked.
Without enough rest, prolonged exposure to such high-pressure conditions might
result in:
 Stress on the body and mind.
 Reduced capacity for creativity and problem solving.
Giving workers enough time off during off peak times guarantees that they recover
and are prepared for hectic times.

5. Health and Wellbeing

The following factors put workers in the travel and tourism sector at risk for mental
and physical health problems:
 Unpredictable shifts lead to irregular eating and sleeping habits.
 High stress situations that can cause depression and anxiety.
To prevent long term health issues, organizations should put employee health first by
encouraging wellness initiatives, frequent breaks, and a positive work atmosphere.

6. Promoting Innovation and Creativity

The industry thrives on creativity and innovation, particularly in marketing
campaigns, customer engagement strategies, and experience design. Employees who
enjoy a healthy work life balance are:
 More likely to think creatively and contribute innovative ideas.
27
  Better equipped to problem solve and adapt to changing circumstances.

7. Compliance with the Law and Ethics

Employee rights, such as equitable pay, work schedules, and vacation time, are
becoming more and more important to governments and regulatory agencies.
Maintaining a good work life balance assures compliance with labour regulations and
displays the organization’s ethical commitment to its personnel.

8. Adjusting to the Changing Expectations of the Workforce

The younger workforce, notably millennial and Gen Z, places a high importance on
work life balance. For the travel and tourism industry to remain attractive as an
employer, it must:
 Offer flexible working arrangements, including remote or hybrid choices
where possible.
 Demonstrate a commitment to employee wellbeing.
 Create a culture that values personal time and professional growth.

28
 AKBAR TRAVELS LOGO

Mr. K.V. Abdul Nazar Owner & Ms. AshiyaNazar(daughter of Mr. K V

Chairman of Akbar Travels Abdul Nazar) – Director of the company

29
 handling the GCC operations.

1.7 Brief to Akbar Travels of India

Akbar Travels of India, one of the leading travel agencies in the country, was founded
in 1978 by Mr. K.V. Abdul Nazar. Headquartered in Mumbai, the company began as
a modest enterprise primarily catering to Gulf bound travellers. Over the years, Akbar
Travels has transformed into a globally recognized brand, offering comprehensive
travel services to both domestic and international customers.

Growth and Evolution

Since its inception, Akbar Travels has experienced remarkable growth. The company
started with a single office in Mumbai and has expanded to establish 57 IATA
approved branches and 40 non IATA branches across India. Additionally, it has a
significant international presence with offices in the UAE, GCC countries, the USA,
and Malaysia. This strategic expansion highlights the company’s commitment to
meeting the diverse travel needs of its clients worldwide.
The turning point in Akbar Travels’ journey was the launch of its online platform,
Akbartravels.com, in 2007. This initiative marked the company’s entry into the digital
space, providing customers with a seamless and convenient way to book tickets, plan
holidays, and access other travel related services. To strengthen its digital presence
and brand identity, the portal was rebranded in 2014. Today, Akbartravels.com is one
of the most popular travel portals in India, offering competitive fares and a wide range
of services.

Comprehensive Service Offerings

Akbar Travels is a one stop solution for all travel needs, catering to both individual
and corporate clients. The company’s extensive range of services includes:
 Air Ticketing: With access to competitive airfares, Akbar Travels ensures cost-
effective travel solutions for its clients.

 Visa Assistance: The company offers reliable visa processing services, ensuring a
hassle-free experience for travellers.

30
 Foreign Exchange: Akbar Travels provides foreign exchange services to make
international travel convenient and secure.
 Hotel Reservations: From budget accommodations to luxury stays, the company
offers hotel booking services tailored to customers’ preferences.

 Travel Insurance: To ensure peace of mind, Akbar Travels provides comprehensive

travel insurance packages.

 Car Rentals: The company facilitates car rental services for convenient local and
intercity travel.

 Customized Holiday Packages: Akbar Travels specializes in creating personalized

holiday packages for leisure travellers, corporate clients, and pilgrimage groups,
including Hajj and Umrah packages.

Corporate and Leisure Travel Solutions

Akbar Travels excels in providing tailored travel solutions for corporate clients,
ensuring efficient and cost-effective travel management. The company also caters to
leisure travellers with an array of holiday packages designed to suit various budgets
and preferences. Its specialized pilgrimage packages have made it a preferred choice
for customers seeking spiritual journeys.

Global Presence and Expertise

Akbar Travels’ extensive network of branches and experienced professionals ensures
unparalleled service quality. With a strong foothold in key international markets, the
company has successfully built a reputation for reliability, affordability, and customer
satisfaction. Its international offices in the UAE, GCC countries, the USA, and
Malaysia enable it to serve a diverse clientele effectively.

Vision and Mission

Akbar Travels is driven by a vision to become a global leader in the travel and
tourism industry. The company’s mission is to provide exceptional travel experiences

31
by leveraging technology, expanding its service portfolio, and prioritizing customer
satisfaction.

Achievements and Milestones

Over the years, Akbar Travels has garnered several accolades and milestones,
reflecting its commitment to excellence. Its journey from a single office in Mumbai to
a global travel enterprise is a testament to its innovation, dedication, and customer
centric approach.

Prospects
As the travel industry continues to evolve, Akbar Travels remains committed to
adapting to changing trends and customer needs. By investing in technology,
enhancing its service offerings, and expanding its global footprint, the company aims
to solidify its position as a market leader.

32
1.8 Historical Background of Work life Balance Challenges in the
Travel and Tourism Sector

The concept of Work life balance (WLB) has evolved significantly over the past few
decades, with implications for the travel and tourism industry. Understanding this
historical context is essential for addressing current challenges and implementing
effective strategies.

Work life Balance in the Travel and Tourism Industry

The travel and tourism sector presents unique challenges concerning Work life
balance due to its inherent characteristics:

1. Irregular and Long Working Hours:

Employees often face nonstandard working hours, including nights,
weekends, and holidays, to cater to tourist demands. This unpredictability
can disrupt personal routines and strain family relationships.

2. Seasonal Fluctuations:
Peak tourist seasons demand increased labour, leading to periods of
intense work pressure followed by lulls. Such fluctuations can make it
challenging for employees to maintain a consistent Work life rhythm.

3. High Job Demands and Stress:

The necessity to provide exceptional customer service, manage diverse
client needs, and handle unforeseen issues contributes to elevated stress
levels among employees. This stress often spills over into personal life,
affecting overall wellbeing.

33
Historical Challenges and Responses

Historically, the travel and tourism industry has grappled with several work life
balance issues:

1. Employee Retention:
The demanding nature of the industry has led to high turnover rates, as
employees seek professions offering better work life balance. This
turnover not only affects service quality but also incurs additional
recruitment and training costs for employers.

2. Gender Disparities:
Women, who constitute a significant portion of the workforce in this
sector, often face additional challenges in balancing work with familial
responsibilities. The lack of supportive policies has historically hindered
their career progression and satisfaction.

3. Mental Health Concerns:

Continuous exposure to high stress environments without adequate support
has led to burnout and other mental health issues among employees.
Addressing these concerns has become increasingly important for
sustaining a productive workforce.

34
Contemporary Developments

In recent years, there has been a growing recognition of the importance of work life
balance in the travel and tourism industry:

1. Implementation of Flexible Work Arrangements:

Some organizations have introduced flexible scheduling, job sharing, and
remote work options to accommodate employees' personal needs. These
measures aim to reduce stress and improve job satisfaction.

2. Focus on Employee Wellbeing:

Programs addressing mental health, stress management, and overall wellbeing
have been initiated to support employees in managing work related pressures.
Such initiatives are crucial for fostering a supportive work environment.

3. Policy Reforms:
There is an increasing advocacy for industry wide policies that promote work
life balance, recognizing its impact on employee performance and
organizational success. These policies are essential for creating sustainable
work environments that attract and retain talent.

Understanding this historical context underscores the need for ongoing efforts to
address work life balance challenges in the travel and tourism sector. By learning
from past experiences and adapting to contemporary needs, the industry can develop

35
strategies that promote a healthier balance between work and personal life for its
employee

36
 Chapter 2
Research Methodology

37
Chapter 2:- Research Methodology

2.1 Objective
2.2 Scope
2.3 Limitations
2.4 Sample Size
2.5 Data Collection Methods

38
2.1 Objective

1. To assess how satisfied employees are with work life balance initiatives and
policies.
2. To identify key challenges that employees face when balancing professional
responsibilities and personal life in the travel and tourism industry.
3. To evaluate how work life balance programs affect worker engagement,
productivity, and retention

39
2.2 Scope
This study intends to evaluate the work life balance measures established by Akbar
Travels, Colaba branch, and their influence on employee wellbeing, satisfaction, and
productivity. The scope of the investigation is defined as follows:

1. Geographical Boundaries
The research is geographically restricted to the Colaba branch of Akbar Travels,
located in Mumbai, Maharashtra. This branch is chosen as the main point to give a
detailed and targeted examination of work life balance initiatives particular to this
area. The investigation does not extend to other branches of Akbar Travels, ensuring a
specific and In-depth examination.

2. Demographic Boundaries
The study considers the personnel of the Colaba branch, spanning varied
demographics such as:

Age groups: Employees of diverse age ranges, from entry-level staff to senior
professionals.
Job roles: Employees in administrative, sales, operational, and managerial jobs.
Gender representation: Male and female employees to study how work life balance
efforts effect different demographics.

By integrating employees across these categories, the study aims to provide a

thorough knowledge of how work life balance programs affect various groups within
the workforce.

3. Industry Specific Boundaries

40
The study is confined to the travel and tourist business, with a focus on Akbar
Travels’ operations. Given the industry's dynamic character, including unpredictable
work schedules, customer centric services, and high-pressure conditions, the research
investigates how work life balance programs are designed to address these specific
difficulties.

4. Thematic Boundaries
The research is concentrated on:
 The unique work life balance measures of Akbar Travels, such as flexible
working arrangements, leave policies, wellness programs, and staff
engagement activities.
 Employee opinions and satisfaction levels about these projects.
 The problems experienced by Akbar Travels in creating and maintaining these
programs.
 The impact of these programs on staff retention, motivation, and productivity.

41
2.3 Limitations of the Study

While this study aims to provide valuable insights into the work life balance
initiatives at Akbar Travels (Colaba), certain constraints may affect the scope and
generalizability of the results. The key limitations are as follows:

1. Limited Sample Size

The study focuses exclusively on the employees of the Colaba branch of Akbar
Travels. Since the findings are based on a specific subset of the organization’s
workforce, the results may not fully represent the views of employees across other
areas or the entire travel and tourism industry.

2. Geographical Constraints
The study is geographically restricted to the Colaba branch in Mumbai. As a result,
the findings are localized and may not represent the work life balance challenges or
initiatives important to employees in other regions or branches with different cultural,
social, or organizational dynamics.

3. Time Constraints
The study is performed within a defined time frame, which may limit the depth of
data collection and analysis. Time constraints may also impact the ability to perform
longitudinal studies, preventing an understanding of the long-term effects of work life
balance efforts.

4. Resource Availability

42
The availability of tools, such as access to comprehensive organizational data or a big
research budget, may restrict the scope of the study. For instance, the study may rely
mainly on surveys or interviews, which may not capture all nuances of employee
experiences.

5. Employee Participation
The success of the study depends on the willingness and honesty of employees in
sharing their experiences and perceptions. Some workers may hesitate to provide
candid feedback due to concerns about confidentiality or repercussions, possibly
leading to response bias.

6. Dynamic Nature of Work life Balance

Work life balance is a dynamic idea influenced by factors such as changes in
company policies, economic conditions, or societal trends. The study captures a
snapshot of current initiatives and their effect but may not account for future changes
or changing employee needs.

7. Industry Specific Challenges

The travel and tourism business are characterized by irregular working hours, peak
seasons, and high-pressure environments. These unique challenges may limit the
applicability of findings to businesses with different work structures and demands.

8. Exclusion of Comparative Analysis

The study does not include a comparative analysis with other branches of Akbar
Travels or similar organizations in the business. This limits the ability to benchmark
the effectiveness of work life balance efforts against broader trends or best practices.

43
2.4 Sample Size:

The study was conducted with a sample size of 70 employees from Akbar Travels
(Colaba). The sampling method ensured representation across different job roles and
departments within the organization. This sample size provides a reasonable insight
into employee perceptions regarding work-life balance initiatives, though findings
may not be fully generalized to the entire travel and tourism industry.

44
2.5 Data Collection Methods:
For this study, primary data will be obtained using the following methods:

Surveys/Questionnaires: A structured questionnaire will be issued to Akbar Travels'

workers (Colaba branch). The survey will include closed ended to gauge employee
impressions of work life balance initiatives, satisfaction levels, and the impact on
wellbeing and productivity.

These methodologies will provide both quantitative and qualitative insights into the
current status of the organization's work life balance initiatives.

45
 Chapter 3
Review of Literature

46
Chapter 3:- Review of Literature

3.1 Review of Existing Literature on Work Life Balance in Travel

& Tourism Industry
3.2 Relevance of Literature
3.3 Theories Related to Work Life Balance

47
3.1 Review of Existing Literature on Work life Balance in the Travel
and Tourism Industry

1. Work-Life Balance
Lim and Misra (2019) provide a comprehensive overview of work-life balance from a
sociological perspective. They argue that work-life balance is a socially constructed
phenomenon influenced by cultural norms, organizational policies, and individual
perceptions. This work emphasizes the dynamic relationship between work and life
domains, highlighting the impact of gender roles and societal expectations on
individuals' ability to achieve balance. This study is crucial as it situates work-life
balance within a broader sociocultural framework, offering insights into how
structural factors shape personal experiences.

Cohen, Duberley, and Musson (2009) challenge the conventional understanding of

work-life balance by interrogating its assumptions and limitations. Their research
critiques the simplistic notion of balance, advocating instead for a nuanced
understanding of how individuals negotiate work and life tensions. This study is
relevant as it questions the traditional dichotomy of work and life, suggesting that
balance is a fluid and context-dependent construct.

Gragnano, Simbula, and Miglioretti (2020) extend the discussion by introducing the
concept of work-health balance. Their research emphasizes the need to consider
employees' physical and mental well-being alongside work-family dynamics. This
work is particularly relevant to industries with high occupational stress, such as travel
and tourism, where employee well-being is critical to sustaining performance and
reducing burnout.

Fleetwood (2020) offers a theoretical analysis of work-life balance within the context
of higher education. This research underscores the challenges faced by professionals
in balancing work commitments with personal responsibilities. The study is relevant
as it provides a sector-specific analysis that can be extrapolated to other demanding
industries, including travel and tourism.

48
2. Travel and Tourism Industry

Sofronov (2018) analyses the global development of the travel and tourism industry,
emphasizing its economic significance and growth trajectory. This research highlights
how technological advancements and globalization have transformed the industry.
The study is relevant for understanding the macroeconomic context within which
work-life balance issues emerge in the travel and tourism sector.
Chauhan (2016) examines the potential and challenges facing the Indian travel and
tourism industry. The study discusses the need for sustainable growth frameworks to
address environmental and social concerns. This work is relevant as it links industry-
specific challenges to broader socio-economic policies, emphasizing the importance
of balancing growth with sustainability.

Werthner and Klein (1999) explore the impact of information and communication
technology (ICT) on global tourism distribution. Their research demonstrates how
digital transformation has reshaped tourism services and consumer behaviour. This
study is significant as it contextualizes work-life balance within the technological
evolution of the tourism sector, where digital tools can both facilitate and complicate
work-life integration.

Palmer (2020) investigates the implications of the COVID-19 pandemic on the travel
and tourism industry. This research addresses how the pandemic has disrupted
traditional business models and accelerated the adoption of digital practices. The
study is pertinent as it provides a contemporary analysis of how external shocks affect
both work processes and personal lives.

Dixit (2020) provides a special issue on tourism in India, highlighting regional trends,
policy interventions, and economic contributions. This research is relevant as it offers
an in-depth examination of how work-life balance challenges manifest in the Indian
tourism context, where fluctuating demand and workforce precarity are significant
concerns.

49
3. Emerging Trends and Future Directions in Indian Tourism

Kaleeshwari and Sajjan (2024) discuss tourism performance and its impact on
economic development in India. Their research emphasizes emerging trends and the
interplay between tourism growth and regional economies. This study is valuable for
understanding how work-life balance issues evolve in response to economic pressures
and industry expectations.

Gurunathan and Lakshmi (2024) analyse the emerging opportunities and future
challenges in Indian tourism. Their work emphasizes the role of policy innovation and
workforce adaptability in sustaining industry growth. This research is relevant as it
highlights the need for adaptive work-life balance strategies in a rapidly changing
environment.

Sahoo (2020) evaluates the tourism sector's contribution to the Indian economy since
2000. This longitudinal analysis provides insights into industry growth patterns and
labor market dynamics. The study is essential for understanding how economic shifts
impact work-life balance within the tourism workforce.

Kaur (2020) examines the economic impact of the travel and tourism industry in
India. The research focuses on both direct and indirect contributions to national GDP
and employment. This study is pertinent for linking macroeconomic trends to
individual work-life experiences within the industry.

Panwar (2017) explores the challenges and opportunities of modern tourism in India.
The research discusses infrastructural deficits, policy gaps, and labour concerns. This
study is relevant as it contextualizes work-life balance within the broader structural
challenges facing the tourism industry.

Subash (2015) addresses the potentials and challenges of Indian tourism, emphasizing
sustainable practices and labour welfare. This research is critical as it advocates for
holistic approaches to managing workforce well-being alongside industry growth.
50
3.2 Relevance of Literature

The reviewed literature is highly relevant as it provides a comprehensive

understanding of work-life balance from both theoretical and practical perspectives.
The inclusion of multiple frameworks, such as Border Theory and Work-Life
Integration Theory, offers a nuanced view of how personal and professional domains
interact. This understanding is crucial for developing policies that foster employee
well-being and productivity.

In the travel and tourism sector, which is characterized by unpredictable work hours
and high client demands, the literature underscores the importance of adopting
flexible work practices. Studies by Sofronov (2018), Chauhan (2016), and Palmer
(2020) highlight the necessity of integrating work-life balance strategies to enhance
employee satisfaction and retention. Furthermore, the analysis of the Indian tourism
sector reveals that work-life balance is not only vital for employee welfare but also for
sustaining economic growth and service quality (Dixit, 2020; Kaleeshwari&Sajjan,
2024).

By synthesizing diverse perspectives, the literature provides valuable insights for both
researchers and policymakers. It emphasizes the need for industry-specific strategies
and holistic approaches to maintain work-life balance, especially in high-pressure
environments like travel and tourism. These insights are essential for creating
supportive organizational cultures and developing sustainable business practices in
the face of evolving global challenges.

51
3.3 Theories Related to Work life Balance

Maslow’s Hierarchy of Needs

Maslow’s Hierarchy of Needs is a motivational theory proposed by American
psychologist Abraham Maslow in 1943 in his paper "A Theory of Human
Motivation." It suggests that human needs are organized in a hierarchical structure,
where basic needs must be satisfied before individuals can attend to higher-level
psychological and self-fulfilment needs. This hierarchy is often illustrated as a
pyramid or triangle consisting of five levels.

From bottom to top, the five levels are:

1. Physiological Needs: Basic biological requirements such as food, water,
shelter, and rest.
2. Safety Needs: Personal and financial security, health, and protection from
harm.

52
 3. Social and Belonging Needs: Emotional relationships such as friendship,
intimacy, and social connection.
4. Esteem Needs: Self-respect, recognition from others, and feelings of
accomplishment.
5. Self-Actualization Needs: The desire for personal growth, creativity, and
achieving one's full potential.

Key Principle of Maslow’s Theory:

Maslow believed that lower-level needs must be satisfied before higher-level needs
become motivational drivers. For instance, a person struggling to meet basic
survival needs will not focus on achieving self-fulfilment or social recognition.

Applying Maslow’s Hierarchy of Needs at Work:

Maslow’s theory can be applied effectively in the workplace to understand and
address employee motivation and engagement. Here are practical ways to implement
each level:
1. Ensuring Basic Needs Are Met:
a. Provide fair and competitive salaries that cover employees'
physiological and safety requirements.
b. Offer comprehensive benefits, including healthcare and paid leave, to
ensure security and stability.
2. Creating a Safe Environment:
a. Foster both physical and psychological safety in the workplace.
b. Ensure job security through clear communication and consistent
employment practices.
3. Fostering Belonging and Esteem:
a. Build an inclusive and collaborative company culture where
employees feel accepted and valued.
b. Recognize and reward employee contributions through formal and
informal appreciation programs.
c. Encourage teamwork and facilitate opportunities for social connection.
4. Supporting Self-Actualization:
53
 a. Provide opportunities for personal and professional growth through
training, challenging projects, and career development.
b. Encourage autonomy, creativity, and innovation.
c. Align employees’ work responsibilities with their values and
aspirations.

Work-Life Integration Model

Work-Life Integration Theory emphasizes blending and harmonizing work

responsibilities with personal life rather than maintaining rigid boundaries between
the two. This theory reflects the reality that modern work environments, especially
with the rise of digital technology, allow for greater fluidity between professional and
personal domains.

Origin of the Theory:

54
Work-life integration theory emerged as a response to the limitations of traditional
work-life balance models. It is associated with modern workplace scholars and
practitioners focusing on holistic approaches to managing work and life.

Key Principles of Work-Life Integration Theory:

1. Fluid Boundaries: Work and personal life are interconnected, allowing tasks
to flow seamlessly across domains.
2. Personalized Integration: Each person defines their ideal mix of work and
life based on individual values and priorities.
3. Technology as an Enabler: Digital tools facilitate integration, allowing for
remote work, flexible hours, and real-time communication.

Applying Work-Life Integration in the Workplace:

1. Flexible Work Arrangements: Offer options like remote work, flexible
hours, and hybrid models to allow employees to customize their schedules.
2. Promote Well-being: Encourage practices that support physical and mental
health, such as wellness programs and mental health resources.
3. Encourage Autonomy: Allow employees to manage their tasks and schedules
in ways that fit their personal and professional goals.
4. Support Work-Life Harmony: Foster a culture where blending work and
personal life is accepted and encouraged.

Example:
An employee might schedule personal errands during the day while working in the
evening. Similarly, a parent may attend their child's school event and complete work
tasks later without feeling penalized.

55
Border Theory Model (Clark, 2000)

The Work Family Border Theory, proposed by Sue Campbell Clark in 2000, explains
how individuals manage and negotiate the boundaries between their work and
personal lives. This theory highlights that work and home are separate but
interconnected domains, and people regularly cross the "borders" between them. The
ability to manage these transitions effectively influences work life balance,
satisfaction, and wellbeing.

56
Core Principles of Work Family Border Theory

1. Work and Family as Distinct Domains:

Work and home are viewed as two different environments with unique cultures,
demands, and expectations.

2. Borders and Their Management:

People create, maintain, and negotiate borders to separate or integrate their work and
personal lives. These borders can be physical, temporal (time related), or
psychological.

3. Border Crossers:

Individuals who navigate between work and home are called border crossers. Their
ability to transition smoothly between these roles impacts their work life balance.

57
4. Boundary Strength:

Borders can be flexible or rigid, affecting how easily experiences transfer between
work and home:

Flexible Borders: Allow work and personal responsibilities to overlap.

Rigid Borders: Maintain strict separation between work and family life.

5. Border Keepers and Influencers:

People in each domain (e.g., supervisors at work, family members at home) act as
gatekeepers, influencing how easily an individual can cross between domains.

Key Components of the Border Theory

1. Domains:

Work Domain: Includes work tasks, office culture, colleagues, and professional
expectations.

Home Domain: Consists of personal responsibilities, family members, and social

relationships.

2. Borders:

Physical Borders: The location where work and personal activities occur (e.g., office
vs. home).

58
Temporal Borders: The division of time between work and personal life (e.g.,
working hours vs. family time).

Psychological Borders: The mental and emotional distinctions between work and
personal identity.

3. Characteristics of Borders:

Permeability: The degree to which one domain affects the other (e.g., answering work
emails at home).

Flexibility: The extent to which boundaries adjust to accommodate both domains

(e.g., remote work options).

Blending: How much overlap exists between work and family responsibilities.

Types of Border Management Strategies

1. Integration Strategy:

High Permeability & Flexibility: Work and home responsibilities are blended.

Example: A remote worker managing professional tasks while caring for family
members.

2. Segmentation Strategy:

Low Permeability & Rigid Borders: Work and home are kept completely separate.

Example: An employee who does not discuss work at home or handle family matters
during office hours.

3. Hybrid Strategy:

A mix of integration and segmentation based on circumstances.

59
Example: Working from home occasionally while maintaining strict boundaries on
weekends.

Factors Influencing Border Management

1. Border Characteristics:

Flexibility and Permeability determine how easily one moves between domains.

2. Individual Preferences:

People vary in their preference for integration or segmentation of work and life.

3. Organizational Culture:

Supportive workplaces with flexible policies facilitate better border management.

4. Family Dynamics:

Family understanding and support shape how home responsibilities are handled.

Advantages of the Border Theory Model

1. Improved Work Life Balance: Helps identify strategies for balancing professional
and personal commitments.

2. Customized Solutions: Recognizes that different individuals prefer different levels

of integration or segmentation.

3.Practical Framework: Useful for organizational policies like flexible work

arrangements and wellness programs.

Challenges of the Border Theory Model

60
1. Blurred Boundaries: Increased permeability (e.g., remote work) can blur work
home lines, causing stress.

2. Role Conflict: Managing competing demands from both domains can lead to
burnout.

3. Individual Variability: People differ in how they manage borders, making one
size fits all solutions ineffective.

Application of Border Theory

1. In the Workplace:

Designing flexible work arrangements (e.g., hybrid work, remote policies).

Providing support programs like childcare assistance or mental health resources.

2. For Individuals:

Establishing clear physical and time based boundaries between work and personal
life.

Adopting strategies for emotional detachment from work during personal time.

3. In Policy Development:

Implementing work life balance policies that respect employees' boundary

preferences.

Encouraging open communication between employers and employees about border

management needs.

Clark’s Work Family Border Theory offers a practical and flexible framework for
understanding how individuals manage the challenges of balancing work and personal
life. It highlights the importance of border management in fostering wellbeing,
satisfaction, and productivity. By adopting effective border management strategies,

61
both individuals and organizations can create healthier and more balanced
environments.

Chapter 4
Data Analysis,
Interpretation &
Presentation

62
Chapter 4:- Data Analysis, Interpretation and Presentation

4.1Data Analysis, Interpretation and Presentation

4.2Tools and Techniques Used for Data Collection and Analysis

63
4.1 Data Analysis, Interpretation and Presentation
Demographic Data

64
65
 1. How satisfied are you with the work-life balance initiatives offered by
Akbar Travels?

OPTIONS NO OF RESPONDENT PERCENTAGE

Dissatisfied 1 1.4%
Neutral 17 24.3%
Satisfied 35 50%
Very Satisfied 17 24.3%
Grand Total 70 100%

Interpretation of Results
 Majority (50%) of employees are satisfied with the work-life balance
initiatives.
 24.3% of employees are very satisfied, indicating that existing initiatives are
effective for some employees.
 24.3% remain neutral, suggesting a need for further improvements.
 Only 1.4% are dissatisfied, meaning dissatisfaction is minimal but should
still be addressed.

While most employees (65.7%) acknowledge the effectiveness of these initiatives, the
31.4% "Somewhat" response suggests that enhancements in policies (e.g.,
flexibility, workload management) may further improve work-life balance.

66
 2. Do you feel the company provides adequate support for balancing work
and personal life?

OPTIONS NO OF RESPONDENT PERCENTAGE

No 2 2.9%
Somewhat 22 31.4%
Yes 46 65.7%
Grand Total 70 100%

Interpretation of Results
 Yes (46 respondents, 65.7%) → Most employees find the initiatives
beneficial.
 Somewhat (22 respondents, 31.4%) → A significant portion feels the
initiatives are moderately effective, indicating areas for improvement.
 No (2 respondents, 2.9%) → Very few employees believe the initiatives are
ineffective, showing minimal dissatisfaction.

While most employees (65.7%) acknowledge the effectiveness of these initiatives, the
31.4% "Somewhat" response suggests that enhancements in policies (e.g.,
flexibility, workload management) may further improve work-life balance.

67
 3. Do Flexible Working Hour is offered by Akbar Travels?

OPTIONS NO OF RESPONDENT PERCENTAGE

No 2 2.9%
Occasionally 23 32.9%
Yes 45 64.3%
Grand Total 70 100%

Interpretation of Results
 Yes (45 respondents, 64.3%) → Most employees confirm that flexible
working hours are offered, indicating that the company has supportive policies
in place.
 Occasionally (23 respondents, 32.9%) → A significant portion states that
flexibility is not consistently available, suggesting that its implementation may
vary based on department or workload.
 No (2 respondents, 2.9%) → Very few employees report that flexible hours
are not available at all, meaning strict scheduling is rare.

While most employees (64.3%) benefit from flexible working arrangements, the

68
32.9% "Occasionally" response indicates that access to flexible hours may need
standardization across all roles to enhance overall work-life balance.

4. Are you provided with sufficient paid time off (vacation, sick leave, personal
leave)?

OPTIONS NO OF RESPONDENT PERCENTAGE

No 12 17.1%
Somewhat 13 18.6%
Yes 45 64.3%
Grand Total 70 100%

Interpretation of Results
 Yes (45 respondents, 64.3%) → many employees feel that they are provided
with sufficient paid time off.
 Somewhat (13 respondents, 18.6%) → A portion of employees feels that the
paid time off is partially adequate, indicating potential room for
improvement.
 No (12 respondents, 17.1%) → A small group feels that the paid time off
provided is insufficient, suggesting some dissatisfaction

69
While most employees (64.3%) are satisfied with their paid time off, the 18.6%
"Somewhat" and 17.1% "No" responses suggest that adjustments to leave policies,
such as more flexibility or additional days, could improve overall employee
satisfaction.

5. How do you rate the company's work-from-home (WFH) policy?

OPTIONS NO OF RESPONDENT PERCENTAGE

Excellent 17 24.3%
Good 28 40.0%
Neutral 23 32.9%
Very Poor 2 2.9%
Grand Total 70 100%

Interpretation of Results
Good (28 respondents, 40%) → many employees are satisfied with the
WFH policy.
Excellent (17 respondents, 24.3%) → a smaller group finds the WFH
policy outstanding.
Neutral (23 respondents, 32.9%) → several employees are indifferent,
suggesting areas for improvement.
Very Poor (2 respondents, 2.9%) → Few employees are highly

70
 Dissatisfied, indicating concerns.

While many employees (64.3%) are either satisfied or neutral about the WFH policy,
the 32.9% "Neutral" response suggests that further improvements or clearer
guidelines on remote work may help increase satisfaction across the organization.
6. Do you feel your productivity is affected by the company's work-life
balance initiatives?

OPTIONS NO OF RESPONDENT PERCENTAGE

Negatively 20 28.6%
No effect 5 7.1%
Positively 45 64.3%
Grand Total 70 100%

Interpretation of Results
 Positively (45 respondents, 64.3%) → Many employees believe that the
work-life balance initiatives enhance their productivity, indicating that the
initiatives are effective in fostering a better work environment.
 Negatively (20 respondents, 28.6%) → A smaller portion of employees feels
that the initiatives have a negative effect on productivity, which suggests
there could be some challenges in the implementation of these initiatives.
 No effect (5 respondents, 7.1%) → A small group of employees feels that the
work-life balance initiatives do not impact their productivity at all.
71
Many employees (64.3%) see a positive influence on their productivity, but the
28.6% negative response indicates that some initiatives may need refinement to
ensure they do not inadvertently affect productivity.

7. How often do you experience stress due to work demands?

OPTIONS NO OF RESPONDENT PERCENTAGE

Frequently 43 61.4%
Occasionally 18 25.7%
Rarely 9 12.9%
Grand Total 70 100%

Interpretation of Results
 Frequently (43 respondents, 61.4%) → Many employees experience work-
related stress often, indicating high job demands and potential work-life
balance challenges.
 Occasionally (18 respondents, 25.7%) → A significant portion faces stress
from time to time, suggesting that workload fluctuations may be a factor.
 Rarely (9 respondents, 12.9%) → A small group experiences minimal stress,
indicating that some roles or departments may have better work-life balance.

72
With 61.4% of employees frequently experiencing stress, it is essential for the
company to evaluate workload management, introduce stress-reducing initiatives,
and enhance work-life balance policies to prevent burnout and improve employee
well-being.

8. How satisfied are you with the wellness programs or activities offered by
Akbar Travels?

OPTIONS NO OF RESPONDENT PERCENTAGE

Satisfied 35 50.0%
Very Satisfied 17 23.3%
Neutral 16 22.9%
Dissatisfied 2 2.9%
Grand Total 70 100%

Interpretation of Results
 Satisfied (35 respondents, 50%) → Half of the employees find the wellness
programs effective.
 Very Satisfied (17 respondents, 24.3%) → Many employees are highly
satisfied with the programs.

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  Neutral (16 respondents, 22.9%) → Some employees feel indifferent,
suggesting areas for improvement.
 Dissatisfied (2 respondents, 2.9%) → Only a few employees are dissatisfied,
showing minimal concern.
While 74.3% of employees are satisfied or very satisfied, the 22.9% neutral
response suggests that enhancements in program variety, participation incentives,
or accessibility could improve overall employee engagement and well-being.
9. Do you think work-life balance initiatives have positively impacted your
overall job satisfaction?

OPTIONS NO OF RESPONDENT PERCENTAGE

No 12 2.9%
Somewhat 13 14.3%
Yes 45 82.9%
Grand Total 70 100%

Interpretation of Results
 Yes (58 respondents, 82.9%)→ Most employees feel work life balance
initiatives improve job satisfaction.
 Somewhat (10 respondents, 14.3%)→ A few see a moderate impact,
suggesting areas for improvement.

74
  No (2 respondents, 2.9%)→ Very few believe the initiatives have no
positive impact.

With 82.9% of employees recognizing a positive impact on job satisfaction, work-

life balance initiatives are largely successful. However, the 14.3% “Somewhat”
response suggests that further enhancements—such as personalized flexibility options
or additional wellness programs—could make these initiatives even more effective.

10. Overall, how would you rate the work-life balance initiatives at Akbar
Travels?

OPTIONS NO OF RESPONDENT PERCENTAGE

Excellent 17 24.3%
Good 28 40%
Neutral 16 22.9%
Satisfied 7 10.0%
Very Poor 2 2.9%
Grand Total 70 100%

Interpretation of Results
 Good (28 respondents, 40%) → A significant portion of employees rate the
initiatives positively, indicating they are generally effective.

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  Excellent (17 respondents, 24.3%) → Nearly a quarter of employees
consider the initiatives outstanding, suggesting strong satisfaction among this
group.
 Neutral (16 respondents, 22.9%) → A considerable portion remains neutral,
indicating that the initiatives may not have a significant impact on all
employees or may require improvements.
 Satisfied (7 respondents, 10%) → Some employees find the initiatives
satisfactory but not exceptional, suggesting room for enhancement.
 Very Poor (2 respondents, 2.9%) → A very small percentage of employees
are highly dissatisfied, indicating minimal concerns.

With 74.3% positive ratings, Akbar Travels’ work-life balance initiatives are well-
received. However, 22.9% neutral responses indicate room for improvement.
Enhancements in flexibility and wellness programs could boost satisfaction.

76
4.2 Tools & Techniques Used for Data Collection and Analysis

For the analysis of work-life balance initiatives at Akbar Travels

(Colaba),Microsoft Excel and Google Sheets were used as analytical tools to
process, visualize, and interpret data effectively.

1. Data Entry & Organization

 Survey responses were entered and structured in Excel/Google Sheets for

easy analysis.
 Data cleaning techniques, such as removing duplicates and formatting,
ensured accuracy.

2. Statistical Analysis

 Percentage Calculations: Formulae such as = (Respondents/Total

Respondents) 100 were used to calculate response distribution.
 Pivot Tables: Used to summarize data efficiently, helping identify key trends
in responses.

3. Data Visualization

 Bar Charts & Pie Charts: Created to illustrate response distributions clearly.

4. Interpretation & Reporting

 Findings were summarized in tables and graphs, making it easier to

compare responses.

77
 Insights were extracted to evaluate the effectiveness of work-life balance
initiatives and suggest improvements.

Chapter 5
Findings & Conclusion

78
Chapter 5 :- Findings and Conclusion

5.1 Summary of Findings

5.2 Conclusion Drawn
5.3 Suggestion and Recommendations

79
5.1 Summary of Findings

The research on Work Life balance initiatives at Akbar Travels (Colaba) revealed
several key insights:

1. Employee Satisfaction: 74.3% of employees rated Work Life balance

initiatives as "Good" or higher, showing general satisfaction.

2. Flexible Work Arrangements: 64.3% of employees confirmed the

availability of flexible working hours, though 32.9% reported occasional
access, suggesting inconsistencies.

3. Impact on Productivity: 64.3% of employees believed Work Life balance

initiatives positively influenced their productivity, while 28.6% reported a
negative impact due to workload challenges.

4. Work-related Stress: 61.4% of employees frequently experience work stress,

indicating a need for better stress management initiatives.

5. Paid Time Off & Wellness Programs: While 64.3% were satisfied with paid
leave policies, 35.7% felt they were insufficient or only somewhat effective.
Similarly, wellness programs had a 74.3% satisfaction rate, but 22.9%
remained neutral, suggesting limited engagement.

Overall, Job Satisfaction: 82.9% of employees reported that Work Life balance
initiatives positively impacted their job satisfaction, showing the effectiveness of
existing policies.

80
5.2 Conclusions Drawn
The study concludes that Work Life balance initiatives at Akbar Travels have been
largely successful, with most employees satisfied with flexible work arrangements,
paid leave, and wellness programs. However, high work-related stress and
inconsistent access to flexible hours indicate areas needing improvement.

Despite a positive impact on job satisfaction and productivity, a notable portion of

employees (28.6%) reported a negative effect on productivity, possibly due to
excessive workload. Additionally, the neutral responses to wellness programs and
WFH policies suggest opportunities for further enhancement.

Overall, while Akbar Travels’ work life balance policies are effective, targeted
improvements can increase employee engagement, reduce stress, and enhance work
life balance across all departments.

81
5.3 Suggestions and Recommendations
To strengthen Work Life balance initiatives in Akbar Travels and the broader travel
and tourism industry, the following recommendations are proposed:

1. Enhance Flexible Work Arrangements:

 Standardize flexible working hours to ensure equal access across all

departments.
 Expand hybrid or remote work options where feasible.

2. Improve Workload Management:

 Implement job rotation or task delegation to reduce employee burnout.

 Introduce time management training to help employees balance tasks
effectively.

3. Address Work Related Stress:

 Introduce stress management workshops or employee assistance programs

(EAPs).
 Promote mental health awareness and counselling services.

4. Increase Paid Leave Benefits & Accessibility:

 Review leaves policies to consider more paid personal or wellness days.

 Ensure employees utilize their leave without work pressure.

5. Enhance Wellness Programs:

 Increase participation by offering customized wellness plans (fitness
sessions, mindfulness programs, etc.).
 Provide incentives (e.g., wellness rewards) to encourage engagement.

82
Bibliography/References

83
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Annexure

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