final report - by susil

7/31/2019 Final Report - By Susil

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A REPORT

ON

THE STUDY OF WORK LIFE BALANCE AMONG YCH EMPLOYESS

The report is submitted as partial fulfillment of the requirement of PGDM

programme of ITM Business School, Siruseri, Chennai.

BY

Vinutha.C

Institute for Technology and Management Business School

Siruseri, Chennai

July 2012


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DECLARATION BY STUDENT

I, C. Vinutha hereby declare that this project report titled THE STUDY OFWORK LIFE BALANCE AMONG YCH EMPLOYEES is prepared by me under

the clear guidance and supervision of Asst. Prof Mrs. Felen Christy, ITM Business

School, Chennai. I have submitted this report for the reward of the degree of post

graduate diploma in management

Date: Signature

Place: Vinutha.C


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ACKNOWLEDGMENT

I am grateful to Prof. Lakshmi Mohan, Deputy Director, ITM Chennai, who gave

me this opportunity to learn, understand and gain the industrial knowledge through

this Summer Internship Project program.

I am thankful to Mr. H.S Priyadharshan, GM-HR, YCH and Paul Robert, Asst.

Manager-HR, YCH for given me the wonderful opportunity to work in such a

dedicated organisation.

I am very much thankful to Prof. Susil Kumar for his clear guidance towards the

project and project related activities.

I am much obliged to express my deep sense of gratitude and thanks to my faculty

guide Asst. Prof Mrs. Feleen Christy, ITM business school, for her valuable

guidance in making this project a success.

I also thank all my family members for their constant support and help during the

course of my Summer Internship Program.

Last but not the least, I honestly extend my thanks to all staff members in YCH for

their excellent co-operation during my project.


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CERTIFICATION OF APPROVAL

The foregoing report entitled, THE STUDY OF WORK LIFE BALANCE

AMONG YCH EMPLOYEES is hereby approved as a creditable study of project

topic has been presented in a satisfactory manner to warrant its acceptance as

prerequisite to the degree for which it was submitted.

It is understood that by this approval, the undersigned do not necessarily endorse

any conclusion drawn or opinion expressed therein, but approve the report for the

purpose for which it is submitted.

Panel of Examiners

1.

2.

3.


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TABLE OF CONTENTS

Title Page No1. SYNOPSIS 1

1.1 Importance of good Work-Life Balance 1

1.2 Aim of the project and main objective of the project 2

1.3 Scope of the Project 2

1.4 Limitations of the project 3

2. ABSTRACTION OF THE PROJECT 4

3. INTRODUCTION

3.1 Company Profile 6

3.2 Milestones of YCH 7

3.3 Philosophy, Mission and Vision 9

3.4 Quality Programs 11

4 PROJECT DETAILS

4.1 Introduction 14

4.2 Stress and Work Life Balance 15

4.3 Formation of the ideal worker and gender differences 17

4.4 Work-Life balance issues and their influence on

children 23

4.5 Classification of Employees 25

4.6 Workaholic Employees 26

4.7 Difference between workaholics and hard workers 27

4.8 Workaholic Employees and various effects due to work


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holism 28

4.9 Work-Life balance arrangements 31

4.10 Work-Life Balance to YCH Employees 35

5 OVERALL FINDINGS

5.1 Research Methodology and Data Interpretation 38

5.2 Statistical Tools Description 395.3 List of Tables 40

5.4 Weighted Average Method 45

6 CONCLUSION

6.1 Suggestions and Recommendations 49

7 ATTACHMENTS 50

8 BIBILIOGRAPHY 62

LIST OF ILLUSTRATIONS

List of Tables:

Table Name Page No

5.3.1 The gender of the respondents 40

5.3.2 The marital status of employees 40

5.3.3 The age of the respondents 40

5.3.4 The type of employees in YCH 41

5.3.5 The no.of employees with stress 41

5.3.6 The way of handling stress among men employees 42

5.3.7 The way of handling stress among women 42

5.3.8 Employees feeling towards the work 43

5.3.9 How often Employees think about work 43


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5.3.10 Physical problem due to Stress 44

5.3.11 Employees dedication towards their children 44

5.4 WEIGHTED AVERAGE METHOD

5.4.1 How often employees think about their work 45

5.4.2 How do employees feel about the time spend at work 465.4.3 How often employees have to cope up with too many

organizational changes or job task changes 47

5.4.4 How often Employees get to home on time 48

List of Charts:

Table Name Page No

7.1 Total no.of men and women 50

7.2 Various Age groups in YCH 50

7.3 The age of the respondents 51

7.4 The type of employees in YCH 51

7.5 The no.of employees with stress 52

7.6 The way of handling stress among men employees 52

7.7 The way of handling stress among women 53

7.8 Employees feeling towards the work 53

7.9 How often Employees think about work 54

7.10 Physical problem due to Stress 54

7.11 Employees dedication towards their children 55


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1. SYNOPSIS

The demand for work-life-balance solutions by employees and managers isexpanding at an unprecedented rate. As a result, work-life balance is an

increasingly hot topic in boardrooms and government halls today. Over the coming

decade it will be one of the most important issues that executives and human

resource professionals will be expected to manage.

1.1 Importance of a good Work-Life Balance:

Get to the root of the problem

There could be many reasons why we find ourselves with no leisure time. Usually,

its because we are taking on too much in a bid to prove ourselves, but it might also

be that we are out of our depth, we arent organising our work enough or simply

that our journey to work is too long.

One of the biggest indicators that we have a work-life-balance problem is our

health. If we are increasingly taking days off and suffering tiredness, stress and

sleepless nights we need to address the problem sooner rather than later.

There are several ways to deal with these issues:

Dont take work home

Stop checking work emails from home

Be less receptive to the boss calling you out-of-hours

Dont skip lunch, or breaks during the working day.

Plan some time for you the week.

Basically, stress forces us to deviate from normal functioning.

A small amount of stress can be a useful tool, which helps us become motivated

and efficient. But severe occupational stress impacts negatively both personally and

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professionallygood balance prevents burnout, which is when we feel emotionally

exhausted and our sense of personal accomplishment is diminished

1.2 Aim of the project and main objective of the project:

The aim of this project is to provide a context for work-life balance issues and to

undertake a preliminary exploration of work-life balance culture in YCH logistics.

It further aims to make recommendations based on findings and undertake some

initial development activity.

In line with the aims of the project, the objectives are fourfold as follows:-

To develop a contextual framework for work-life balance issues

To explore and evaluate the nature of work-life balance culture in YCH

logistics

To make suggestions for improvements

To undertake some preliminary development activity.

1.3 Scope of the project:

It highlights the key need & reason for introducing work life balance

policies,

Helps to retain the existing employees as well as to attracts new employees,

Is to reduce sickness and absenteeism,

To enhances working relationships between colleagues,

To increase level of production and satisfaction, and

Decrease the stress and burnout in work/life.

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1.5 Limitations in the Project:

The project report was designed on the belief that information provided by

the respondents is correct.

The study cant be generalized for a long time as employees interest will be

changing rapidly over a period of time.

The survey conducted was limited to Chennai office July 2012. Hence the

results attained by the study may not be applicable to other regional offices

Many employees are reluctant in disclosing the true information, so the

researcher had to proceed with incomplete information

They might feel the personal information will not maintain as confidential.

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2. ABSTRACTION OF THE PROJECT

In this paper I have tried to address the reasons contributing to proper and improper

balance of work-life in YCH and the various strategies that have been designed by

them to keep their employees happy. As the younger generation of Indian

employees are offered great pay with it comes more work pressure which also takes

a toll on their relationships and life itself. Indian women and senior employees

suffer the most. The employees need to realize that they need to balance work and

life for both success at the workplace and a fulfilled life. Organizations can only

facilitate, but the initiative should be taken by the employee. There are many

measures that companies can take to ensure work-life balance, such as employeebenefits like child carefacilities, video conferencing to reduce travel, not scheduling

work events during school holidaysand so on.

Worklife balance is a cleared concept including proper prioritizing between

(careerand ambition) on the one hand and "lifestyle" (Health, pleasure, leisure,

family and spiritual development/meditation) on the other. Related, though broader,

terms include "lifestyle calm balance" and "life style choices". Also in common

terms it is known as workaholic stress.

Much confusion and ambiguity surrounds the understanding and definition of the

termwork-life balance. As a term in its own right work-life balanceis rarely defined

forreasons that will become clearer as the discussion progresses. Many of the

attempts atdefinition relate to work-life balance policy or work-life balance

arrangements.Nevertheless, it is possible to discern a number of distinct strands in

the literature inrelation to definitional and conceptual issues.The first of these

themes concerns the contentious area of family-friendly vs. work-

lifebalancearrangements. Work-life balanceemerged as a term to replace family-

friendlyand work-familyin order to reflect a broader and more inclusive way of

conceptualizingthe issues, and to enable men and those without children, for

example, to identify withthem. However, the perception that work-life balance

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policies are a family matter andaimed solely at women with children is still held by

many employees and employers.

The work life balance has divided into 3 broad categories (a).Workaholic

employees (b). Work life balance (Ideal workers) employees (c). Life oriented

employees

Then those employees can be divided, according to their departments. The above

three categories aregoing to deal with employees productivity, efficiency in their

work, stress level, physical fitness and their health.

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3. INTRODUCTION

3.1 Company profile:

ABOUT YCH GROUP:

Founded in 1955, YCH Group is the leading integrated end-to-end supply chainmanagement and logistics partner to some of the world's largest companies,

including Dell, Motorola, Samsung, LG, ExxonMobil, Unilever, LVMH and Royal

FrieslandCampina. YCH Group's suite of innovative award-winning end-to-end

supply chain management solutions - Intribution, Intrabution, Retrogistics

etc. - employ cutting edge web-technologies that are best-in-class across industry

clusters from electronics and consumer, to chemical and healthcare, to deliver

powerful competitive advantages for customers.

A strong proponent of innovation, YCH is recognized for its 7PLapproach in

seamlessly integrating supply chain strategy with execution to attain success in the

SCM industry. YCH attained the highly-regarded Singapore Innovation Class in

October 2005 and has since attained various recognitions, including Top Honours

as Winner of the IDC Enterprise Innovation Awards 2010. As a forerunner in

worldwide supply chain security, YCH is the first recipient of the ISO 28000: 2007

certification for excellent security management in the global SCM industry. YCHalso won the prestigious National Infocomm Award 2008 for its RFID-enabled

'High Performance Supply Chain Nerve Centre' and was conferred the 'Asian 3PL

of the Year' award by Supply Chain Asia for four times consecutively from 2007 to

2010.YCH was named 'Most AdmiredLarge Enterprise (Innovation)' in the high-

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level ASEAN Business Awards in 2010, and was crowned "Enterprise of the Year"

in the Singapore Business Awards in 2011.

Asia Pacific Presence:

They have expanded their overseas operations significantly over the last decade and

presently have operations spanning throughout Asia Pacific, including Singapore,

Malaysia, Thailand, Indonesia, China, Hong Kong, Philippines, Australia, India,

Vietnam and Korea.

3.2 MILESTONES OF YCH

Humble Beginnings: 1955 to 1980s

The YCH Story started way back in the 1950s when the company was only doing

passenger transportation. Known as Yap Chwee Hock Transport and General

Contractors, they ferried workers from the Public Utilities Board (PUB) and British

soldiers to-and-fro their workplaces.Then in the 1970s, the company faced its first

crisis when it lost its main business contract of ferrying the PUB workers. Coupled

with the set-up of Singapores Bus Service (SBS), YCH was left with 103 empty

trucks and hardly any passengers.

Partner in Total Logistic: Early 1980s to 1990s

Refusing to give up and leave his workers jobless, the late Mr. Yap Chwee Hock

roped in his oldest son and current CEO of YCH Group, Dr. Robert Yap, to join the

company and help salvage the business. Freshly graduated from university, Robert

saw new opportunities to turn the company around by leveraging on the growing

trade activities of the Singapore Ports. This marked the start of the companys

venture into the cargo transportation business, which from then on grew rapidly to

include extended logistics services such as freight and warehousing management.

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Together with the companys change in direction, was a change in the name to Yap

Chwee Hock Transport Pvt Ltd, which marked the companys new suite of

services.

Regional Expansion: 1995 to 2005 Building on this strong foundation, Yap

Chwee Hock Transport Pvt Ltd began its forays into the region and also started

exploiting IT by developing proprietary applications to integrate the various

logistics services. This pioneering effort paved the way for the company to develop

a solid logistics network with state-of-the-art DistriParks. The 90s marked the

organisations transformation into a Supply Chain Management Company, as the

company embarked on providing award-winning solutions for its MNC clientele.

Accompanied by another rebranding effort, the company was from then knownsimply as YCH, with the mantra of growing and going with their customers where

they wanted to be.

Asia Pacs Leading Supply Chain Company: 2006 till date

Throughout YCHs history, the organisation has never backed down in the face of

challenges, but continued evolving to forge new breakthroughs in the supply chain

industry. With a strong RISE Corporate Philosophy to support its ambitiousmission of becoming Asia Pacifics number 1 Supply Chain Management

Company, YCH has over the years garnered international recognition and praise

from the industry, governments and its MNC clientele. Having grown to become

Singapores largest home-grown Supply Chain Solutions Company today, YCH

prides itself in seamlessly connecting complex supply chain systems for its world-

class customers, enabled by cutting-edge, award-winning SCM solutions and

comprehensive Asia Pacific presence. As a leading player in the industry, YCHs

keys to success have always rested on being right at the heart of supply chain. By

combining advanced hardware capabilities, agile customer software skills, and over

five decades of passion for supply chain excellence, YCH is committed to

continuously innovate and stay at the forefront of the industry; because YCH is -

where supply chainconnects.

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3.3 PHILOSOPHY, MISSION AND VISION

Philosophy

YCH is founded on a philosophy that thrives on overcoming challenges. This is

embodied in the corporate philosophy using the Chinese Character (Sheng)

meaning to RISE. The acronym of the word RISE was adopted as the companys

corporate values, focusing on the level of service and confidence they provide to

their clients.

R- Reliability

I- Integrity

S- Sincerity

E- Enterprise

Mission:

Mission to Be the No. 1 Supply Chain Solutions Company in Asia Pacific.

Vision:

The Logistics Superhighway: Vision to Build the Logistics Superhighway in a

Borderless World, represents the passion in creating the ultimate superhighway of

optimal efficiency & speed. The Logistics Superhighway will enable the Physical,

Informational, and Financial flows of the supply chain to flow seamlessly

throughout a borderless world.

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YCH BRAND STORY

History

Since 1955, YCH has evolved from its humble beginnings as a passenger transport

company, to a partner in total logistics, and today an award-winning end-to-end

supply chain management solutions partner to world-class companies throughout

Asia Pacific.

The true constant amid the progressive and changing landscape has been the

companys devotion to its corporate philosophy of RISE, to serve as a beacon in

Going and Growing with their customers and partners to where they want to be.

With RISE is focus on developing the core strategic pillars of people, technology,

and quality, will empower us to create value and innovations to shift the paradigms

in the supply chain industry.

EXECUTIVE TEAM

Robert Yap- Chairman and Chief Executive Officer

Lun Kai Shen- Chief Financial Officer and Head, North Asia & Australia

Jason Stevens- Chief Commercial Officer

Catherine Yap- VP, Corporate Services

Margaret Toh- VP, Human Capital & Brand Equity

Roger Yap- VP, China &Operations

Philip Tan- VP, ASEAN

Alec Ang- Chief Information Officer

Simon Moon- VP, North Asia Sales & Global Freight

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3.4QUALITY PROGRAMS

YCHGroup Policy Statement:

We are committed to quality leadership through operations and service excellence

by making continuous improvements that exceed the expectations of our customers

and the standards of our competitors.

Quality Objective

We aim to provide an Awesome Customer Experienceand encompass Total

QualityManagementinto our Systems Oriented Environment.In our Learning

Organisation, we strive to haveContinuous Process Improvementin our bid tobecome the No.1 SCM Company in Asia Pacific

Management of Quality

Being a world-class service provider, YCH's Quality deployment continuously goes

the extra mile to enhance customer satisfaction levels by re-engineering the existing

processes to create additional value, target for Zero Defects in Service Delivery and

uphold our World-class Quality Image worldwide. Recognizing that Quality is along journey towards business and operational excellence, YCH believes in sharing

lessons learned among various operational units for benchmarking good practices.

Hence, our Quality approach towards work is defined by a determination to

continuously stay ahead of the pack. Quality Management Reviews are carried out

regularly with the YCH Management Team to evaluate the effectiveness of the

Quality System in achieving the Groups Quality Policy and Objectives. The results

are then shared and clearly communicated to all involved.

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Quality System Auditors

Every customer account is subjected to at least one internal quality audit. To align

the customer quality expectations from various industries, our team of qualitysystem auditors are trained and certified in multiple International Standards to

support their business initiatives and innovations.

Proof of Promise

ISO 14001 & OHSAS 18001

The ISO 14001 certification is the international quality

standard for environmental management systems (EMS).This accreditation indicates YCHs proven ability to adopt

proactive measures to manage the impact of our business vis-

a-vis the environment on a continuous basis.

YCH establish and maintain a system that assesses and documents environmental

impacts; establish responsibilities; provide resources, training and communication

for our employees to better understand the importance of environmental awareness;

ensure monitoring and review by management and develop objectives for

continuous improvement.YCH is also OHSAS 18001 certified (the safety

management system to the internationally recognized Occupational Health and

Safety Assessment Series), meaning that they treat the health and safety protection

of the employees as an utmost priority as they go about performing their day-to-day

business activities.

ISO 9001:2008The YCH Quality Management System ISO 9001:2008 certification is accredited

by the prestigious Det Norske Veritas (DNV). Our certified scope covers the

following areas - Total Integrated Logistics Services and Management

(Transportation, Warehousing, Distribution, Intribution TM, Intrabution TM,

Retrogistics TM and International Freight Forwarding).

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Good Distribution Practice (GDP)

Started by the Health Sciences Authority of Singapore (HSA), the GDP standard

means that YCH is more than equipped in managing the quality and integrity of

products, especially pharmaceutical, throughout the entire distribution chain. YCH

has received the certification for GDPMDS (Good Distribution Practice for Medical

Devices in Singapore) as well, which covers the import and supply of wholesale

medical device products in Singapore. Organizations that are involved in

distribution or importing Medical Devices in Singapore are required to obtain the

GDPMDS certificate prior to applying for an Importer or Wholesalers License.

With this, YCH demonstrates its ability to maintain the quality and integrity of

medical device products throughout the entire supply chain process.

Responsible Care

As a member of the Singapore Chemical Industry Councils

(SCIC) Responsible Care programme, YCH is committed to

caring for the environment and maintaining high standards of

operations for our clients particularly in the chemicals, healthcare

and pharmaceutical sectors, where stringent requirements arecritical. With our continued achievements in Employee Health &

Safety Code and Emergency Response Code, YCH aims to

provide stakeholders with assurance in terms of effective safety

and health measures.

Leadership in Energy and Environmental Design (LEED)

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As an environmentally proactive company, YCH has put in a

tremendous amount of resources into ensuring our facilities are eco-

friendly. The LEED Green Building Rating SystemTM is an

internationally accepted benchmark for design, construction and

operation of high performance green buildings. Developed by the US

Green Building Council (USGBC), the LEED standard certifies that

buildings have improved performance across energy savings, water

efficiency, CO2 emissions reduction, improved

indoor.Environmentalquality and stewardship of resources and

sensitivity to their impacts certified the gold status under LEED.

YCH DistriPark - Chennai is the first green warehouse in India, saving 30% ofenergy and has a reduced Carbon Dioxide usage of 440tonnes a year. Most

recently, ourYCH DistriPark Yangshan Free Port in the Shanghai Lingang

area was also given this prestigious nod of approval by the USGBC authority. A

demonstration of our companys pledge to contribute to sustainability by

transforming the way our facilities are designed built and operated. YCH is

committed to ensuring its facilities are built with world-class, environmentally-

friendly standards, and will continue to develop more cost-efficient and energy-

saving green buildings.

Double A Class Enterprise Certification

The highest echelon of Green Lane approval in China, the AA Class Status has

been conferred onto us both in Xiamen and Tianjin by the local customs authorities.

This certification is an acknowledgement of our outstanding track record in

management of customs declaration and documentation-related processes for the

past few years. Being an AA Enterprise means that the customers can enjoy more

expedited and efficient service when their goods pass through these particular hubs.

To date, only a handful of companies have been awarded this accolade and it

signifies the trust the Chinese government has in the management of goods and

cargo.

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PROJECT DETAILS

4.1 Introduction:

Worklife balance is a cleared concept including proper prioritizing between

(careerand ambition) on the one hand and "lifestyle" (Health, pleasure, leisure,

family and spiritual development/meditation) on the other. Related, though broader,

terms include "lifestyle calm balance" and "life style choices". Also in common

terms it is known as workaholic stress.

Much confusion and ambiguity surrounds the understanding and definition of the

term work-life balance. As a term in its own right work-life balanceis rarely defined

for reasons that will become clearer as the discussion progresses. Many of the

attempts at definition relate to work-life balance policy or work-life balance

arrangements. Nevertheless, it is possible to discern a number of distinct strands in

the literature in relation to definitional and conceptual issues. The first of these

themes concerns the contentious area of family-friendly vs. work-life balance

arrangements. Work-life balance emerged as a term to replace family-friendly and

work-family in order to reflect a broader and more inclusive way of conceptualizing

the issues, and to enable men and those without children, for example, to identify

with them. However, the perception that work-life balance policies are a family

matter and aimed solely at women with children is still held by many employees

and employers.

4.2 Stress and Work Life Balance:

The number of stress-related disability claims by American 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 and, according to the American Institute of Stress, the cost to industry has

been estimated at $200 billion-$300 billion a year. Steven L. Sauter, chief of the

Applied Psychology and Ergonomics Branch of the National Institute for

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Occupational Safety and Health in Cincinnati,Ohio, states that recent studies show

that "the workplace has become the single greatest source of stress".

Michael Feuerstein, professor of clinical psychology at the Uniformed Services

University of the Health Sciences at Bethesda Naval Hospital states, "We're seeinga greater increase in work-related neuro skeletal disorders from a combination of

stress and ergonomic stressors".

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 concentrating. Stress may also perpetuate or lead

to binge eating, smoking, and alcohol consumption.

According to James Campbell Quick, a professor of organizational behavior at the

University of Texas-Arlington, "The average tenure of presidents at land-grant

universities in the past ten years has dropped from approximately seven to three-

and-a-half years"

The feeling that simply working hard is not enough anymore is acknowledged bymany other American 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 pursuing activities that

one enjoys and taking the time to grow personally and spiritually.

Texas Quick, an expert witness at trials of companies who were accused of

overworking their employees, states that "when people get worked beyond theircapacity, companies pay the price."

Although some employers believe that workers should reduce their own stress

by simplifying their lives and making a better effort to care for their health, most

experts feel that the chief responsibility for reducing stress should be management.

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According to Esther M. Orioli, president of Essi Systems, a stress management

consulting firm, "Traditional stress-management programs placed the responsibility

of reducing stress on the individual rather than on the organization-where it

belongs. No matter how healthy individual employees are when they start out, if

they work in a dysfunctional system, theyll burn out."

4.3 Formation of the "ideal worker" and gender differences:

Work-life conflict is not gender-specific. According to the Center for American

Progress, 90 percent of working mothers and 95 percent of working fathers report

work-family conflict. However, because of the social norms surrounding each

gender role, and how the organization views its ideal worker, men and women

handle the work-life balance differently. Organizations play a large part in how

their employees deal with work-life balance. Some companies have taken proactive

measures in providing programs and initiatives to help their employees cope with

work-life balance (see: Responsibility of the employer).

Yet, the root of the work-life conflict may come from the organizational norms and

ideologies. As a macro structure, the organization maintains the locus of power.

Organizations, through its structure, practices, symbols and discourse, create and

reproduce a dominant ideology. The dominant ideology is what drives

organizational power and creates organizational norms.

At the top of the organizational hierarchy, the majority of individuals are males,

and assumptions can be made regarding their lack of personal experience with the

direct and indirect effects of work-family conflict.

For one, they may be unmarried and have no thought as to what "normal" family

responsibilities entail. On the other hand, the high-level manager may be married,

but his wife, due to the demands of the husbands position, has remained at home,tending solely to the house and children.Ironically, these are the individuals

creating and reforming workplace policies.

Workplace policies, especially regarding the balance between family/life and work,

create an organizational norm in which employees must fall into. This type of

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organizational behavior, according to Dennis Mumby, "contributes in some ways to

the structuring of organizational reality, and hence organizational power."

In other words, the reality of what employees experience, specifically in regards to

work-life balance, is a direct result of power operating covertly through ideologicalcontrols. This is seen in the ideological norm of the "ideal worker." Many

organizations view the ideal worker as one who is "committed to their work above

all else". "Ideal workers" are those that demonstrate extra-role behaviors, which are

seen as positive attributes.

Alternatively, those who are perceived as having to divide their time (and their

commitments) are seen not as dedicated to the organization. As research has shown,

a managers perception of a subordinates commitment to the organization is

positively associated with the individuals promotabilty. Hoobler et al.s (2009)

findings mirrored the perceived commitment-to-promotabilty likelihood.

Often, these perceptions are placed on the female worker. Managers who perceived

their female employees of maintaining high work-family conflict were presumed as

not as committed to the organization, therefore not worthy of advancement. This

negatively impacts working mothers as they may be "inaccurately perceived to have

less commitment to their organizations than their counterparts, their advancement

in organizations may be unfairly obstructed".

Working mothers often have to challenge perceptions and stereotypes that evolve as

a working woman becomes a working mother. Working mothers are perceived as

less competent and less worthy of training than childless women. Another study,

focusing on professional jobs, found that mothers were 79 percent less likely to be

hired and is typically held to a higher standard of punctuality and performance than

childless women.

The moment when she becomes a mother, a working woman is held at a completely

different norm than her childless colleagues. In the same Cuddy et al. (2004) study,

men who became fathers were not perceived as any less competent, and in fact,

their perceived warmth increased.

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The ways in which corporations have modeled the "ideal worker" does not

compliment the family lifestyle, nor does it accommodate it. Long hours and near

complete devotion to the profession makes it difficult for working mothers to

participate in getting ahead in the workplace. A Fortune article found that among

the most powerful women in business (female CEOs, presidents and managing

directors of major corporations), 29 percent were childless compared to 90 percent

of men should a woman seek a position of power within an organization, she must

consider the toll on other facets of her life, including hobbies, personal relationships

and families. As Jeffrey Pfeffer states: "Time spent on the quest for power and

status is time you cannot spend on other things, such as family. The price seems to

be particularly severe for women". Many executive jobs require a substantial

amount of overtime, which as a mother, many cannot devote because of family

obligations. Consequently, it is nearly impossible for a working mother in a top

management position to be the primary caretaker of her child.

Perceptions of work-life balance and gender differences:

This circumstance only increases the work-life balance stress experienced by many

women employees.

Research conducted by the Kenexa Research Institute (KRI), a division of Kenexa,

evaluated how male and female workers perceive work-life balance and found that

women are more positive than men in how they perceive their companys efforts to

help them balance work and life responsibilities. The report is based on the analysis

of data drawn from a representative sample of 10,000 U.S. workers who were

surveyed through Work Trends, KRIs annual survey of worker opinions.

The results indicated a shift in womens perceptions about work-life balance. In the

past, women often found it more difficult to maintain balance due to the competing

pressures at work and demands at home.

The past two decades have witnessed a sharp decline in mens provider role,

caused in part by growing female labor participation and in part by the weakening

of mens absolute power due to increased rates of unemployment and

underemployment states sociologist Jiping Zuo. She continues on to state that

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Womens growing earning power and commitment to the paid workforce together

with the stagnation of mens social mobility make some families more financially

dependent on women. As a result, the foundations of the male dominance structure

have been eroded.

Work-life balance concerns of men and women alike

Similar discrimination is experienced by men who take time off or reduce working

hours for taking care of the family.For many employees todayboth male and

femaletheir lives are becoming more consumed with a host of family and other

personal responsibilities and interests. Therefore, in an effort to retain employees, it

is increasingly important for organizations to recognize this balance.

Young generation views on work-life balance

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". 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 tobuild 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 mothers 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 identification with the organization. However, employees also identify

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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.

Employee interactions with the organization, through other employees,

management, customers, or others, reinforces (or resists) the employee

identification with the organization. Simultaneously, the employee must manage

their "true self" identification.

In other words, identity is "fragmented and constructed" through a number of

interactions within and out of the organization; employees dont have just one self.

Most employees identify with not only the organization, but also other facets of

their life (family, children, religion, etc.). Sometimes these identities align andsometimes 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 as a result.

Women

Today there are many young women who do not want to just stay at home and do

house work, but want to have their careers.About 64% of mothers whose youngest

child was under age six, and 77% of mothers with a youngest child age 6-17 were

employed in 2010, indicating that the majority of women with dependent care

responsibilities cannot or do not wish to give up careers.

While women are increasingly represented in the work force they still face

challenges balancing work and home life. Both domestic and market labor compete

for time and energy. For women, the results show that that only time spent in

female housework chores has a significant negative effect on wages (Noonan

1140). Noonan attributes reduced earnings to the time intensive and repetitive

chores that are stereotyped as feminine, including cooking, washing dishes, and

cleaning laundry. This leaves women with less time to dedicate to paid labor.

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Men

Men know that work alone may not provide their lives with meaning. Young men

can lose their meaning of life; they want a balance between paid work and

personal attachments without being victimized at work.More men are

realizing that work is not their only primary source of fulfillment from

life. Though working less means a smaller paycheck and higher stress

levels, men are looking for flexibility just as much as women. However,

with an ever-changing society, flexibility is becoming much more

apparent. It seems that some traditional stereotypes are starting to lessen

just a bit in terms of whos responsible for care of the children says

human resource specialist Steve Moore. Traditionalism is becoming less

frequent due to whats actually practical for each individual family.

Men often face unequal opportunity to family life as they are often expected to be

the financial supporter of the family unit, The masculine ideal of a worker

unencumbered by care giving obligations is built into workplace structures and

patterns of reward (Thorne 2011).

Facts

Regarding home life, men and women have similarities with work and home life.

Today, home is not a heavenly place which men and women could rest and feel

comfort as before, but home is an additional place of work.Most of us adhere to the

cultural belief that there's no better guarantee of a happy, healthy, and emotionally

rich and rewarding life than having children.

Sociologists find that as a group, parents in the United States experience depression

and emotional distress more often than their childless adult counterparts.

4.4 Work-life balance issues and their influence on children

An increasing number of young children are being raised by a childcare provider or

another person other than a parent; older children are more likely today to come

home to an empty house and spend time with video games, television and

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the internet with less guidance to offset or control the messages coming from these

sources.

No one knows how many kids are home after school without an adult, but they

know the number is in the millions. Also, according to a study by the NationalInstitute of Child Health and Human Development, the "more time that children

spent in child care, the more likely their sixth grade teachers were to report

behavior problems..."One possible reason why relations between center care and

problem behavior may endure is that primary school teachers lack the training as

well as the time to address behavior problems, given their primary focus on

academics," the researchers said. The authors emphasized that the children's

behavior was within a normal range and that it would be impossible to go into a

classroom, and with no additional information, pick out those who had been in

child care." The findings are the results of the largest study of child care and

development conducted in the United States; the analysis tracked 1,364 children

from birth.

With the economy in America making single parent and dual earner families stuck

in the workplace the part-time and full-time work has raised. With more women

needing to go into the workforce this leaves children at home with relatives,

babysitters, alone or at a daycare. Having to spend more time under the supervision

of someone else often times leaves the parents of the child with little to no respect

for them. If the child is left home by his or her self then the chances of getting into

trouble is a higher chance.

Not only will the chances of trouble be higher but how important an education is

and how much it is valued is not communicated to the child/children.

However, the reason we need to be putting more hours into work is because of the

consumption of goods. Kids today are often "babysat" by a television, computer, or

video games. But it is very important to people today to "Keep up with the Jones's".

By having the thoughts of this more and more people are buying things they may

never use after one time just to say they have something. Often times kids can be

found scoping out a toy they really want and once they receive it they are no longer

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interested in the object. Because of this happening this is leading to parents needing

to be in the workplace so that they are able to support their families lifestyle.

Crittenden, Anne. 2001. Consumption as Care and Belonging.

In the article The Work-Home Crunch, the authors discusses how although theaverage working hours have remained constant, in reality, those that are more

educated are working more hours while those that are less educated are working

less hours. The article states that the people under the most pressure are not just

overburdened at work. Increasingly, these single parents and two-income couples

find themselves in a time squeeze between home and work.

The relationship between work-life and life outside work:

As previously suggested, attempting to conceptualize work-life balance

necessitates an understanding of the relationship(s) between work life and non-

work life. Work analysts note that there are typically five main descriptive models

that can be drawn on in this respect (Zedeck and Mosier, 1990; ODriscoll, 1996;

Guest, 2001). A brief overview of these models follows. The first is the

segmentation modelwhich holds that work and non-work are two distinct spheres

of life that are lived separately with neither one having influence on the other. In

contrast, the spill over model hypothesizes that either world can influence the other

in positive/negative ways. The third model, a compensation model, 8 suggests that

what may be lacking in one domain in terms of demands and satisfactions can be

made up for in the other.

For example, work may be repetitive and routine but this is compensated for by a

major role in local community activity outside work. In the fourth model activities

in one sphere facilitate activities in the other. This is the instrumental model. An

example here is of an instrumental worker who will work long hours to maximize

earnings, even if it means working in routine jobs, to allow him/her to purchasehouse/car for a young family. The final model is the conflict model. This proposes

that when there are high levels of demand in all spheres of life, difficult choices

will have to be made which will often result in conflicts.

4.5 Classification of Employees:

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Employees in YCH have divided according their departments and then classified

into 3 different parameters

Various departments:

Finance

Human resources

Marketing

Operations

Information technology

4.6 Workaholic Employees:

A workaholic is a person who is addicted to work. The term generally implies that

the person enjoys their work; it can also imply that they simply feel compelled to

do it. There is no generally accepted medical definition of such a condition,

although some forms of stress, obsessive-compulsive personality disorder

and obsessive compulsive disorder can be work-related. Work holism is not the

same as working hard. Despite logging in an extraordinary amount of hours and

sacrificing their health and loved ones for their jobs, workaholics are frequently

ineffective employees. Workaholics feel the urge of being busy all the time, to the

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point that they often perform tasks that aren't required or necessary for project

completion. As a result, they tend to be inefficient workers, since they focus on

being busy, instead of focusing on being productive. In addition, workaholics tend

to be less effective than other workers because it's difficult for them to be team

players, they have trouble delegating orentrusting co-workers, or they take on so

much that they aren't as organized as others.

4.7 Difference between workaholics and hard workers:

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Workaholic Employees Hard Workers

1. Hard workers experience their

work as a necessary and at time

fulfilling obligation.

2. Hard workers know when to set

limits on their work in order to

be fully available and present

for their family, friends and to

be able to participate in play.

3. Hard workers can turn off theirwork appetite.

4. A 'workaholic', on the other

hand, is one whose

subconscious forcibly immerses

him/her in work - even though

their work may not even be

satisfying! They become so,

only, or mainly, to avoid having

to interact with one's family and

acquaintances

5. A workaholic hardly works

1. Workaholics see their work as a

place of safety from the

unpredictable of life and a

distance from unwanted feelings

and/or commitments.

2. Workaholics allow their work to

take top billing over all other

areas of their life. Commitments

to family, friends and theirchildren are often made and then

broken to meet work demands

3. Workaholics cannot work. They

remain preoccupied with work no

matter where they are playing

golf with friends, attending their

childrens sporting events, etc.

4. A 'hardworking professional' is

one who put in a lot of hard

work, to ensure that his output

proves to be among the best in

the market - and then goes home

to spend quality time with his or

her loved ones, completely

blocking-off all thoughts about

his/her work

5. A hard worker, really does work

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4.8 Workaholic Employees and various effects due to work holism:

Psychological effects on

workaholics:

The negative effects of

Workaholism can be felt on

mental and social life too.

"Stress, Frustration,

Depression, Loneliness,

Anger, Memory blank outs

and Unable to enjoy

anything. Workaholics are

so used to working that they

do not enjoy anything other than work.

Stress and Frustration:

Stress is the harmful physical and emotional response that occurs when there is a

poor match between job demands and the capabilities, resources, or needs of the

worker. A variety of factors contribute to workplace stress such as negative

workload, isolation, extensive hours worked, toxic work environments, lack of

autonomy, difficult relationships among coworkers and management, management

bullying, harassment and lack of opportunities or motivation to advancement in

ones skill level.

Stress-related disorders encompass a broad array of conditions,

including psychological disorders (e.g., depression, anxiety,post-traumatic stress

disorder) and other types of emotional strain (e.g., dissatisfaction, fatigue, tension,

etc.), maladaptive behaviors (e.g., aggression, substance abuse), and cognitive

impairment (e.g., concentration and memory problems).

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Frustration:

Frustration is acommon emotional response to opposition. Related

to disappointmentit arises from the perceived resistance to the fulfillment of

individual will. The greater the obstruction, and the greater the will, the more thefrustration is likely to be. Causes of frustration may be internal or external. In

people, internal frustration may arise from challenges in fulfilling personal

goals and desires, instinctual drives and needs, or dealing with

perceived deficiencies, such as a lack ofconfidence or fear of social

situations. Conflict can also be an internal source of frustration; when one has

competing goals that interfere with one another, it can create cognitive dissonance.

External causes of frustration involve conditions outside an individual, such as a

blocked road or a difficult task. While coping with frustration, some individuals

may engage in passiveaggressive behavior, making it difficult to identify the

original cause(s) of their frustration, as the responses are indirect. A more direct,

and common response, is a propensity towards aggression.

Depression:

Depression is a state of low mood and aversion to activity that can affect a person's

thoughts, behavior, feelings and physical well-being.Depressed people may

feel sad, anxious, empty, hopeless, worried, helpless, worthless, guilty, irritable, or

restless. They may lose interest in activities that once were pleasurable; experience

loss of appetite or overeating, have problems concentrating, remembering details,

or making decisions; and may contemplate or attempt suicide. Insomnia, excessive

sleeping, fatigue, loss of energy, or aches, pains or digestive problems that are

resistant to treatment may be present.Depressed mood is not necessarily a

psychiatric disorder. It is a normal reaction to certain life events, a symptom of

some medical conditions, and a side effect of some medical treatments. Depressed

mood is also a primary or associated feature of certain psychiatric syndromes such

as clinical depression.

Loneliness:

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Loneliness isanunpleasant feeling in which a person feels a strong sense

ofemptiness and solitude resulting from inadequate levels of social relationships.

Loneliness is not a subjective experience, since humans are social creatures by

nature. Loneliness has also been described as social pain a psychological

mechanism meant to alert an individual of isolation and motivate her/him to seek

social connections

Anger:

Anger as a normal emotion that involves a strong uncomfortable and emotional

response to a perceived provocation. R. Novaco recognized three modalities of

anger: cognitive (appraisals), somatic-affective (tension and agitations) and

behavioral (withdrawal and antagonism). DeFoore 2004describes anger as a

pressure cooker; we can only apply pressure against our anger for a certain amount

of time until it explodes. Anger may have physical correlates such as increased

heart rate, blood pressure, and levels ofadrenaline and noradrenalin. Some view

anger as part of the fight or flight brain response to the perceived threat of

harm.Anger becomes the predominant feeling behaviorally, cognitively, and

physiologically

Memory Black Outs (alcohol related amnesia):

A blackout is a phenomenon caused by the intake ofalcohol or other substance in

which long term memory creation is impaired or there is a complete inability to

recall the past. Blackouts are frequently described as having effects similar to that

ofanterograde amnesia, in which the subject cannot create memories after the event

that caused amnesia. 'Blacking out' is not to be confused with the mutually

exclusive act of 'passing out', which means loss of consciousness. Research on

alcohol blackouts was begun by E. M. Jellinek in the 1940s.

Using data from a survey ofAlcoholics Anonymous (AA) members, he came to

believe that blackouts would be a good predictor of alcoholism. However, there are

conflicting views as to whether this is true.

The negative psychological effects of an alcohol related blackout are often

worsened by those who suffer from anxiety disorders

Physiological effects on workaholics:

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Regarding effects on physical health, an increased risk of high blood pressure, Type

2 diabetes, chronic pain and a weak immune system.

Productivity and efficiency from workaholic employees:

Working more doesn`t mean you care more or that you get more done, it just means

you spend more time at work. Workaholics spend more time on the job, creating

more problems than they actually solve, and losing more sales than they actually

win. People show up early and stay late just to appease a false representation of

productivity but they aren`t really being productive. They are tired, hungry and

have not clear direction.

Absenteeism:

Absenteeism is another big problem in an organisation; workaholics take more

leaves, like sick leave due to stress at work and pressure, In a recent survey

researchers found normal man can do 9 hours of work daily, if exists 9 hours (like

workaholics), it may end up with stress and pressure and it ends up with health

problems and it results in absenteeism.

4.9 Work-life balance arrangements:

Flexible leave arrangements:

Flexible leave allows employees to take leave at times that fit with their personal

and family commitments and which are also convenient to the employer. This may

involve using leave in small amounts such as 1 day for a special event or

extending leave entitlements to enable longer absences from work.

Benefits of flexible leave

Flexibility in taking leave allows employees to better manage work and life

commitments. It also makes good business sense by:

providing greater flexibility in workforce management;

reducing unplanned absences and employment related costs;

responding to workload peaks and troughs;

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minimizing the need for relief to cover long absences;

attracting and retaining key employees; and

To increasing employee satisfaction and commitment.

Flexible working time arrangements:

It is important to balance the various interests. Working time policy, which places

emphasis on the importance of labour market flexibility, may be a vital element in

businesses competitive strategies. Working time flexibility may also complement

the growing diversity in lifestyles and the rise of dual earner families. Increasingly

more employees seem interested in tailor-made hours matching their personal needs

for flexibility. The importance to create a win-win situation

Part-time working

Job sharing

Job splitting

Flexi time

Personalized/flexible hours system

Compressed working week

Part time working:

A part-time work is a form ofemployment that carries fewer hours per week than

a full-time job. Workers are considered to be part time if they commonly work

fewer than 30 or 35 hours per week. According to the International Labour

Organization, the number of part-time workers has increased from one-fourth to a

half in the past 20 years in most developed countries, excluding the US. There are

many reasons for working part time, including the desire to do so, having one's

hours cut back by an employer and being unable to find a fulltime job.

Job sharing:

Alternative work schedules in which two employees are voluntarily share theresponsibilities of one full time job and receive the benefits of salary and pro-data.

Job sharing creates regular part time (half days, alternative days, and alternative

weeks etc) where there was one full time position, and thus avoids a total loss of

employment in a layoff.

Job splitting:

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In job-splitting, two people simply divide one job between them so that both parts

are covered. The work routines are fairly well established and the need for co-

ordination between them will be minimal. The main rationale for job-splitting tends

to be achieving flexibility of cover, labour cost reduction or job creation. Job-

splitting can be an effective way of achieving continuity of cover for longer than a

standard working week without the addition of a second half-time job. For example,

a full-time job can be split into two 60 per cent jobs.

Flexi time:

Flexi time is a variable work schedule, in contrast to traditionalwork arrangements

requiring employees to work a standard 9 a.m. to 5 p.m. day. Its invention is usually

credited to William Henning. Under flextime, there is typically a core period (of

approximately 50% of total working time / working day) of the day, when

employees are expected to be at work (for example, between 11 a.m. and 3 p.m.),

while the rest of the working day is "flexi time", in which employees can choose

when they work, subject to achieving total daily, weekly or monthly hours in the

region of what the employer expects, and subject to the necessary work being done.

A flextime policy allows staff to determine when they will work, while a flex

place policy allows staff to determine where they will work.

Its practical realization can mainly be attributed to the entrepreneur Wilhelm

Haller who founded Hengstler Gleitzeit, and later "Interflex Datensysteme GmbH"

in Southern Germany, where today a number of companies offer Flexi time

(Gleitzeit) solutions which have grown out of his initiative.

Flexible working hours System:

A system of flexible working hours gives employees some choice over the actual

times they work their contracted hours. Such a system can be a good way of

recruiting and retaining staff - since it provides an opportunity for employees to

work hours consistent with their other commitments (e.g. child care). Most flexible

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working hours schemes have a period during the day when employees must be

present. This is known as "core time". A typical core time would be 10.00 a.m. to

4.00 p.m. Other than the core time, employees may choose when they start and

finish work within flexible bands at the beginning and end of each day. These

bands are typically 08:0010:00 and 16:0018:000. However, there is wide scope

for variation depending on the core time, the hours the work place is open and the

nature of the business.

Compressed working week:

A compressed working week gives you the benefit of an extra day off by allowing

you to work your usual no. of hours in fewer days per pay period. Work for 10

hour-days each week and then enjoy a three day weekend, or work 80 hours in nine

days with an extra day off every other week.

Work-Life Balanced Employees and its positive effects on profession and

personal:

Benefits of Work-Life Balance:

Businesses earn 20% more from their staff if they have a healthy work-life balance,

according to new research from talent development firm Morgan Redwood.

The research revealed that nine out of 10 firms believe there is a direct connection

between the wellbeing of staff and company performance, and that ensuring staff

have a good home/work balance reduces absenteeism, improves wellbeing and

increases productivity

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Work- Life Balance Benefits to YCH:

Decrease staff absenteeism and sick leave

Gain focused and engaged employees and teams

Staff achieve more productivity everyday Rise and sustain staff satisfaction levels

Increase employee morale and workplace performance

Enrich staff quality of work/life balance

4.10 Work-Life Balance to YCH Employees:

Reduce stress and anxiety

Improve concentration and sustain task focus longer Increase energy and vitality

Decrease unproductive time leakage

Improve staff health levels

Psychological Effects:

There are no negative

psychological effects like

frustration, depression and

loneliness. As far as YCH

is concerned, work life

balanced employees are

least suffering from the

psychological effects. In

YCH work life balanced

employees are good in

productivity and efficiency.

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Physiological Effects:

In YCH even work life balanced employees are suffering from physiological

problem because of long travel hours.

Productivity and Efficiency:

During the project, survey was taken in work-life balanced employees productivity

Absenteeism:

They dont have any psychological and physiological problem so absenteeism is

very low.

Stress Levels:

Stress levels in work life balanced employees are very low.

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5. OVERALL FINDINGS

5.1 Research Methodology and Data Interpretation:

Research Design:

The adoption of a proper methodology is an essential and important step in

conducting survey (or) any research .In this study the researcher has adopted a

descriptive research method. Descriptive research studies are those studies which

are concerned with describing the characteristics of a particular individual or of a

group.

Research Tool:

A questionnaire was used as the research tool for this study. The questionnaire was

chosen as it provides a more comprehensive view than any other research tool.

Data Collection Method

Primary Data:Primary data are those data, which are collected as fresh and for the first time, and

thus happens to be original in character. Primary data can be collected in five ways

through Survey. In this project work interview schedule method has been adopted.

Secondary Data:

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The secondary data have been compiled from the internal and external sources. The

internal source includes the information from the company reports. Besides this, a

number of discussions were held with the officers in human resources department.

5.2 STATISTICAL TOOLS DESCRIPTION

Percentage analysis

Weighted Average Method

Percentage analysis:

Percentage analysis is often used in data presentation for they simplify numbers,

reducing all of them to a 0 to 100 range. Through the use of percentages, the data

are reduced in the standard form with base equal to 100 to which fact facilities

relative comparisons

Percentage =No. of response/ Total no. of respondents*100

Weighted Average Method:

The weighted average is obtained on dividing the weighted totals by the sum of

weights, let X1, X2Xn occur with weights W1, W2.Wn then

Weighted Average = WiXi / Wi

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5.3 TABLES

5.3.1 TABLE SHOWING THE GENDER OF THE RESPONDENTS:

5.3.2 TABLE SHOWING THE MARITAL STATUS OF EMPLOYEES:

Option No. of Respondents Percentage

Married 28 56.0

Unmarried 22 44.0

Total 50 100.0

5.3.3 TABLE SHOWING THE AGE OF THE RESPONDENTS:

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Option No. of Respondents Percentage

Male 28 56.0

Female 22 44.0

Total 50 100.0


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5.3.4 TABLE SHOWING THE TYPE OF EMPLOYEES IN YCH:

Option

No. of

Respondents Percentage

Workaholic 28 56.0

Work Life

balancedEmployees 20 40.0

Life Style

Oriented 2 4.0

Total 50 100.0

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Option

No. of


Below 25 12 24.0

25-30 12 24.0

31-35 18 36.036-40 04 8.0

Above 40 04 8.0

Total 50 100.0


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5.3.5 TABLE SHOWING NO.OF EMPLOYEES WITH STRESS:

Option

No. of


Peak Stress 8 16.0

Moderate Stress 30 60.0

No Stress 12 24.0

Total 50 100.0

5.3.6 TABLE SHOWING THE HANDLING OF STRESS AMONG MEN

EMPLOYEES:

Option

No. of


Meditation 0 0.0

Physical Fitness 0 0.0

Soft/Hot drinks 14 28.0

Tobacco Intake 18 36.0

Not Interested 18 36.0

Total 50 100.05.3.7 TABLE SHOWING THE HANDLING OF STRESS AMONG WOMEN

EMPLOYEES:

Option

No. of


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Meditation 0 0.0

Physical Fitness 0 0.0

Soft/Hot drinks 24 48.0

Tobacco Intake 1 2.0

Not Interested 25 50.0Total 50 100.0

5.3.8 TABLE SHOWING HOW EMPLOYEES FEEL WHEN THEY ARE IN

WORK:

Option

No. of


Very Unhappy 0 0.0

Unhappy 0 0.0

Indifferently 4 8.0

Happy 24 48.0

Very Happy 22 44.0

Total 50 100.0

5.3.9 TABLE SHOWING HOW OFTEN EMPLOYEES THINK ABOUT

WORK:

Option

No. of


Never 2 4.0

Rarely 0 0.0

Sometimes 14 28.0

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Often 10 20.0

Always 24 48.0

Total 50 100.0

5.3.10 TABLE SHOWING WHENEVER THEY FEEL STRESS THEY FEEL

PAIN IN THE AREA:

Option

No. of


Neck 7 14.0

Head 9 18.0

Lower-Back 9 18.0

Shoulders 5 10.0

All the above 20 40.0

Total 50 100.0

5.3.11 TABLE SHOWING HOW OFTEN EMPLOYEES SPEND THEIR

TIME WITH THEIR CHILDREN FOR ACADEMIC WORK:

Option

No. of


Daily 3 6.0

Weekends 18 36.0

Complex Project 10 20.0Ensuring only 3 6.0

Rarely 16 32.0

Total 50 100.0

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5.4 WEGIHTED AVERAGE METHOD:

5.4.1 Weighted Average Method for How often employees think about their

work:

Options No.of respondents Weight assigned Weighted average

Never 2 5 10

Rarely 0 4 0

Sometimes 14 3 42

Often 10 2 20

Always 24 1 24

Total = 96

Weighted Moving Average = Total no.of Weighted average/Total no.of

respondents

= 96/50

= 1.92or 2

Inference:

From above table, we infer that the respondent often think about their job, when

actually they are not in the job.

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5.4.2 Weighted Average Method for how do employees feel about the time

spend at the work:


Very Unhappy 0 5 0

Unhappy 0 4 0

Indifferent 4 3 12

Happy 24 2 48

Very happy 22 1 22

Total= 82


respondents

= 82/50

= 1.64 approximately (2)

Inference:

From above table, we infer that the respondent always feel Happy when they are at

work.

5.4.3 Weighted Average Method for how often employees have to cope up with

too many organizational changes or job task changes:

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Always 10 5 50

Often 8 4 32

Sometimes 6 3 18

Rarely 12 2 24

Never 14 1 14

Total= 138


respondents

= 138/50


Inference:

From above table, we infer that the respondent sometimes cope up with too many

organizational changes and job task changes.

5.4.4 Weighted Average Method for how often they get to home on time:


Always 2 5 10

Often 4 4 8

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Sometimes 12 3 36

Rarely 18 2 36

Never 14 1 14

Total= 104


respondents

= 104/50


Inference:

From above table, we infer that the respondent rarely get to their home on time

1. CONCLUSION:

A study on work life balance among the employees in YCH is focus on analyzing

the importance of work life balance. To conclude with the study, it is found that the

work life balance among the employees at YCH is Moderate. The organization

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allows utilizing the WLB benefits but some innovations has to be done for further

improvement. The company has to pay more attention towards WLB benefits.

From the research it is well identified that quality of work life can be balanced

effectively among the employees in YCH. Hence, the management should take

necessary steps to improve the work life balance among the employees.

6.1 Suggestions:

The company can come up with new and innovative ideas to improve the

WLB programs and practices.

Flexible arrangements of the company should reach each and every

individual

Nearly 60% of employees think about their job always it may results in

stress, so employees can try to reduce it

Women employees should utilize the sports arrangements made by YCH

properly

Employees should improve their health because consumption of tobacco

and drugs are high.

Handling of stress due to work should change in a better way without

tobacco and drugs consumption, company can give awareness program.

The company while implementing work/ life balance initiatives an

evaluation and feedback system should be a part of that process

Nearly 90% of the employees have Health related problems in a chronic

way like neck pain, lower back ache and shoulder pain due to stress, so

health related programs and campaigns can conduct in the office in monthly

basis with the help of dr.

2. ATTACHMENTS

7.1 Total no.of Men and Women:

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7.2Marital Status of YCH employees:

7.3Various Age groups in YCH:

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7.4 Types of Employees in YCH:

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7.5 Total no.of Employees with Stress:

7.6 Handling of Stress among Employees:

7.7 Feelings towards work:

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7.10 Employees get home on time:

7.11Employees spending their time with their children for academic purpose:

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I. WORK LIFE B ALANCE QUESTIONNAIRE

Work Life Balance is understood as managing the career and personal life. In the

current situation employees like you and me have got daily goals and challenges to

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achieve in an organisation which may create pressure on us and resulting in stress.

It is vital for us to understand whether we are in stress, hence this study. Kindly

spend few minutes with me to answer this questionnaire which will take 10-15

minutes.

This project is exclusively for YCH and also for my academic purpose. Hence itwill keep as a Confidential

DEMOGRAPHIC INFORMATION:

1. Name: -----------------------------------------------------

2. Designation: ---------------------------------------------

3. Gender:

4. Marital status:

5. Department:

6. Age group:

Questionnaires

1. How often do you spend your time for extra activities like

sports/dance/others

a. Rarely

b. Often

c. Regularly

d. Not interested

2. How many hours do you spend your time in office : exclude travelling time

a.


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d. 12 hours & Above

3. Have you missed out any important function / appointments in last 1 year

because of your official meetings if yes how many functions?

a. One or two function

b. 3 to 4 functions

c. I am busy on travelling and office work

d. Never

4. How many hours do you spend for travelling daily? :

a.


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b. No

If yes how do you handle it?

a. Meditation

b. Physical fitness

c. Hot/soft drinks

d. Tobacco intake

e. Others, specify

8. How is your participation in your childs/childrens academic part?

a. Sit with them for their daily academic work

b. Spend valuable time during weekend

c. Support for their complex project

d. I ensure that their studies are going good

e. Rarely Spend time with them

9. Do you agree that your colleagues are able to balance work and personal

life?

a. Yes

b. No

10. Does your company support in any of the below?

a. Flexible start time

b. Flexi end time

c. Holidays

d. Leave schemes

e. Job sharing

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f. Sabbatical leave

g. Flexible hours in general

h. Condensed work( instead of 8 hours in 6 days , 9 hours I 5 days

is called condensed work)

11. What are the facilities available in ych? How far it is useful for you to

balance your work and personal life?

12. Are your parents with you?

a. Yes b. No

13. How often do you think about work (when you are not actually at work or

traveling to work)?

a. Never think about work

b. Rarely

c. Sometimes

d. Often

e. Always

14. How do you feel about the amount of time you spend at work?

a. Very unhappy

b. Unhappy

c. In differently

d. Happy

e. Very happy

15. I have to cope with too many organizational or job task changes.

a. Always

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b. Often

c. Sometimes

d. Rarely

e. Never

16. I get home on time

a. Always

b. Often

c. Sometimes

d. Rarely

e. Never

Health based questions on stress

17. I frequently have guilty feelings if I relax and do nothing

a. Yes b. No

18. I find myself thinking about organizational challenges when am at home

or in a holiday

a. Yes b. No

19. My appetite has changed, over consumption of food/loss of appetite / may

skip meals

a. Yes b. No

20. I seem to be listening even though I am preoccupied with my own thoughts

a. Yes b. No

21. What do you do silently when you are at stress?

a. Removing nails

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b. Shaking legs

c. Grinding my teeth

d. Keep a hand on head and do something

22. Whenever I feel stress I feel pain in the

a. Neck

b. Head

c. Lower-back

d. Shoulders

23. If I find stress at work I will go for

a. Alcohol

b. Caffeine

c. Nicotine or drugs

d. not interested/not consuming

24. Do you have the habit of taking rest after sleep?

a. Yes

b. No

II. Workaholic Questionnaire

1. Do you get more excited about your work than about family or anything

else?

a. Yes

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b. No

2. Do you work more than 40 hours a week?

a. Yes

b. No

3. Is the future a constant worry for you even when things are going very well?

a. Yes

b. No

4. Do you think about your work while driving, falling asleep or when others

are talking?

a. Yes

b. No

5.Do you work or read during meals?

a. Yes

b. No

6.Do you believe that more money will solve the other problems in your life?

a. Yes

b. No

7.Do you do things energetically and competitively including play?

a. Yes

b. No

8. Are you afraid that if you don't work hard you will lose your job or be a

failure?

a. Yes

b. No

9. Is work the activity you like to do best and talk about most?

a. Yes

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b. No

10. Is your family or friends given up expecting you on time?

a. Yes

b. No

8. BIBILIOGRAPHY

Web Site Links:

http://www.worklifebalancecentre.org/nickhalpinl.php

htpp://www.workfamily.com/Work-

lifeClearinghouse/TipoftheMonth/tip0020.htm

htpp://www.worklifebalancecentre.org/articleflex.php

http://www.bussinessweek.com/managing/content/mar2009/ca2009

037-73419.htm?c ...

www.google.com
http://www.bussinessweek.com/managing/content/mar2009/ca2009037-73419.htm?chttp://www.bussinessweek.com/managing/content/mar2009/ca2009037-73419.htm?chttp://www.bussinessweek.com/managing/content/mar2009/ca2009037-73419.htm?chttp://www.bussinessweek.com/managing/content/mar2009/ca2009037-73419.htm?c

final report - by susil

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