Work Life Balance Of Employees.pdf

BBA final year project report.
The topic: A Study on work life balance of employees at Bharat heavy electricals limited, Chennai.
The project is about the impact on personal and work life and jow they balance both.

1. i

A STUDY ON WORK LIFE BALANCE OF EMPLOYEES AT BHARAT
HEAVY ELECTRICAL LIMITED (BHEL), CHENNAI


Submitted in partial fulfillment of the requirements for the award of

Bachelor of Business Administration

by

P. PURNIMA

40280090



DEPARTMENT OF BUSINESS ADMINISTRATION
SCHOOL OF MANAGEMENT STUDIES

SATHYABAMA
INSTITUTE OF SCIENCE AND TECHNOLOGY
(DEEMED TO BE UNIVERSITY)
Accredited with Grade “A” by NAAC I 12B Status by UGC I Approved by AICTE
JEPPIAAR NAGAR, RAJIV GANDHI SALAI, CHENNAI - 600 119

APRIL - 2023

2. i






DEPARTMENT OF BUSINESS ADMINISTRATION

BONAFIDE CERTIFICATE

This is to certify that this Project Report is the bonafide work of P PURNIMA (40280090)
who carried out the Project Training at “BHARAT HEAVY ELECTRICALS LIMITED ”
under our supervision for a period of 3 months from January 2023 to March 2023.



Mrs. SHEBA Mr. SRINIVASAN

Internal guide External Guide




Dr. BHUVANESWARI .G, MBA., Ph.D
Dean – School of Management Studies



Submitted for Viva Voce Examination held on_____________________





Internal Examiner External Examiner

3. ii

DECLARATION


I P.PURNIMA (40280090) hereby declare that the Project work done by me under the
guidance of Mrs. SHEEBA (Internal) and Mr. SRINIVASAN at BHARAT HEAVY
ELECTRICALS LIMITED, CHENNAI is submitted in partial fulfillment of the requirements
for the award of Bachelor of Business Administration.






















DATE: 29.04.2023


PLACE: CHENNAI P. PURNIMA

4. iii



certificate

5. iv

ACKNOWLEDGEMENT


I am pleased to acknowledge my sincere thanks to Board of Management of
SATHYABAMA for their kind encouragement in doing this project and for
completing it successfully. I am grateful to them.

I convey my thanks to Dr. G. Bhuvaneswari, MBA., Ph.D., Dean - School of
Management Studies and Dr. A. Palani, M.Com., M.Phil., M.B.A., Ph.D.,
Head of the Department, Dept. of Business Administration for providing
me necessary support and details at the right time during the progressive
reviews.

I would like to express my sincere and deep sense of gratitude to my Project
Guide Mrs. Sheeba for her valuable guidance, suggestions and constant
encouragement paved way for the successful completion of my project work.

I wish to express my thanks to all Teaching and Non-teaching staff members
of the Department of Business Administration who were helpful in many
ways for the completion of the training.






P. PURNIMA

6. v


ABSTRACT


The project entitled “A STUDY ON WORK LIFE BALANCE OF EMPLOYEES
AT BHARAT HEAVY ELECTRICALS LIMITED, CHENNAI”.

The objective of the study includes to study the Work Life Balance of employees
at BHEL, Chennai, to study the level of stress among employees, to study the
existing Work Life Balance policies, to analyze the effectiveness of Work Life
Balance and to study whether the employees are satisfied with their Work Life
Balance.

The research design used here is descriptive research design and the
researcher adopted convenience sampling method. The sample size is taken as
70 and analysis was done based on the data collected from the questionnaire.

The analysis of data was done based on the objective of the study. Each
objective of the study was given due care and tables were arranged accordingly.

And various suggestions were advised to the management that a coordinating
committee with the representatives of management and employees should be
constituted which is a great initiative from employee‘s point of view. The
committee can give broad guidelines to the management in creating a family
friendly and work support environment in their respective departments which can
also become a platform for employees to voice their concerns about work-life
issues. And also the management need to create counseling services by
appointing full time counselors who can help employees in balancing their work
and personal life.

7. vi

The incorporation of Work-Life Balance strategies into annual planning of
organizations can, in fact, have positive impact on employees well-being.
Therefore, it is equally important for employees to express their expectations and
needs, since otherwise they cannot expect management to resolve matters for
them on their own initiative. From the study it is clear that employee’s work life
balance in BHARAT HEAVY ELECTRICALS LIMITED, CHENNAI is good.

Work-life balance programs offer a win-win situation for employers and
employees. The key role of HR therefore, is to understand the critical issues of
work-life balance, integrate it into the organization‘s HR policy, and champion
work-life balance programs.

8. vii

TABLE OF CONTENTS
CHAPTER
NO.
TITLE
PAGE
NO.
ABSTRACT vi-vii
TABLE OF CONTENT viii-ix
LIST OF TABLES x
LIST OF CHARTS xi

1

INTRODUCTION 1
1.1Introduction about the study 2-5
1.2Industry profile 6
1.3Company profile 7
1.3.1 History 7
1.3.2 Objective – vision and mission 7
1.3.3 Service offered 7-8
1.3.4 Product portfolio 8-10
1.3.5 Performance highlighted 11
1.3.6 Award and recognition 12
1.3.7 Different units of BHEL 12
1.3.8 About regional operation division
(ROD), Chennai where research has
been conducted
12-13
1.4 Statement of the Problem 13
1.5 Need for the Study 13-14
1.6 Objectives of the Study 14
1.7 Scope of the Study 14
1.8 Limitations of the Study 15
2
REVIEW OF LITERATURE 16

9. viii

3
RESEARCH METHODOLOGY 23
3.1 Research Design 24
3.2 Sampling design 24
3.2.1 Population 24-25
3.2.2 Target respondents 25
3.2.3 Sampling method & type 25
3.2.4 Sampling size 26
3.3 Data design 26
3.3.1 Types of data used 26
3.3.2 Data source 26
3.4 Questionnaire design 26-27
3.4.1 types of questionnaire 27
3.4.2 scale used for questionnaire
development
27
3.4.3 variables used to construct
questionnaire.
27-28
3.5 Tools used for analysis 28
3.5.1 Descriptive analysis (percentage
analysis)
28
3.6 Period of study 28
4
DATA ANALYSIS AND INTERPRETATION 29-52
5
FINDINGS, SUGGESTIONS AND
CONCLUSION
53
5.1 Findings of the Study 55-56
5.2 Suggestions 57
5.3 Conclusion 58
REFERENCES 59-60
ANNEXURE (Questionnaire) 61-65

10. ix

LIST OF TABLES

FIG
NO.
TABLE NAME PAGE
NO.
4.1.1 Gender 29
4.1.2 Age 30
4.1.3 Maritail status 31
4.1.4 Work experience 32
4.1.5 Working hours in a day 33
4.1.6 Working days in a week 34
4.1.7 Balancing work and personal life 35
4.1.8 Maintaining a flexible work schedule 36
4.1.9 Quality of work life 37
4.1.10 Work overtime 38
4.1.11 Pay for working overtime 39
4.1.12 Factors motivating to work 40
4.1.13 Missing out quality time 41
4.1.14 Suffering from stress 42
4.1.15 Encouraging the involvement of family
members
43
4.1.16 Committee for work life balance 44
4.1.17 Work provisions 45
4.1.18 Impact of work on personal life 46
4.1.19 Impact of personal life on work 47
4.1.20 Working at home after office hours 48
4.1.21 Sleeping hours in a day 49
4.1.22 Happy with work life balance 50
4.1.23 Given up activities which you enjoy the most
for work
51
4.1.24 Spending time for doing what is most
important to you
52

11. x

LIST OF CHARTS

CHART
NO.
FIGURE NAME PAGE
NO.
4.1.1 Gender 29
4.1.2 Age 30
4.1.3 Marital status 31
4.1.4 Work experience 32
4.1.5 Working hours in a day 33
4.1.6 Working days in a week 34
4.1.7 Balancing work and personal life 35
4.1.8 Maintaining a flexible work schedule 36
4.1.9 Quality of work life 37
4.1.10 Work overtime 38
4.1.11 Pay for working overtime 39
4.1.12 Factors motivating to work 40
4.1.13 Missing out quality time 41
4.1.14 Suffering from stress 42
4.1.15 Encouraging the involvement of family
members
43
4.1.16 Committee for work life balance 44
4.1.17 Work provisions 45
4.1.18 Impact of work on personal life 46
4.1.19 Impact of personal life on work 47
4.1.20 Working at home after office hours 48
4.1.21 Sleeping hours in a day 49
4.1.22 Happy with work life balance 50
4.1.23 Given up activities which you enjoy the most
for work
51
4.1.24 Spending time for doing what is most
important to you
52

12. 1












CHAPTER 1

INTRODUCTION

13. 2

1.1 INTRODUCTION OF THE STUDY

WHAT IS WORK LIFE BALANCE?

Do we live to work or we work to live? Research has shown that work and home (or
family) are the two most important domains in the life of an employed individual
(Kofodimos, 1993; Lewis and Copper, 1995; Greenhaus, Collins and Shaw, 2003). While
some may argue that we realise ourselves through work – being able to self-actualise –
attaining unto the very zenith of our chosen career, a truly all encompassing self
actualisation however, will integrate both our work and life (family, personal life,
community service). When an individual is thus employed in an organization, he does not
give up his life in exchange for work rather he attempts to maintain a balance between
them. This balance is necessary for a healthy life.

For many employees, the day is not over when they go home. Often, a second day of
work starts at home (Vlems, 2005) and for most working mothers, they come home to the
second shift (assuming the inescapable role of a wife and a mother). The challenge of
balancing work and family (non-work) demands is one of today's central concerns for
both individuals and organisations (Valcour, 2007). People who have better balance have
a greater job satisfaction and perform better in their position.

They have a bigger loyalty and a higher level of trust (Vlems, 2005). In many of today‟s
workplaces, employers are cutting cost mainly through lay-offs and are placing more
demands on the lean staff left behind. The excuse is to stay afloat in the wake of a global
economic recession. The implication however, is that the more time and energy
employees give to work, the less they have to give to the other important aspects of their
lives, thus creating a work-life balance problem with its attendant negative consequences
for both the employee and the organization. In this paper, we contend that assisting
employees to achieve a work-life balance should become a critical part of HR policy and
strategy if it is to truly get the best from the organizations people without leaving them
unsatisfied, burnt-out and unfulfilled.

When an individual maintains a balance between his personal and professional life, the
phenomenon is called Work-Life Balance. This expression holds worth a lot because it is
very important to have a balance between personal and professional life. Work life
balance is at the forefront of the world of work. Kaizen, the Japanese philosophy for

14. 3

continuous improvement, along with the role of information technology (IT) helps and
guides the management people, to get the maximum output with the help of available
resources. The balance between personal and professional life vary from person to
person and the organization where he or she is working. When an individual does not
maintain a balance and works too much in the organizational setting, this may cause him
some medical, psychological and behavioral consequences, as a result his or her
productivity will also be low. Studies have shown that work life stress is harmful to the
employees. Late sitting and working too much can cause imbalance in an individual's
personal and professional life; however there are some techniques to manage the work
life stress e.g. time management, task management, relaxation, flexible working hours,
working from home and exercise etc. Work life balance improves individual's health, job
satisfaction, commitment, involvement and reduces absenteeism and presenteeism
(state of physical presence but not productive). Despite of the progress in the betterment
of maintaining work life balance, there is still more to be done.

One important factor is the degree to which work life balance are generally applicable
across the whole hierarchy of the organization. Those lower down the organizational
hierarchy are sometimes not entitled for some benefits or uninformed about relevant
company policies. Work life balance can assist employers and employee to be healthy
and productive in their personal and professional life.

"Balance is not better time management, but better boundary management. Balance
means making choices and enjoying those choices." - Betsy Jacobson.

For some people spending more time in the organization is more important than the time
they spend at home. However, there are people who give priority to the personal and
family life. In this technological era, some organizations also offer flexible working hours.
One can carry laptop, PDA, black berry and is connected with suppliers, venders through
internet 24 hours a day. The moment he gets any query, he responds to it. There are
some work-alcoholics who take their laptops and PDAs to the vacation and face the
annoyance of their wives while checking the emails.

People are more interested in looking for a job that gives them flexibility at work.
Necessary arrangements for work life balance are required by all workers at different

15. 4

times in their lives because balance is instrumental in quality initiatives by preparing an
individual to deal with the change. An individual can give his best only in a conducive
environment e.g. students want to study and work at the same time; parents want to have
time with their children and the older worker approaching retirement to have the
opportunity to stay in the workforce on reduced hours. Mostly the employers and the
employees agree that organizational objectives are more important, so it is the obligation
of the employer to help people in work life balance.

Work life balance in today’s world
A lot of people face the problem of balancing work and family life. Many multinational
companies remain open for 24hrs. Employees need to work in shifts. Day shift and night
shift. Night shift employees feel hard to cope up with family life and health. This in turn
leads to divorces and bad health. Many Mothers feel difficult to continue work after
delivery because her home becomes her first priority. She may be a very good worker
but she quits to look after her new born and family. Many Corporates have come up with
the option of Flexi time and work from home opportunity to tap theses employees.
Personal demands such as visiting school for report card or hospital or any emergency
requires attention. In that case the employee need to take leave and remains absent from
work. Companies have introduced flexi timings for working so that an individual employee
can complete his scheduled work by coming to office any time. This lessens the burden
of reaching office on time when personal life needs more attention. Yahoo India allows
employees to work Flexi time.

Working from home is also adopted to balance work and personal life. Companies don't
want to get away with hard working and result oriented employees so many companies
have introduced work from home opportunities where an employee can work from home.

There is no stress of visiting office on time. Here an employee can adjust time to devote
for work and family. Giving an employee option to work from home helps the employer in
adjusting work from a small office and managing a big workforce.

Companies give training sessions to employees so that they are more productive. Various
seminars are organized. When a company gives an employee an option of balancing his
work and personal life it increases retention and lowers the turnover rate.

16. 5

There are few negative side effects of allowing an employee to work from home or
practice flexi timings -
1. A productive employee turns unproductive.
2. Takes work for granted.
3. Does not completes work on time.
4. Gives more stress to personal life and personal demands.
A company needs to keep an eye on each and every employee so that the productivity
is not reduced. An Employer takes measures to retain his employees and increase
performance. Work life balance is a good measure taken by companies. An employee
should fit in it and try to get maximum benefits.

Managing Work life balance A valuable quality of leadership is the ability to balance work
and life. They make it clear that this is an aspect they value in others, too. Individuals
establish a pattern for their personal life - whether it's being home for dinner four nights
a week, attending choir practice, or being a part of their kids' school activities. Whether
through unpaid leave or flexible scheduling, they provide people with the opportunity to
lead productive personal lives. Consequently, elevated trust levels are inspired
throughout the members of the organization.

1.2 INDUSTRIAL PROFILE:

The engineering industry is the largest segment of the overall industrial sectors in
India, accounting for 3% of India’s GDP, offering employment to over 4 million skilled and
semi-skilled workers (direct and indirect). Engineering sector is relatively less fragmented
at the top as the competencies required are high and more fragmented at the lower end,
in terms of technology and capital investment and are dominated by comparatively
smaller players.
It is diverse with a number of segments and can be broadly categorized into two
segments:
• Heavy engineering and
• Light engineering

17. 6

1.2.1 User Segments

The major end-user industries for heavy engineering goods are power,
infrastructure, steel, cement, petrochemicals, oil and gas, refineries, fertilizers, mining,
railways, automobiles, and textiles among others. Light engineering goods are essentially
used as inputs by the heavy engineering industry.

1.2.2 Key Growth Drivers of Indian Engineering Sector

The engineering sector in India has been growing on the back of growth in the user
industries and several new projects being undertaken in various core industries such as
railways, power, infrastructure, etc. Capacity creation in sectors such as infrastructure,
oil & gas, power, mining, automobiles, auto components, steel, refinery, consumer
durables, etc, is driving growth of the engineering industry.
(i) Growth of the key user-industries
(ii) Government’s thrust on the power and construction industries
(iii) India being preferred by global companies as an outsourcing destination as it enjoys
lower labour cost and better designing capabilities.

Indian heavy electrical segments have been closely linked to development of the power
sector in India. The heavy electrical segment comprises of power generation,
transmission and distribution as well as utilization equipment.

1.3 COMPANY PROFILE
Bharat Heavy Electricals Limited (BHEL), is a PAN (Presence Across Nation) India
company, owned by Government of India where Central Government of India and State
governments in India hold majority of the shares of BHEL, is a power plant equipment
manufacturer and operates as an engineering and manufacturing company based in New
Delhi, India. Embarking upon the 50th Golden Year of its journey of engineering
excellence, BHEL is India's largest engineering and manufacturing company of its kind.
It has 39,821 employees (2021– 2022).

18. 7

1.3.1 History

BHEL was established in 1964 ushering in the indigenous Heavy Electrical
Equipment industry in India. Heavy Electricals (India) Limited was merged with BHEL in
1974. In 1991, BHEL was converted into a public limited company. Over time, it
developed the capability to produce a variety of electrical, electronic and mechanical
equipment for all sectors, including transmission, transportation, oil and gas and other
allied industries. However, the bulk of the revenue of the company is derived from sale
of equipment for power generation such as turbines, boilers, etc. As of 2017, BHEL
supplied equipment contributed to about 55% of the total installed power generation
capacity of India. The company has also supplied thousands of Electric Locomotives to
Indian Railway, as well as defense equipment such as the Super Rapid Gun Mount
(SRGM) naval guns and Defense Simulators to the Indian Armed Forces.

1.3.2 Objectives – Vision and Mission:

• Vision – A global engineering enterprise providing solutions for a better tomorrow
• Mission – Providing sustainable business solutions in the fields of Energy, industry and
infrastructure.


1.3.3 Services offered:
BHEL is engaged in the design, engineering, manufacturing, construction, testing,
commissioning and servicing of a wide range of products, systems and services for the
core sectors of the economy, viz. power, transmission, industry, transportation,
renewable energy, oil & gas and defence.
It has a network of 17 manufacturing units, 2 repair units, 4 regional offices, 8 service
centers, 8 overseas offices, 15 regional centers, 7 joint ventures, and infrastructure
allowing it to execute more than 150 projects at sites across India and abroad. The
company has established the capability to deliver 20,000 MW p.a. of power equipment to
address the growing demand for power generation equipment.
BHEL has retained its market leadership position during 2015-16 with 74% market share
in the Power Sector. An improved focus on project execution enabled BHEL record its

19. 8

highest ever commissioning/synchronization of 15059 MW of power plants in domestic
and international markets in 2015-16, marking a 59% increase over 2014-15. With the
all-time high commissioning of 15000 MW in a single year FY2015-16, BHEL has
exceeded 170 GW installed base of power generating equipment.
It also has been exporting its power and industry segment products and services for over
40 years. BHEL's global references are spread across over 76 countries across all the
six continents of the world. The cumulative overseas installed capacity of BHEL
manufactured power plants exceeds 9,000 MW across 21 countries including Malaysia,
Oman, Iraq, UAE, Bhutan, Egypt and New Zealand. Their physical exports range from
turnkey projects to after sales services.
1.3.4 Products Portfolio
The various products are as listed below:

(i) Power: Air Preheaters, Boilers, Control Relay Panels, Electrostatic Precipitators,
Fabric Filters, Fans. Gas Turbines, Hydro Power Plant, Piping Systems, Pulverizers,
Pumps, Seamless Steel, Tubes, Soot blowers, Steam Generators, Steam Turbines,
Turbo generators, Valves.

20. 9

(ii) Industry: Capacitors, Ceralin, Compressors, Desalination Plants, Diesel
Generating Sets, Industrial Motors & Alternators, Gas Turbines , Oil Field
Equipment, Solar Photovoltaics, Power Semiconductor Devices, Seamless Steel
Tubes, Soot blowers, Steel Castings & Forgings, Steam Generators, Steam
Turbines, Turbo generators, Valves.



(iii) Transmission: Power Transformers/Reactors, Instrument Transformers,
Switchgears, Control & Protection equipments, Thyristor equipments, Insulators,
Bushing,Capacitors.

21. 10

(iv) Transportation: Electric Rolling Stock, Electrics for Urban Transportation.


(v) Non-Conventional Energy Source: Mini/Micro Hydro Sets, Solar Lanterns, Solar
Photovoltaics, Solar Water Heating Systems, Wind Electric Generators.


(vi) R&D Products: Fuel Cells, Surface Coatings, Automated storage & Retrievals,
Load Sensors, Transparent Conducting Oxide.

22. 11

1.3.5 Performance highlights
BHEL recorded a turnover of Rs.28,840 Crore, a growth of 10.7%
over the previous year after reversing the declining trend of the last three years. The
company also returned to profitability with a Profit Before Tax (PBT) of Rs.628 Crore,
compared to a loss of Rs. 1,164 Crore in the last fiscal. Net Profit (PAT) stood at Rs.496
Crore, against a net loss of Rs.710 Crore in the previous year.

At the end of the year 2017-2018, Company contributed 45,274 MW of power generation
capacity during the 12th Five Year Plan (2012-17), surpassing the government’s target
for BHEL by 9%.

• 8,570 MW of power generating equipment was commissioned/synchronised during
the year. With this, the worldwide installed base of power generating equipment
supplied by BHEL has exceeded 178 GW.

• BHEL secured the largest ever export order on EPC basis – the first-ever overseas
contract valued over Rs.10,000 Crore for setting up the 2x660 MW Maitree Thermal
Power Plant (TPP) in Bangladesh.

• Company booked orders worth Rs.23,489 Crore during the year 2017-18.

• With the highest total SPV power plant orders won during the year for 131 MW,
Company’s total solar portfolio now exceeds 370 MW.

• Company invested 2.75% of its turnover on R&D and the total intellectual capital of
the company has enhanced to 3915 patents and copyrights.

• Your company would be paying a total dividend of 79%for the year 2016-17 that
includes a final dividend of 39% subject to approval by the shareholders.


• Most of manufacturing units and other entities have been accredited to Quality
Management Systems (ISO9001:2008), Environmental Management Systems
(ISO14001:2004) and Occupational Health & Safety Management Systems
(OHSAS18001:2007).

23. 12

• BHEL has 54% share in India’s total installed capacity and 58% share in the country’s
total generation from thermal utility sets (coal based) as of March 31, 2023.


1.3.6 Awards and Recognitions
(i) Appreciation shield (June 2016) by the External Affairs Minister Sushma Swaraj and
the Union Minister of Water Resources, River Development and Ganga Rejuvenation
Uma Bharati for successful commissioning of Salma Dam project in Afghanistan.
(ii) BHEL wins India Pride Award 2015-16 for Excellence in Heavy Industries.
(iii) It is the 7th largest power equipment manufacturer in the world.
(iv) BHEL was adjudged the Best Power Equipment Manufacturing Organization by CBIp
(v) The company bagged PSE Excellence Award 2014 for R&D & Technology
Development
1.3.7 Different Units of BHEL
Corporate Office:
o BHEL house, Siri Fort, New Delhi.
Major Units:
o Heavy Electrical Plant (HEP), Bhopal
o High Pressure Boiler Plant (HPBP), Tiruchirappalli
o Heavy Electrical Equipment Plant (HEEP), Ranipur (Haridwar)
o Heavy Power Equipment Plant (HPEP), Hyderabad

Minor Units:
o Transformer Plant (TP), Jhansi
o Boiler Auxiliaries Plant (BAP), Ranipet
o Seamless Steel Tube Plant (SSTP), Tiruchirappalli
o Industrial Valves Plant (IVP), Goindwal
o Heavy Plates & Vessels Plant (HPVP), Visakhapatnam

1.5.8 About Regional Operations Division (ROD), Chennai where research has been
conducted
The BHEL ROD division has one of its offices located at velechery, Tambaram
road, pallikaranai, chennai. It deals with the export and import operations including the

24. 13

customs import/export clearance, transport formalities, handling export incentives,
payment, collection and accounting etc.

1.4 PROBLEM STATEMENT
Lack of work flexibility, high work pressure and longer working hours are stressing out
many industry workers, reducing their job performance and productivity as well as
causing broken homes. In the community, there is growing concern that the quality of
home and work life is deteriorating. These have resulted to poor employee input and
performance at their job place, because an employee, who finds it difficult to properly
balance his or her family life, tends to also have difficulties managing tasks at his or her
workplace, therefore resulting in poor employee performance.
Moreover, there is a view, widely promoted by some management professionals but not
strongly supported by sound empirical evidence, that workers are less willing to display
unlimited commitment to the organization. One reason offered for this is the changing
nature of the psychological contract at work; turbulence in organizations has made it less
feasible to offer secure progressive careers and therefore to justify why workers should
be committed.
1.5 NEED OF THE STUDY:
• work life balance is important for all over well-being and quality life.
• Poor work life balance can lead to negative health outcomes such as stress, burnout,
and metal health issue.
• Improved work-life balance can lead to increased job satisfaction and productivity.
• Organization that prioritize work-life balance may have a competitive advantage in
attracting and retaining employees.
• Work-life balance is becoming increasingly important in today’s workforce, with more
employees seeking flexibility and work life balance as a priority in their job search.
• Understanding the factor the contribute to work-life balance can help organizations
develop effective policies and practice to support employees in achieving work-life
balance.
• Work-Life balance has been considered of crucial importance in many Public and

25. 14

Private Sector Undertakings for establishing and sustaining a productive work culture.
• Several initiatives have been taken up by the Government, many experts and
industrialists and even employees in organizations towards maintaining work life
balance.
• Multiple roles performed by individuals call for better integration between work and
non-work issues.

1.6 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE :
• To study the Work Life Balance of employees at BHARAT HEAVY ELECTRICALS
LIMITED, CHENNAI.

SECONDARY OBJECTIVE:

• To study the level of stress among employees.

• To study the existing Work Life Balance policies.

• To analyze the effectiveness of Work Life Balance.

• To study whether the employees are satisfied with their Work Life Balance.


1.7 SCOPE OF THE STUDY

The study covers the various aspects in employee Work life Balance and measured
increase in productivity, accountability, commitment, better team work and
communication, improved morale, less negative organizational stress.

26. 15

1.8 LIMITATIONS OF THE STUDY:

➢ Since the study is specified to a particular organizations department, the sample size
would be less.
➢ The interest of the employees towards the study lead to some limitations and this
might have resulted in respondent bias.
➢ Some employees may not be aware of the purpose of the study, hence may give
inappropriate answers.
➢ Past data cannot be used since the study is based on collecting and analysing the
primary data.
➢ Participants may not provide accurate information about their work-life balance,
especially if they feel that their responses may be used against them. This could result
in unreliable data and affect the validity of the study.

27. 16
























CHAPTER 2

REVIEW OF LITERATURE

28. 17

2.1 CONCEPTUAL REVIEW

Conceptual research is defined as a methodology wherein research is conducted by
observing and analyzing already present information on a given topic. Conceptual
research doesn't involve conducting any practical experiments. It is related to abstract
concepts or ideas.

The literature review on Work-life Balance has been framed up in view of its gained
popularity with the major aim to have prosperity of society and the realization of fulfilling
lives for its employees by supporting the growth of every employee and the further
development of the companies. The literature identifies its effect on various quality life
conditions i.e Job Satisfaction, Work Stress, Career Growth, Turnover, Absenteeism,
Appreciation and competitive environment in context with Work-life Balance and its
practices/policies. In this paper, an endeavour has been made to provide an overview of
various aspects of Work-Life Balance through the review of existing literature. The
sources referred include various journals, books, doctoral thesis, working papers, reports,
magazines, internet sites, newspapers etc and has been reflected as references at the
end.

Galinsky and Johnson, 1998 & White 2003: The workplace culture also addresses
pervasive trends in employment practices such as 'presentism' and management styles
and practices that can support or constrain the implementation and accessing of work-
life balance policies and examination of workers involvement in community music
organizations.

David Clutterbuck, 2003: A study on workplace cultures demonstrates the complexities
of this theme. Studies address attitudinal responses to work policies and practices, from
the perspective of employers and employees, as well differences in the public and private
sector. There are a number of attitudinal issues within this theme, including perspectives
of managers and employees to the commitment and status of flexible workers, the types
of flexibility supported in the organization, and who may access them.

O’Keeffe (2004), Workplace culture can be either a supportive or inhibitive environment
for implementing work-life balance policies, family friendly working arrangements, and
provision and acceptance of maternity and childcare commitments. It is therefore an

29. 18

important factor for those facing unplanned reproductive choices, including those who
interpret their pregnancy as a crisis (Erica D. Chick, 2004).

Eikhofet.al(2007) suggested that re conceptualization is required to analyze both work-
life balance and relationship between work& life. This implies current work-life balance
policies are myopic in terms of addressing needs & aspirations of employees.

Lew.T 2008 The Workplace culture is the organizational environment within which
working roles are played out and workplace norms are created. The ethos of the
organization can determine whether or not work-life balance and maternity/childcare
policies are adopted by the organization.

Jawaharani (2011) and Rania.Set.al(2011) found that work-life balance is key driver of
employee satisfaction which include recruitment & retention of valuable work force,
reduced absenteeism, reduced employee stress, health benefits, job satisfaction and
better life-balance.

Mridula N Murthy and Shailaja Shastri, (2015), A QUALITATIVE STUDY ON WORK
LIFE BALANCE OF EMPLOYEES WORKING IN PRIVATE SECTOR, International
Journal of Recent Scientific Research, Issue 7, Vol. 6, Page nos. 5160-5167

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

The objective of the study were to explore the work life balance among employees
selected. The study utilized thematic analysis through 5 themes; Work related issues,
Family related issues, Self related issues, other issues and coping strategies. The results
say that many employees sacrifice their personal time in order to get the balance between
work and life. Employees especially women have a lot of role conflicts as mothers and
other family roles. Many men these days want to get take up household responsibilities.

30. 19

A lot of coping strategies that the employees utilised have been discussed in this paper.

Ray & miller (1994), thomas & ganster (1995) and warren & johnson (1995), in their
work on the work life balance found that there is a very close association between
family, friendly work environment and other factors and all these have a strong impact on
the phenomenon like absentee-ism, turnover, job satisfaction and organizational
commitment. They also came out with the conclusion that successful managers are those
people who were able to support their employees in their attempts to coordinate their
work and family de-mands simultaneously. Such a work environment produced high
levels of job satisfaction and re-duced the turnover and absenteeism rates to a much
considerable extend.

According to Vanitha (2011) she mentions in her study that due to business slump
companies downsize, but when business starts to grow they do not hire more people.
Many employees are forced to work for long 14 hours shifts and also in the weekends.
Where long intervals are there in between projects then to keep employees occupied they
arrange training sessions from them to attend. Which in results makes the employees
feel that they are not competent and do not have skills and capabilities to perform the job.

Murphy & Doherty (2011) revealed that it is not possible to measure work-life balance
in an absolute way, because personal circumstances influence the way this is perceived.
Long hours and presentism form “part of job” when accepting a role at higher level.
However, modern technology has helped this to some extent by allowing senior
managers to be accessible instead of having to be present in office.

Ignacia levy (2012) In his study of working mothers and their perceived work-life
balance showed that the age of the children is not that significant but the child-care
support remains an important factor in determining perceived work-life balance. The
study also highlighted another parameter called role conflict having negative impact on
work life balance.

Pandu et.al. (2013) that states IT professionals in India are not exposed to the practices
of work life balance and even the organizations have not done much on their part for
instance to introduce HR policies or practices to improve the work life balance of their
employees. The study also mentions that higher work life balance is seen among

31. 20

employees who work for a large firm as compared to small and medium size IT firms. The
finding of the study also reveals that workers who have been with the organization for a
good amount of time, professionals who are self employed, employees who work for less
than 25 hours per week and those who do not work over time are easily able to balance
personal and work responsibilities.

Singh (2014) conducted a study wherein he emphasizes that work life balance
proliferating issue in the rapidly growing Indian economy. Employees and organization
works hard towards finding a balance between personal and work responsibilities.
Difficulties in hiting a balance between work and personal life reduces the well-being and
health of persons and their families.

Yadav et.al (2013) found that respondents reported average level of work life balance
and are generally happy with their working arrangements.
The findings of the study reveal that balancing care and work affects career progression.
Manager’s act as barriers to members achieving appropriate work-life balance and
considered WLB is an important determinant of intrinsic aspects of job satisfaction. Most
of the employees enjoy the job and feel comfortable at their work place. According to
studies; it has been found that it is important for employees to maintain a healthy balance
between work and their private lives.

Kanwar Et Al. (2014) Stated About Work Life Balance And Burnout On Job Satisfaction
Within The Context Of The Knowledge Technology It And It Enabled Services Industries.
Job Satisfaction Was Higher Among the Male Employees As Compared To The Feminine
Employees. Reveal That While work-Life Balance And Job Satisfaction Were Positively
Related To Each Other, Demotivation, Exhaustion And Meaninglessness Were
Negatively Related To Job Satisfaction

Joanna Hughes, Nikos Bozionelos (2015) purpose is to explore the views of male
workers in a male dominated occupation on issues that pertain to work-life balance. It
emerged that work-life imbalance was not only a source of concern, but also that it was
the major source of dissatisfaction for participants. Furthermore, participants made a
clear connection between problems with work life balance and withdrawal behaviours,
including turnover and non-genuine sick absence.

32. 21

The Four Burner Theory
David Sedaris(2014) To understand this theory, you have to imagine that your life is
represented by a four-burner gas stove. Each burner symbolizes one major quadrant of
your life.
The first represents your family.
The second represents your friends.
The third is your health.
My views on the Four Burner Theory
It doesn’t matter which burner you chose to put off unless you cook the dish right
at the end.

Mohanty and Jena (2016) states that research focus of work life balance is mostly
women and work life balance issue of men is ignored. Further as more and more women
enter the work force, a realization has been made that fathers role is also involved in
parenting of children and other household work. Recent studies conducted in the field
show that in dual earner families’ father spend more time with their children when
compared to women if compared to single breadwinner families. A study also reveals that
the husbands of the working women often suffer from several neurotic disorders and
experience role stress in comparison to those husbands whose wives are not working or
work part time.

Sangarry and Srinivasan in 2016 reveals that work life initiatives are beneficial for
employees as well as employers. It is helpful for those employees who are single parent
and are trying to raise their children without compromising on their profession, employees
whose family member serve the nation, millennial who value their personal life or
employer who lose knowledge which is critical when a talented employee quits. Initiatives
in the direction of work life balance reduce the absenteeism, enhance and improve the
workforce morale and helps in retaining organizational knowledge.

Aveline and Kumar (2017) states that work life balance plays crucial role in employee
engagement. In addition employees who have shift jobs generally are unable to spend
time with their family due to which they deal with family conflicts. Most organization have
provided the facility of working from home for the employees in shifts especially for
women as it help them to save time wasted in travelling and they can complete household

33. 22

work while utilize the time. Such policies introduced by companies which are family
friendly help staff to balance out their personal and work responsibilities and get farther
engaged in their work.

Narendra et. Al.(2018) he states many It firms are moving towards to operate 24 hours
a days on all 7 days of weeks from standard 8 hours. Therefore employees working with
such companies perform under pressure and many due to this even go under depression.
Outcome of such step will be dissatisfaction in jobs, employee turnover, and
absenteeism, lack of motivation and creativity, reduced efficiency, alcoholism. This blurs
the line between work and family life.

34. 23
















CHAPTER 3

RESEARCH METHODOLOGY

35. 24

RESEARCH

Research is a systematic process that involves a collection of data, analysis, and interpretation
of information to increase our understanding of a topic or issue. It consists of three steps:
Posing a question, collecting data in order to answer the question, and presenting an answer
to the question. Research comprises creative and systematic work undertaken to extend the
stock of knowledge and information, including knowledge of humans, culture, and society, and
the use of it to develop and design new applications.

RESEARCH METHODOLOGY

Research methodology is a systematic method to solve a problem, which explains how
research is to be carried out. It involves describing the problem, explaining and predicting the
phenomena, by which the answer to the problem is found out. Research methodology is also
defined as the study of methods by which knowledge is gained. It aims to give the work plan
of research.

3.1 Research Design
`The research design used in this project is descriptive research. In a descriptive study,
information is collected without manipulating or changing the environment (i.e., nothing is
manipulated). Sometimes these are also referred to as “correlation” or “observational” studies.

3.2 Sampling Design

A sample design is a framework, or road map, that serves as the basis for the selection of a
survey sample; it also affects other important aspects of surveys as well. In a broad context,
survey researchers are interested in obtaining some type of information through a survey for
some population, or universe, of interest. Hence, to draw a sample of interest, one must define
a sampling frame that represents the population that is of interest.

3.2.1 Population
The population used for “A STUDY ON WORK LIFE BALANCE OF EMPLOYEES AT
BHARAT HEAVY ELECTRICALS LIMITED, CHENNAI survey are the employees of
BHEL India, Chennai.

36. 25

3.2.2 Target Respondents

• The employees of the company are the target in the survey.

• The respondents are employees of BHEL India.

• The total number of respondents is 70.

3.2.3 Sampling Method & Type

The researcher adopted the convenience sampling type for this study. Convenience
sampling is a non-probability sampling technique where sample respondents are
selected based on convenient accessibility and proximity to the researcher. It is also
known as availability sampling that relies on data collection from members of the
population who are conveniently available to take part in the study. Inconvenience
sampling the first available primary data source will be used for the research without
additional requirements. In other words, this sampling method involves obtaining
participants from wherever you can find them and typically wherever is convenient. In this
type of sampling, no inclusion criteria are identified before the selection of subjects. All
subjects are invited to take part.

Advantages of convenience sampling
❖ The simplicity of sampling and the ease of research .
❖ Data collection can be facilitated in a short duration of time.
❖ Cheapest to implement alternative sampling methods.

Disadvantages of convenience sampling
❖ Highly vulnerable to selection bias which might influence beyond the control of the
researcher.
❖ High level of sampling error.
❖ Little credibility of studies that use convenience sampling due to reasons above.

37. 26

3.2.4 Sample Size
The sample size for the project is 70.

3.3. Data Design
3.3.1. Type of Data Used

Primary data

Primary sources of data are sources of information from which the researcher directly
collects data that has not been previously collected and are the first-hand information
gathered through various methods such as interviewing, mailing, observation, and
questionnaire. The primary data for this study was collected from the respondents through
the questionnaire.

Secondary Data

Secondary Data includes Books, Related Websites, Journals, Articles, Company
details (internal sources).

3.3.2. Data source

Depending on the nature of the information to be collected, various instruments are used
to conduct the assessment such as interviews, records, surveys, or questionnaires. The
tool used for this study is a questionnaire.

3.4. Questionnaire Design

The questionnaire is a structured technique for collecting the primary data in a
survey. It is a series of verbal or written questions for which the respondent is supposed
to provide answers. A well-designed questionnaire motivates the respondent to complete
the questionnaire and answer it with accurate information. In this project, the
questionnaire is used as a data instrument for collecting the primary data.

38. 27

3.4.1. Type of Questionnaire

1. Open ended questions
2. Close ended questions
3. Multiple choice questions
4. Likert scale

3.4.2. Scales used for questionnaire development
Open-ended questions

Open-ended questions are questions that cannot be answered with a simple 'yes' or 'no',
and instead require the respondent to elaborate on their points. Open-ended questions
help you see things from a customer's perspective as you get feedback in their own words
instead of stock answers.

Closed-ended questions

Closed-ended questions are questions that can only be answered by selecting from a
limited number of options, usually multiple-choice, 'yes' or 'no', or a rating scale (e.g. from
strongly 13 agree to strongly disagree). Closed-ended questions give limited insight, but
can easily be analyzed for quantitative data.

Multiple-choice questions

Multiple-choice questions are also called fixed choice, selected-response, or multiple-
choice items because they are not always questions, and they require respondents to
select from among various options that are given to them. However, the options are fixed.

39. 28

3.4.3 Variables used to construct questionnaire
Both independent and dependent variables have been used.
• Work Life Balance
• Flexible work schedule
• Stress
• Personal life
• Marital status


3.5 Tools used for Analysis

Descriptive analysis (Percentage Analysis)
Percentage analysis has been used. The percentage method is used to know the
accurate percentages of the data we took, it is easy to graph out through the
percentages.

The following are the formula

Percentage of Respondents = Number of Respondents
-------------------------------------X 100
Total number of Respondent

From the above formula, we can get percentages of the data given by the respondent.

40. 29




















CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

41. 30


4.1. PERCENTAGE ANALYSIS:

4.1.1 GENDER

S.No. Gender No. of responses Percentage %
1. Female 28 40%
2. Male 39 55.7%
3. Other 3 4.3%
Total 70 100%


TABLE 4.11





CHART 4.1.1




INTERPRETATION:

From the above table, it is inferred that 55.7% respondents are male,
40% are female and 4.3% are others.



40%
56%
4%
Gender %
Female
Male
Other

42. 31

4.1.2 AGE


TABLE 4.1.2





CHART 4.1.2
51%
17%
9%
23%
Age
20-30
30-40
40-50
Above 50
S.No. Age No. of responses Percentage %
1. 20-30 36 51.4%
2. 30-40 12 17.1%
3. 40-50 6 8.6%
4. Above 50 16 22.9%
Total 70 100%
INTERPRETATION: From the above table, it is inferred that 51.4% respondents are from
the age group 20-30, 17.1% are from the age group 30-40, and 8.6% are from the age group
40-50 and 22.9% are above 50 years of age.

43. 32

4.1.3 MARITAL STATUS

TABLE 4.1.3







FIGURE 4.1.3




38%
59%
3%
Marital status
Married
Unmarried
Other
S.No Marital status No. of responses Percentage %
1. Married 27 38.6%
2. Unmarried 41 58.6%
3. Other 2 2.9%
Total 70 100%
INTERPRETATION: From the above table, it is inferred that 38.6% of respondents are
married, 58.6% are unmarried and 2.9% are others.

44. 33

4.1.4 WORKING EXPERIENCE

S.No Work Experiences No. of responses Percentage %
1. Less than 1 year 14 20%
2. 1 – 2 years 12 17.1%
3. 2 – 3 years 8 11.4%
4. 3 – 4 years 10 14.3%
5. 4 – 5 years 5 7.1%
6. More than 5 years 21 30%
Total 70 100%

TABLE 4.1.4





CHART 4.1.4


20%
17%
12%14%
7%
30%
Work Experiences
Less than 1 year
1 –2 years
2 –3 years
3 –4 years
4 –5 years
More than 5 years
INTERPRETATION: From the above table, it is inferred that 30% respondents have
more than 5 years of work experience, 20% respondents have less than a year of work
experience, 17.1% have 1-2 years of work experience, 11.4% have 2-3 years of work
experience, 14.3% have 3-4 years of work experience and 7.1% have 4-5 years of work
experience.

45. 34




TABLE 4.1.5




CHART 4.1.5


10%
4%
20%
40%
26%
Work hours in a day
Less than 6 hours
6 –7 hours
7 –8 hours
8 –9 hours
More than 9 hours
S.No Work hours in a day No. of responses Percentage %
1. Less than 6 hours 7 10%
2. 6 – 7 hours 3 4.3%
3. 7 – 8 hours 14 20%
4. 8 – 9 hours 28 40%
5. More than 9 hours 18 25.7%
Total 70 100%
INTERPRETATION: From the above table, it is inferred that 40% respondents work for 8-9
hours, 25.7% respondents work for more than 9 hours in a day, 10% work for less than 6 hours,
4.3% work for 6-7 hours and 20% work for 7-8 hours.
4.1.5. How many hours do you work in a day?

46. 35





TABLE 4.1.6





CHART 4.1.6











13%
53%
30%
4%
Working days in a week
Less than 5 days
5 days
6 days
7 days
S.No Working days in
a week
No. of
responses
Percentage
%
1. Less than 5
days
9 12.9%
2. 5 days 37 52.9%
3. 6 days 21 30%
4. 7 days 3 4.3%
Total 70 100%
INTERPRETATION: From the above table, it is inferred that 52.9% respondents work for 5
days, 30% respondents work for 6 days in a week, 12.9% work for less than 5 days and 4.3%
work for 7 days in a week.
4.1.6. How many days do you work in a week?

47. 36




TABLE 4.1.7




4.1.7










67%
10%
23%
Balancing both work life & personal
life
Yes
No
Maybe
S.No Balancing both
work life &
personal life
No. of
responses
Percentage
%
1. Yes 47 67.1%
2. No 7 10%
3. Maybe 16 22.9%
Total 70 100%
INTERPRETATION: From the above table, it is inferred that 67.1% of the respondents
are able to balance their work and personal life, 10% are not able to balance their work and
personal life and 22.9% says maybe.
4.1.7. Do you feel you are able to balance your work life and personal life?

48. 37




S.No Maintaining a
flexible work
schedule
No. of
responses
Percentage
%
1. Yes 50 71.4%
2. No 20 28.6%
Total 70 100%


TABLE 4.1.8




CHART 4.1.8









71%
29%
Maintaining a flexible work
schedule
Yes
No
INTERPRETATION: From the above table, it is inferred that 71.4% of the respondents
are able to maintain a flexible work schedule and 28.6% are not able to maintain a flexible
work schedule.
4.1.8. Do you feel you are able to maintain a flexible work schedule?

49. 38




TABLE 4.1.9




CHART 4.1.9










18%
29%
30%
20%
3%
Quality of work life
1 –Very good
2 –Good
3 –Neutral
4 –Bad
5 –Very bad
S.No Quality of work
life
No. of
responses
Percentage
%
1. 1 – Very good 13 18.5%
2. 2 – Good 20 28.5%
3. 3 – Neutral 21 30%
4. 4 – Bad 14 20%
5. 5 – Very bad 2 2.9%
Total 70 100%
INTERPRETATION: From the above table, it is inferred that 30% of the respondents
are neutral, 28.5% of the respondents feels good, 18.5% feels very good, 20% feels bad
and 2.9% feels very bad about the quality of work life.
9. What do you think about the quality of work life in your organization?

50. 39





TABLE 4.1.10







TABLE 4.1.10








51%49%
Work Overtime
Yes
No
S.No Work Overtime No. of
responses
Percentage
%
1. Yes 36 51.4%
2. No 34 48.6%
Total 70 100%
INTERPRETATION: From the above table, it is inferred that 51.4% respondents
work overtime and 48.6% does not work overtime.
10. Do you work overtime?

51. 40




TABLE 4.1.11





CHART 4.1.11













26%
74%
Pay for working overtime
Yes
No
S.No Pay for working
overtime
No. of
responses
Percentage
%
1. Yes 18 25.7%
2. No 52 74.3%
Total 70 100%
INTERPRETATION: From the above table, it is inferred that 74.3% respondents are not
paid for working overtime and 25.7% are paid for working overtime.
4.1.11. If yes, are you paid for overtime?

52. 41




TABLE 4.1.12






CHART 4.1.12







39%
36%
18%
7%
Factors motivating to work
Personal satisfaction
Financial
independence
Family situation
Other
S.No Factors motivating
to work
No. of
responses
Percentage
%
1. Personal satisfaction 49 70%
2. Financial
independence
45 64.3%
3. Family situation 23 32.9%
4. Other 9 12.9%
INTERPRETATION: From the above table, it is inferred that 70% respondents work for
their personal satisfaction, 64.3% respondents work for financial independence, 32.9% work
for family situation and 12.9% work for other reasons.
4.1.12. Which of the following factors motivate you to work? (MCQ)

53. 42




S.No Missing out quality
time
No. of
responses
Percentage
%
1. Yes 30 42.9%
2. No 40 57.1%
Total 70 100%


TABLE 4.1.13






CHART 4.1.13









43%
57%
Missing out quality time
Yes
No
INTERPRETATION: From the above table, it is inferred that 64.3% respondents do not
suffer from any stress related diseases due to work pressure and 35.7% suffer from stress
related diseases due to work pressure.
13. Do you ever miss out quality time with your family and friends because
of work pressure?

54. 43



S.No Suffering from
stress
No. of
responses
Percentage
%
1. Yes 25 35.7%
2. No 45 64.3%
Total 70 100%


TABLE 4.1.14




CHART 4.1.14









36%
64%
Suffering from stress
Yes
No
INTERPRETATION: From the above table, it is inferred that 64.3% respondents do not
suffer from any stress related diseases due to work pressure and 35.7% suffer from stress
related diseases due to work pressure.
14. Do you suffer from any stress related diseases due to work pressure?

55. 44




TABLE 4.1.15





CHART 4.1.15








64%
36%
Encouraging the involvement
of family members
Yes
No
S.No Encouraging the
involvement of family
members
No. of
responses
Percentage
%
1. Yes 43 64.2%
2. No 24 35.8%
Total 70 100%
INTERPRETATION: From the above table, it is inferred that 64.2% respondents
say that their organization encourage the involvement of family members in work
achievement reward functions and 35.8% say that their organization does not
encourage the involvement of family members in work achievement reward
functions.
4.1.15. Does your organization encourage the involvement of your family
members in work achievement reward functions?

56. 45





TABLE 4.1.16





CHART 4.1.16






57%
43%
Committee for WLB
Yes
No
S.No Committee for WLB No. of
responses
Percentage
%
1. Yes 40 57.1%
2. No 30 42.9%
Total 70 100%
INTERPRETATION: From the above table, it is inferred that 57.1% respondents
say that there is a committee making recommendation to the management and
42.9% say that there is no such committee making recommendation to the
management.
4.1.16. Is there any committee making recommendation to the management
in your organization relating to work life balance?

57. 46




TABLE 4.1.17




CHART 4.1.17








14%
13%
24%21%
28%
Work Provisions
Flexible starting time
Flexible ending time
Flexible working
hours
Paid time off
Work sharing
S.No Work Provisions No. of
responses
Percentage
%
1. Flexible starting
time
20 28.6%
2. Flexible ending
time
19 27.1%
3. Flexible working
hours
34 48.6%
4. Paid time off 29 41.4%
5. Work sharing 40 57.1%
INTERPRETATION: From the above table, it is inferred that 57.1% respondents say
that they are provided with work sharing provision, 48.6% respondents say that they are
given flexible working hours, 28.6% say that they are given flexible starting time, 27.1%
say that they are given flexible ending time and 41.4% say that they are given paid time
off.
4.1.17. Does your organization provide you with the following work
provisions?

58. 47






TABLE 4.1.18















CHART 4.1.18













S.No Impact of Personal
life on work
No. of
responses
Percentage
%
1. Yes 15 21.4%
2. No 55 78.6%
Total 70 100%
INTERPRETATION: From the above table, it is inferred that 67.1% respondents say that
their work does not have an impact on their personal life and 32.9% say that their work has
an impact on their personal life.
4.1.18. Do you think your work life has an impact on your personal life?
21%
79%
Impact of Personal life on
work
Yes
No
3rd Qtr
4th Qtr

59. 48





TABLE 4.1.19



CHART 4.1.19














33%
67%
Impact of work by
personal life
Yes
No
S.No Impact of work due
to personal life
No. of
responses
Percentage
%
1. Yes 23 32.9%
2. No 47 67.1%
Total 70 100%
INTERPRETATION: From the above table, it is inferred that 78.6% respondents say that
their personal life does not have an impact on their work and 21.4% say that their personal life
has an impact on their work.
4.1.19. Do you think your personal life has an impact on your work?

60. 49






TABLE 4.1.20





CHART 4.1.20









39%
61%
Working at home after
office hours
Yes
No
S.No Working at home after
office hours
No. of
responses
Percentage
%
1. Yes 27 38.6%
2. No 43 61.4%
Total 70 100%
INTERPRETATION: From the above table, it is inferred that 61.4% respondents do
not work at home after office hours and 38.6% work at home after office hours
4.1.20. Do you Work at home after office hours?

61. 50


S.No Sleeping hours in
a day
No. of
responses
Percentage %
1. Less than 5 hours 9 12.9%
2. 5 – 7 hours 41 58.6%
3. More than 7
hours
20 28.6%
Total 70 100%

TABLE 4.1.21




CHART 4.1.21














13%
58%
29%
Sleeping hours in a day
Less than 5 hours
5 –7 hours
More than 7 hours
INTERPRETATION: From the above table, it is inferred that 58.6% respondents sleep
5-7 hours in a day, 12.9% sleep for less than 5 hours and 28.6% sleep for more than 7
hours in a day.
4.1.21. How many hours do you sleep in a day?

62. 51


S.No Happy with WLB No. of
responses
Percentage
%
1. Yes 57 81.4%
2. No 13 18.6%
Total 70 100%

TABLE 4.1.22






CHART 4.1.22








81%
19%
Happy with WLB
Yes
No
INTERPRETATION: From the above table, it is inferred that 81.4% respondents are happy
with their work life balance and 18.6% are not happy with their work life balance.
22. Are you happy with your work life balance?

63. 52






TABLE 4.1.23




CHART 4.1.23




INTERPRETATION : From the above table, it is inferred that 55.7% respondents do not
give up on activities which they enjoy the most for work and 44.3% give up on activities which
they enjoy the most for work.




44%
56%
Given up activities
Yes
No
S.No Given up activities
which you enjoy the
most for work
No. of
responses
Percentage
%
1. Yes 31 44.3%
2. No 39 55.7%
Total 70 100%
4.1.23. Have you given up activities which you enjoy the most for work?

64. 53





TABLE 4.1.24





CHART 4.1.24



INTERPRETATION: From the above table, it is inferred that 81.4% respondents spend
time for doing what is most important to them and 18.6% do not spend time for doing what is
most important to them.
81%
19%
Spending time for doing what is
most important to you
Yes
No
S.No Spending
time for doing
what is most
important to
you
No. of
responses
Percentage
%
1. Yes 57 81.4%
2. No 13 18.6%
Total 70 100%
4.1.24 Do you spend time for doing what is most important
for you?

65. 54













CHAPTER 5

FINDINGS, SUGGESTIONS AND CONCLUSION

66. 55

5.1 FINDINGS

FINDINGS FROM PERCENTAGE ANALYSIS:


❖ 55.7% respondents are male, 40% are female.

❖ 51.4% respondents are from the age group 20-30, 17.1% are from the age group 30-40,
and 8.6% are from the age group 40-50 and 22.9% are above 50 years of age.

❖ 38.6% of respondents are married, 58.6% are unmarried.

❖ 30% respondents have more than 5 years of work experience and 20% respondents
have less than a year of work experience.

❖ 40% respondents work for 8-9 hours and 25.7% respondents work for more than 9
hours in a day.

❖ 52.9% respondents work for 5 days and 30% respondents work for 6 days in a week.

❖ 67.1% of the respondents are able to balance their work and personal life.

❖ 71.4% of the respondents are able to maintain a flexible work schedule.

❖ 30% of the respondents are neutral and 28.5% of the respondents feel good about the
quality of work life.

❖ 51.4% respondents work overtime.

❖ 74.3% respondents are not paid for working overtime.

❖ 70% respondents work for their personal satisfaction and 64.3% respondents work for
financial independence.

❖ 57.1% respondents do not miss out quality time with family and friends because of work
pressure.

67. 56

❖ 64.3% respondents do not suffer from any stress related diseases due to work pressure.

❖ 64.2% respondents say that their organization encourage the involvement of family
members in work achievement reward functions.

❖ 57.1% respondents say that there is a committee making recommendation to the
management.

❖ 57.1% respondents say that they are provided with work sharing provision, 48.6%
respondents say that they are given flexible working hours.

❖ 67.1% respondents say that their work does not have an impact on their personal life.

❖ 78.6% respondents say that their personal life does not have an impact on their work.

❖ 61.4% respondents do not work at home after office hours.

❖ 58.6% respondents sleep 5-7 hours in a day.

❖ 81.4% respondents are happy with their work life balance.

❖ 55.7% respondents do not give up on activities which they enjoy the most for work.

❖ 81.4% respondents spend time for doing what is most important to them.

68. 57

5.2 SUGGESTIONS

The management need to create counseling services by appointing full time
Counselors who can help employees in balancing their work and personal life.

Cost effective retention strategies like creating a retention culture in the organization,
ensuring freedom of expression to employees, creating friendly work environment and
instituting competitive reward schemes are a few strategies the management can Experiment
with regard to work life balance.

It is advised to the management that a coordinating committee with the Representatives of
management and employees should be constituted which is a great Initiative from employee’s
point of view. The committee can give broad guidelines to the management in creating a family
friendly and work support environment in Their respective departments which can also become
a platform for employees to Voice their concerns about work-life issues.

It is advised to employees that careful planning and personal effort is important for Balance
in work and personal life. Employers can only facilitate work life balance with many schemes
that can attract employees and satisfy their needs but it is Employees, especially women
employees, who have to plan, prioritize and schedule Their work and life obligations.

69. 58

5.3 CONLCUSION

The growing diversity of family structures represented in the workforce, including dual earner
couples, single parents, blended families, employees with elder care responsibilities and the
increasing number or people choosing to live alone, has heightened the relevance of balancing
work and life roles for a substantial segment of employed men and women.

The incorporation of Work-Life Balance strategies into annual planning of organizations can,
in fact, have positive impact on employee’s well-being. Therefore, it is equally important for
employees to express their expectations and needs, since otherwise they cannot expect
management to resolve matters for them on their own initiative.

From the study it is clear that employee’s work life balance in BHARAT HEAVY ELETRICALS
LIMITED, CHENNAI is good.

Work-life balance programs offer a win-win situation for employers and employees. For the
employer, work-life initiatives create positive employer branding, promote being an employer
of choice, foster organizational citizenship, and support diversity initiatives. For the employee,
there is lesser stress, increased happiness, motivation, and productivity, and a better chance
of reaching both personal and career goals satisfactorily. The key role of HR therefore, is to
understand the critical issues of work-life balance, integrate it into the organizations HR policy,
and champion work-life balance programs.

70. 59

REFERENCES

1. www.google.com

2. www.bhel.com


3. Blair-Loy, M., & Wharton, A.S. (2002). ―Employees‟ use of work-family policies and the
workplace social context‖. Social Forces, 80, 813-845.

4. Blood, R.O., & Wolfe, D.M. (1960). Husbands and wives. New York: Macmillan.

5. Campout, J.E. (1978). ―Perceptions of work and non-work: A reexamination of the
compensatory and spillover models‖. Sociology of Work and Occupations, 5, 402-422.


6. Clark, S.C. (2000). ―Work/family border theory: A new theory of work/family balance‖
Human Relations, 53, 747-770.

7. Elloy, D.F. & Smith, C.R. (2003). ―Patterns of stress, work-family conflict, role conflict,
role ambiguity and overload among dual career couples: An Australian study‖. Cross Cultural
Management. 10(1): 55-66.

8. Epie, C. (2006). ―Family-responsive policies in the Nigerian environment‖. Paper
presented at the ACREW Conference 2006 on socially responsive approaches to
employment and work. London.

9. Lockwood, N.R. (2003). ―Work-life balance: Challenges and solutions‖. Society
for Human Resource Management Research Quarterly, Alexandria, VA.

10. Edwards, A. (2015) Five Reasons to Retain Employees (accessed 22 April).

71. 60


11. Harpreet Kaur Rakhra: Study on work life balance of employees in companies. Int. J.
Public Sector Performance Management, Vol. 4, No. 1


12. Ripley, D. (2003) Methodology for determining employee perceptions of factors in the
work environment that impact on employee development and work life balance and
performance Human Resource Development International,6(1), pp. 85 – 100

72. 61

ANNEXURE
QUESTIONNAIRE
1.Name * ________________

2.Gender *

o Female
o Male
o Other

3.Age *

o 20-30
o 30-40
o 40-50
o Above 50

4.Marital Status *

o Married
o Unmarried
o Other

5. Work Experience *

o Less than a year
o 1-2 years
o 2-3 years
o 3-4 years
o 4-5 years
o More than 5 years

6.Designation *_____________

73. 62

7.How many hours do you work in a day? *

o Less than 6 hours
o 6-7 hours
o 7-8 hours
o 8-9 hours
o More than 9 hours
8.How many days do you work in a week? *

o Less than 5 days
o 5 days
o 6 days
o 7 days

9.Do you feel you are able to balance your work life and personal life? *

o Yes
o No
o Maybe

10.Do you feel you are able to maintain a flexible work schedule? *
o Yes
o No

11.What do you think about the quality of work life in your organization? *

o Very good
o 1
o 2
o 3
o 4
o 5
o Very Bad

74. 63

12.Do you work overtime? *

o Yes
o No

13.If yes, are you paid for working overtime? *

o Yes
o No

14.Which of the following factors motivate you to work? *

o Personal Satisfaction
o Financial Independence
o Family situation
o Other

15.Do you ever miss out quality time with your family and friends because of work
pressure? *

o Yes
o No

16.Do you suffer from any stress related diseases due to work pressure? *

o Yes
o No

17.Does your organization encourage the involvement of your family members in work
achievement reward functions? *

o Yes
o No

18.Is there any committee making recommendation to the management in your
organization relating to work-life balance? *

75. 64

o Yes
o No
19.Does your organization provide you with the following work provisions? *

o Flexible starting time
o Flexible ending time
o Flexible working hours
o Paid time off
o Work sharing
20.Do you think your work has an impact on your personal life? *

o Yes
o No
21.Do you think your personal life has an impact on your work? *

o Yes
o No

22.Do you work at home after office hours? *

o Yes
o No

23.How many hours do you sleep in a day? *

o Less than 5 hours
o 5-7 hours
o More than 7 hours

24.Are you happy with your work life balance? *

o Yes
o No

76. 65

25.Have you given up activities which you enjoy the most for work? *

o Yes
o No
26.Do you spend time for doing what is most important to you? *

o Yes
o No