Emotional Intelligence & WORK-LIFE BALANCE (WBL) OF EMPLOYEES

RETAIL SECTOR
ABSTRACT
Emotional intelligence (EI) &
Work-Life Balance (WLB) adds a
fresh and different perception in
the field of human resource and
that behavior discipline with the
position to the ability to monitor
one’s own & others emotions, to
discriminate between different
emotions and label them
appropriately; and to use
emotional information to guide
thinking and behaviour. Work-
Life Balance includes proper
prioritising between “work”
(career and ambition) and
“lifestyle” (health, desire, stress,
leisure, family & psychological)
the ways where the workforce in
the retail sector have modelled
“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; Now, a question arises
what is the role of emotional
intelligence in balancing work-
life of employees especially in the
retail sector. This study has made
an attempt to answer the above
factors. The study is designed to
analyse role of emotional
intelligence on work-life balance
of employees.

A STUDY ON EMOTIONAL INTELLIGENCE AND WORK-LIFE BALANCE OF
EMPLOYEES IN THE RETAIL SECTOR IN BENGALURU CITY.
1
Table of Contents
CHAPTER I ...........................................................................................................................5
Introduction..........................................................................................................................5
CHAPTER II........................................................................................................................19
Review of Literature and Research Design .......................................................................19
CHAPTER III ......................................................................................................................23
Profile of the Respondent’s Outlet ....................................................................................23
CHAPTER IV ......................................................................................................................33
Data Analysis and Interpretations......................................................................................33
CHAPTER V........................................................................................................................91
Summary of Finding..........................................................................................................91
CHAPTER VI ......................................................................................................................92
Conclusion.........................................................................................................................92
CHAPTER VII.....................................................................................................................93
Suggestions to the Retail outlet’s ......................................................................................93
Bibliography.........................................................................................................................94
Annexures.............................................................................................................................96

2
List of Tables
Table 1 - Respondent's and retail channels............................................................................32
Table 2 - Classifying on the base of gender ..........................................................................33
Table 3 - Categorising on the base of age set ........................................................................35
Table 4 - Categorising on the base of family structure..........................................................37
Table 5 - Categorising on the marital locus...........................................................................39
Table 6 – Categorising on the base of spouse working .........................................................41
Table 7 - Categorising on the basis of no. of kids .................................................................43
Table 8 - Categorising on the base of work title....................................................................45
Table 9 - Categorising on the base of current working status ...............................................47
Table 10 - Respondents total at work periods per day...........................................................49
Table 11 - No. of years associated with the outlet.................................................................51
Table 12 - Categorising on the base of income set................................................................53
Table 13 - Current emotion on balancing between private life & work-life .........................55
Table 14 - Respondents currently work under an FSW.........................................................57
Table 15 - Flexible calendar should be existing for all the workers......................................59
Table 16 - Would like to take benefit of FWS.......................................................................61
Table 17 - Sense better well-adjusted with FWS...................................................................63
Table 18 - Respondents work more in effect with FWS .......................................................65
Table 19 - On base of variables pertaining to their working .................................................67
Table 20 - Capable of being present at Societal or People Get-togethers .............................69
Table 21 - Capable of being present at Societal get-together with co-workers.....................71
Table 22 - Respondents feel tried to do household work ......................................................73
Table 23 - Respondents feel tired to do responsiveness household.......................................75
Table 24 - Respondents spending time with their family......................................................77
Table 25 - Respondent’s family miss their existence at home ..............................................79
Table 26 - Respondents sense unable to achieve in domestic ...............................................81
Table 27 - Respondents incapable to achieve as an employee ..............................................83
Table 28 - Respondent’s role at home-based origins stress...................................................85
Table 29 - Respondent’s role at work origins strain..............................................................87
Table 30 - Respondents sense difficulties in line for work-life imbalance ...........................89

3
List of Figures
Figure 1 – Sub-dividing retail sector .......................................................................................5
Figure 2 - Retail Market-Segmentation ...................................................................................7
Figure 3 - Customer in the retail segment ...............................................................................7
Figure 4 - Success key element in this sector........................................................................12
Figure 5 - Threats involved in retail sector............................................................................13
Figure 6 - Sector Snapshot - Indian Retail.............................................................................14
Figure 7 - Essential abilities in EI..........................................................................................15
Figure 8 - Theoretical model of WLB...................................................................................17
Figure 9 - METRO traders within INDIA .............................................................................24
Figure 10 - SWOT assessment of METRO IND...................................................................25
Figure 11 - SWOT assessment of Reliance Retail Limited...................................................27
Figure 12 - SWOT assessment of Big Bazaar .......................................................................29
Figure 13 - SWOT assessment of SPAR...............................................................................30
Figure 14 - SWOT assessment of Star Bazaar.......................................................................31
Figure 15 - Classification on base of gender .........................................................................34
Figure 16 - Demonstrating on the base of age set .................................................................36
Figure 17 - Illustration on the base of family structure .........................................................38
Figure 18 - Illustration of the matrimonial locus...................................................................40
Figure 19 – Illustration on the base of spouse working.........................................................42
Figure 20 - Illustration on the basis of no. of kids.................................................................44
Figure 21 - Illustration on the base of work title ...................................................................46
Figure 22 - Progress working time interval ...........................................................................48
Figure 23 - Respondents total at work periods per day .........................................................50
Figure 24 - Screening number of year’s associated with the retail outlet .............................52
Figure 25 - Illustration on the base of income set .................................................................54
Figure 26 - Screening current emotion on balancing between private life & work-life........56
Figure 27 - Respondents currently work under FSW ............................................................58
Figure 28 - Flexible calendar should be existing for all the workers ....................................60
Figure 29 - Would like to take benefit of FWS .....................................................................62
Figure 30 - Sense better well-adjusted with FWS .................................................................64
Figure 31 - Slog more in effect with FWS ............................................................................66
Figure 32 - On base of variables pertaining to their working................................................68
Figure 33 - Able to attend Societal or People Get-togethers.................................................70

4
Figure 34 - Capable of being present at Societal get-together with co-workers ...................72
Figure 35 - Respondents feel tried to do household work.....................................................74
Figure 36 - Respondents feel tired to do responsiveness household .....................................76
Figure 37 - Respondents spending time with their family.....................................................78
Figure 38 - Respondent’s family miss their existence at home.............................................80
Figure 39 - Respondents sense unable to achieve in domestic..............................................82
Figure 40 - Respondents incapable to achieve as an employee.............................................84
Figure 41 - Respondent’s role at home-based origins stress .................................................86
Figure 42 - Respondent’s role at work origins strain ............................................................88
Figure 43 - Respondents sense difficulties in line for work-life imbalance..........................90

5
CHAPTER I
Introduction
Bottom line of Retail Sector –
The sale of good’s to the customer/community through much direct selling, in an
exchange with moolah1
is known as RETAIL; further nowadays E-Commerce has upturn
flow of cold-cash2
economy through online or Dr./Cr. card payment in recent development.
Now, in INDIA this sector has created innumerable service, also empowerment opportunity
to the hefty population.
Thus, the retail sector is sub-divided in Figure 1 below,
Retail business can be broadly classified into two classifications Figure 1 to be precise –
 Organised – Here dealers/vendors, who are authorised for dealing actions and
itemised to pay tariffs to the respective government.
 Unorganised – It creates about 96% to 98% of the entire retail marketplace in the
nation. Unorganised retail businesses mainly consist of small shops, roadway
vendors, handcrafts, vegetable vendors, paan wallah and local Kirana stores.
1
Paper and coin money of a country.
2
Ready money
Figure 1 – Sub-dividing retail sector

6
Indian segment –
It’s the fastest growing; also one strong pillar with its 22% of its GDP3
share. Indian
retail marketplace share is about 1.2 trillion US$ whose popular means is supermarket; which
creates it as the top 5 market competitor by economic value. Along with that; it’s the fastest
developing retail marketplaces with 1.3 billion of the demographic population.
Market Size –
Indian retail market is anticipated to raise double to 1 trillion US$ by the FY 2020
from 600 billion US$ in FY 2015 in Figure 6 - Sector Snapshot - Indian Retail, which are
driven factors like revenue growth, urbanisation & attitudinal shifts which have been
continuously ascertaining. Over a while the retail marketplace is expected to raise 12% p.a.,
the modern trading will develop double as steady at 20% p.a. & traditional trade at 10%.
B2B4
, E-Commerce marketplace is best likely to reach 700 billion US$ by FY 2020.
In this new scenario everywhere online retail is expected to be at peak with that of physical
stores may decline in the subsequent 5 years.
India’s utmost likely to grow into one of the fastest, also foremost growing e-
commerce marketplace, which is driven by robust investment in this sector & rapid
development in the total of internet user’s day-by-day have increased. Various agencies and
companies have high expectations towards the growth of e-commerce market. India’s sales
through e-commerce are anticipated to touch 120 billion US$ by 2020 from 30 billion US$
in FY 2016. Further, the e-commerce marketplace in India is anticipated to reach 220 billion
US$ in positions of GMV5 & 530 million purchasers by 2025, led by faster speeds on reliable
telecom networks, faster adoption towards online facilities & better variety with convenience.
Direct line of work business is as likely to reach a size of ₹ 23,654 crores (3.54 billion
US$) by FY 2019 - 20, as per a dual report by IDSA6
& PHD7
.
3
Gross Domestic Product
4
Business to Business
5
Gross Merchandise Value
6
India Direct Selling Association
7
Progress Harmony Development - Chamber of Commerce and Industry

7
Figure 2 - Retail Market-Segmentation
Customer Segment –
Figure 3 - Customer in the retail segment

8
The core consumers contain in above Figure 3; which denote purchaser subdivisions
likely domiciliary, small vendor, Kirana stores and HoReCa8
, corporate’s, SME’s, all types
of workplaces, establishments & also institutes, also freelance pros. Mostly domiciliary who
consumption, altogether some of them are duly registered and provided with a purchase
membership card from the outlet to gain conviction and charm customer with new deals,
rebates, SMS or Email alert on the unusual occasion alike fiesta. Thru significant of
international expertise & a nuanced thoughtful of the Indian marketplace refined over the
modern years, India is glowing located to provide to the detailed essentials of entirely these
consumer fragments.
Venture Scenario –
Indian retail trading has received many FDI9 equity inflow’s totalling 935.74 million
US$ during FY Apr *00 - Dec *16, according to the DIPP10 (IBEF, 2017).
Thru the growing need for consumer goods in unlike other sectors including consumer
electronics & home appliances, numerous companies have capitalised in the retail interstellar
in the hardly any months.
 Hamleys has identified that this is one of the supreme significant marketplaces for
Hamleys globally & drew its plans for inaugural 6 more stores, captivating its total
sum of outlets in the country to be 32 by this March 2017.
 RocheBobois Group, drawn plans to inaugural new supplies in metropolises like Pune,
Hyderabad, Ahmedabad, Kolkata and Chennai, and to turn into one of its top 5
markets by FY 2022.
 A dual undertaking among Dutch asset manager, APG Asset-Management & real
estate asset stands Virtuous Retail, has attained a portfolio of 3 shopping malls for
300 million US$ and has dyed-in-the-wool an extra 150 million US$ as an equity
investment to grow the selection.
 Adidas India Pvt. Ltd, drawn strategies to inaugural about 30-40 big flagship stores
across Delhi, Bengaluru and Mumbai, by FY 2020.
 Mad-Over-Donuts (MoD), drew plans on increasing its operations by opening 9 new
MOD store’s across Chennai and Hyderabad by March *17.
8
Hotels, Restaurants and Caterers/Canteens
9
Foreign Direct Investment
10
Department of Industrial Policy & Promotion

9
 Switzerland’s luxury retail brand Bally, strategies to coming back into the market with
a joint undertaking using Reliance Brands Ltd., by inaugural its 1st
outlet in New Delhi
by March *17, and afterwards targeting to increase another 4 stores in Delhi, Kolkata,
Chennai and Mumbai over the subsequent years.
 Urban Ladder, online furniture stores, is in progressive talks to increase about 25-30
million US$ from current financiers Kalaari Capital, Sequoia Capital and SAIF
Partners, alongside with one new venture capitalist, which will be used to fund its
growth approaches.
 Hennes & Mauritz (H&M), the Sweden established clothing merchant, in advanced
talks with Mumbai-based Prakhhyat Infra Projects Pvt. Ltd. to contract around
275,000 sq. ft. of space positioned in Bhiwandi, Maharashtra State, to set up its 1st
warehousing hub in India.
 Future Group has joined with the UK clothing & hardware shop Laura-Ashley to
manufacture and retail merchandise, and also across-the-board distribution.
 Mr Amit Agarwal, Country Head, Amazon, has indicated that India continues to be
observed as a long-standing opportunity & all the company will continue to finance
aggressively into Indian operations.
 IFC11
, the investment arm of The World Bank, strategies to finance up to ₹ 134 crores
(19.86 million US$) into Kishore Biyani's a Future Customer Enterprises Ltd., which
is anticipated to service the company in driving with its development plans.
 ABFRL12
has declared that it will obtain exclusive online & offline rights of Forever
21, an American fast fashion brand, in our market.
 Massimo Dutti, a superior fashion brand from Spain proposing sophisticated women’s
wear, men’s wear, footwear and accessories, has arrived India by inaugural its 1st
outlet in the Select-City Walk Mall, New Delhi.
 Neil Barrett, a prominent Italian fashion brand’s, has forayed into this market by
starting its retail existence through a special partnership with Fervour, pillories
worldwide designer brands.
 New York, established designer brand Kate Spade will get launched in India market
late this year & will set up a network of stand-alone stores crossways major cities,
therefore attractive one additional global brand arriving in the Indian retail sector after
the Gov. of India recently relaxed single-brand retail norms.
11
International Finance Corporation
12
Aditya Birla Fashion and Retail Limited

10
 Purple Talk Inc., a US established mobile solutions company, have financed 1 million
US$ in Nukkad Shop’s, a Hyderabad established a uber-local business platform that
aids neighbourhood retail stores by taking their trades online through mobile
applications.
 Mumbai established baby-care & kid’s product’s e-tailor, Hopscotch.in, has raised up
13 million US$ in Series-C stout of capital by Facebook co-founder Mr Eduardo
Saverin, which helps the firm in growing & expanding its technology podium.
 Gurgaon established e-commerce firm Shopclues.com have raised 150 million US$
from Singapore Gov. GIC and also with it's in effect financiers Tiger Global and
Nexus Venture Partner’s, at a valuation of 1.1 billion US$, thus becoming the most
recent among several e-commerce businesses from India reaching a billion dollar
estimation.
 Adidas AG, well-known for its Adidas and Reebok sport’s brands, have become the
first foreign sports establishment to get government support to open 100% foreign-
owned stores within India.
 Walmart India plans to increase 50 additional cash-and-carry stores across India over
the next 4 to 5 years.
 An American teen fashion retailer, Aeropostale, have chosen to enter into Indian
market over China and believes India to be among its top three marketplaces over the
following four years with income target of ₹ 500 crores (74.12 million US$).
 Abu Dhabi, established Lulu Group strategies to invest ₹ 2,500 crores (370.6 million
US$) in a vegetable and fruit processing division, an incorporated meat handling
division & a modern shopping mall in Telangana, Hyderabad.
 Aditya Birla Retail, a share of 40 billion US$ & it’s being the 4th largest hypermarket
retailer in the country, attained Total hypermarkets which are owned by Jubilant
Retail.
 The US established Pizza chain strategies a nearly threefold growth in its store total
from the present 17 to 50 in excess of the next two years through numerous business
models.

11
Administration Initiatives –
The Administration of India has engaged numerous edges to develop the retail commerce in
India.
 The government has endorsed 100% FDI13
on online retailing of goods and chattels
from end to end by automatic route, thus provided that ambiguity on the current
businesses of e-commerce businesses in service in India.
 Andhra Pradesh government have signed deals worth ₹ 1,500 crore (222.36 million
US$) in a wide-ranging range of segments containing retail, gas and steel through
Future Group, Walmart India, Spencer’s Retail and Arvind-Lifestyle Brands Ltd,
throughout the Partnership Conference held in Visakhapatnam, although also entrance
on new retail policy which targeted to fascinate retail commerce to capitalize.
 The Ministry of Urban Development has come out with an NCMC14
model to allow
smooth travel with metro’s and other transportation systems throughout the country,
also for retail buying. IKEA, the world’s largest retailer who retails furniture,
purchased its first portion of the plot in Hyderabad, the multiparty investment with
Andhra Pradesh and Telangana. IKEA’s retailer has a customary design & for each
site involves an outlay of about ₹ 500–600 crore (74–89 million US$).
 Government has permitted a scheme to fight the differences amongst dissimilar kinds
of overseas funds by flowing to a solo compound edge, which earnings portfolio
venture up to 49% will not necessitate government endorsement either it has to
observe with sectoral situations as protracted as it doesn’t outcome in a transferal of
proprietorship or controller from Indian individuals to outsiders. As an outcome,
overseas funds are expected to rise, particularly in the eye-catching retail segment.
Roadmap –
E-commerce is escalating progressively in our country. Consumers have ever
snowballing high-quality of producers at the lowermost charges. E-commerce is perhaps
making the leading uprising in the retail business; this tendency would carry on for ages to
emanate. Retailers must influence the digital marketing networks (e-commerce), which would
permit them to spend a lesser amount of money on physical stores, instead of reaching more
businesses in both tier-2 likewise tier-3 cities.
13
Foreign Direct Investment
14
Smart National Common Mobility Card

12
Together organised & unorganised retailing businesses have to work together to make
sure improved forecasts for the global retail business, while creating new aids for their
clienteles.
The long-standing viewpoint for the business is optimistic, sustained by increasing
revenues, auspicious demographics, the entrance of overseas companies, by snowballing
development.
Success key element in this sector –
Figure 4 - Success key element in this sector

13
Threats involved in retail sector –
Figure 5 - Threats involved in retail sector

14
Figure 6 - Sector Snapshot - Indian Retail

15
Theoretical background of the study –
Rough guide to theory of “Emotional Intelligence (EI)” (Daniel Goleman,
Emotional Intelligence, 2017) –
The capability to be able to manage ourselves and our connections efficiently –
Contains four important abilities Figure 7 - Essential abilities in EI. To each capability, in
turn, is composed of precise arrangements of capabilities. Further down is the list of abilities
and their resultant traits.
Figure 7 - Essential abilities in EI
 Expressive Self-awareness - The Capability to delivered and recognise individual’s
emotions also identify their influence on work enactment, connection and the like.
 Precise self-assessment – in this truthful redefinition of our strong point and
boundaries.
 Self-assurance - A solid and optimistic intellect of self-esteem.

16
 Self-discipline - The capacity to retain disorderly sentiments and instincts beneath
control.
 Honesty - A reliable demonstration of trustworthiness and uprightness.
 Carefulness – The capability to be able to by hand and everyday jobs.
 Adaptability – ability at regulating to shifting circumstances and the altering
circumstances and overwhelming problems.
 Accomplishment direction – the ambition to encounter inner morals of fineness.
 Inventiveness – a willingness to grab chances.
 Understanding – Ability at identifying other folks’ sentiments, empathetic their
viewpoint & captivating a lively attention in their anxieties.
 Managerial alertness – The capability to recite the flows of managerial lifecycle,
structure choices grids and steer political affairs.
 Facility Orientation – The ability to recognise the customer’s requirements.
 Unrealistic headship – the capability to take responsibility and motivate with
persuasive form.
 Inspiration – the capability to exercise a variety of influential strategies
 Mounting others – the tendency to boost the capabilities of others from end to end
response and direction.
 Communiqué – ability at taking note and at directing flawless, considerable and well-
tuned communications.
 Alteration catalytic agent – ability in kick off new concepts and most important
individuals to a new path.
 Encounter supervision - the capability to de-escalate differences and coordinate
purposes.
 Structure dilemmas - ability at humanising and upholding a network of relations.
 Fellowship and teamwork - capability at endorsing collaboration and construction
groups.

17
Rough guide to theory of “Work-Life balance (WLB)” –
In wide-ranging theory take account of right place in order between “Work” (Livelihood and
Goal) on one pointer & “life” (Well-being, desire, freedom, domestic and psychic growth) on
the additional. In Figure 8 we can see all the quantities pertaining to the individual’s personal
and professional life.
Figure 8 - Theoretical model of WLB
Reasons in the equilibrium –
 Extended working hours
 International corporate
 Competition oriented approach
 Global economy
Benefits of WLB –
 Measured growth in the output, accountability to the commitment to the business.
 Improves the morale of the workforce.
 Reduces the work related strain.
 Better teamwork and communication with the workforce to that of the organisation.

18
It plays a significant role in individual’s life, for which most people will work, whether
salaried or voluntary, it also helps us to form our individuality, which provides willpower to
live. Let’s forces to construction our daily time, weather it give us a useful means to donates
to our public prominence, and lastly, take a long use into interaction with the socialite.
Importance of the topic –
This study has been piloted to recognise employee’s “Emotional Intelligence (EI)
and Work-Life Balance (WLB)”, which plug on the way to the quality of the affiliation
between the employees individual and the entire at work atmosphere, which also covers
human magnitudes, practical and pecuniary contemplations. EI and WLB are precisely
essential for this competitive marketplace situation for upholding the excellence and
skillfulness; which by improving the morale of the employees. Greater EI and WLB would
aid in satisfying the worker’s nuts and bolts, goal line, efficiency and professionalism. The
individuals EI and WLB has developed a self-motivated multi-dimensional paradigm that
includes ideas such as job safekeeping, security, rewards, training, profession enhancing and
encroachments, which in return creates opportunity and involvement of the workforces into
growth-oriented objectives.
Need to Study the topic –
It’s been tested to understand all the factors linking towards the personal &
professional atmosphere; and also the necessity to find the connotation between a selection
of variables and magnitudes of workforces EI and WLB. In this study, the investigator has
carefully chosen a staff of the retail channels to recognise the ethos and grind atmosphere. EI
and WLB are precisely essential in this dog-eat-dog marketplace situation for upholding the
eminence and abilities, which upsurges the self-esteem of the employee’s. Greater EI and
WLB would benefit in nourishing the member of staff wants aims and job fulfilment.

19
CHAPTER II
Review of Literature and Research Design
Literature review:
Goleman (1998a) Capability investigation in additional of 200+ corporations and
establishments international displays that nearly one-third of the alteration in arrears to
practical ability & intellectual aptitude whereas two-thirds is caused due to expressive
capability. In topmost governance spots, above dissimilarity is in line for emotional
competency.
Goleman (1998b) Take along into being just how significant Emotional Self-Awareness
i.e. identifying one’s individual tactics and its influence on one’s own performance. In a
money services business, emotional self-awareness was found to show a serious part in
monetarist manager’s job routine. The interface that takings room amongst the monetary
manager & with a client is elusive, isn’t only compacts with more or less tough problems
around money; however, when the problem on life assurance rises, the ever more
uncomfortable problem of transience; the managers Self-Awareness, in reality, aids the
monetary manager handgrip their own emotional responses well.
Lewis & Humbert (2010) the utmost essential practice of flexible work planning used
in the business, seven days a week, is dual framed and difficult in its properties. It may
supports mothers but at a rate for the reason that of gendered moulds. Although an assurance
to litheness and work-life sense of balance, the gendered edifice of the perfect operative and
thoughts of competency conflated with hegemonic machismo, continue to be authoritative.
Thus, composed with a predominant ‘noble mother’ beliefs, weakens both gender inequity
and place of work efficiency.
Ferrer and Gagne (2006) In a revision surveyed that in loftier businesses and those like
IT (information technology) and IT aided facilities businesses, in evaluation to the grown-up
businesses like mining and building realised added domestic responsive plans that can
comfort the shoulder to shoulder stiffness amongst workplace and individuals life/family.

20
Bloom and Van Reenen (2006) at initiate that work and family encounter can also have
a harmful influence on the business, both monetary and non-monetary wise. Founded in a
study of 732 industrialised businesses in the US, UK, France and Germany. Establishments
which proposition for a healthier work-life sense of balance follows delight in greater
efficiency. As far in the case of non-monitory phases of structural enactment is concerned,
investigation displays that companies that adopt for a better work-life sense of balance
strategies can increase the shoulder to shoulder job-satisfaction and upsurge structural
promise amongst their workforces.
Pratt (2006) exposed in a study of 1,311 sr. executives international showed on May 2006,
24 percent of those surveyors declined an elevation that would put their work-life sense of
balance in danger, and 87 percent of them confirmed that work-life equilibrium is their main
choice to the intersection and endure in a business.
Statement of the problem:
In this era of the competitive world with plentiful obtainability of both natural and
human capitals; unless there is a right expert with innovative personalities who have the
tendency to extemporise, mobilise, organise and bind the accessible possessions for all the
commercial activity, the business can’t make swift strides towards fiscal and societal
encroachment. The strong point and feebleness of an organisation are determined by the
quality of its HR15
, which unswervingly plays a vibrant role in using organisational
possessions to supreme and also on the way to the growth progression of modern economics
(Sreeradha Basu, 07 Mar 2016). The study attempts to find –
 Are the member of staff emotional balance in their job?
 How the employees accomplish with work pressure?
 Does gender play a share in the emotional sense of balance?
The scope of the study:
The opportunity in this study is to raise the worker's sensitive acumen at the place of
work with their individual lifecycle and also it helps in forthcoming actions that why some
workers are exceptional performers, however, others are not (Barbara Hobson, August 14,
2015). Sensitive Acumen calls for spotting and indulgent of the matters in the powers that be
15
Human Resource

21
on the base of the outcomes, a business can pick on an approach and activities to progress the
enactment of their workers.
The objective of the study:
1. To identify if employee’s work atmosphere disturbs their dual lifecycle.
2. To distinguish whether the domestic arrangement influence on the work correlated
hassle.
3. To recognise if their healthiness is disturbing due to toil.
4. To fathom EI & WLB quotient impact on employee’s commitment.
5. To realise the individual worker’s readiness to take benefit of the flexible work
program.
Sampling Proposal:
A fragment of inhabitants is recognised as sample and illustration a trial from larger
inhabitants is called sampling.
An upright sample is duty-bound to be demonstrative, correct & precision sampling
knows how to be characterised into two varieties “Probability & Non-probability" sampling.
Illustration Process:
The random sample method was used in suitability sample, a group of now-
probability sample ever since the respondents been currently working in the respective
outlets. The Bengaluru City outlet zone was chosen for a random sample.
Sample Proportions:
As it’s difficult to bring together all the responses from the entire demographic
population, in line for drawback of time. The overall sample dimensions in use for analysis
is 100 respondents available of which 20 from each outlet been chosen to get the inference.
Tools used for data gathering:
Questionnaires tool was used to attain primary info for specifically for the analysis
and not existed anywhere before. A source from secondary data from web-portals, print and
published sources of material to gather the set of info relating to it.

22
Plan for Analysis of Data:
The statistics were collected by survey; thus, were scrutinised step by step in the following
manner –
 Data duly used for analysis are together prime and subordinate info source.
 The statistics thus obtain from the questioner are categorised, tabularized and
amended into a representation of data and to draw the inference.
 The statistical illustration of the diagram was used to make comparisons must easier
and simple.
 To end with a result, recommendations, endorsement and assumption are achieved
from inference.
Reference epoch:
The groundwork for accomplishing info to the project was carried almost 1½ months
within Bengaluru city. The ground work has been programmed sustained designed set of
questionnaires to be responded by the respondents to suit the objectives.
The respondents were communicated within their particular retail channels only.
Boundaries in the study:
 This study sample was confined to employees of top leading retail outlets only.
 The data collected from 100 workers, under the assumption to the particulars be
authentic.
 The outlay of the study can’t be generalised as the fact was collected only selected
sample size is 100 employees and not for all the workforce.
 The research is certainly concerned only to the employees of the retail segment. Thus
it becomes difficult to justify the significance of EI and WLB across other businesses.
 The time element was also been a foremost challenge.

23
CHAPTER III
Profile of the Respondent’s Outlet
Retailer: METRO Cash and Carry India Private Limited
(Metro India, 2017)
First Store: In Germany, 1964
METRO India: Started in 2003, with 2 wholesalers track down in Bengaluru.
Whereabouts: International marketplaces including INDIA in Figure 9.
In employment 100,000+ employees worldwide
wecare@metro.co.in
1860-266-2010
Slogan –
Using small and medium-sized free enterprise being the pillar of the Indian economy,
it conceits of on being the Title holder for Independent Big business, by serving them grow
well, be cost-effective and make a change to the public.
METRO Brands –
Foremost objective is to guarantee high-end quality and sustainability, it offers its own
portfolio of brands – Fine Food, Aro, Tailor & Son, Harrington House, HoReCa Select,
Fairline, Authentic, Lambertazzi and Sigma which encounter all the requirements for the
commerce.

24
METRO dealers –
Figure 9 - METRO traders within INDIA
Market share –
 Existence a worldwide pioneer in wholesaling; it’s been signified further than
24+ nation state with over 750 self-service hypermarkets.
 A headcount with more than 100,000 workforces worldwide and the wholesale
company attained sales of about €29 billion in FY 2015/16.
 METRO AG W&FS Co.16
, that it’s an internationally leading specialist in
wholesale and food retail business.
 It operates in 35+ nation-state and employments further than 140,000
individuals everywhere in the world. Now, in FY2015-16, attained deals of
around 37 billion €.
 The establishment is responsible for custom solutions to meet the regional and
international requirements of its retail and wholesale clienteles.
16
Wholesale & Food Specialist Company

25
Milestones achieved –
 Great Place to Work Survey has graded 2nd
spot compared to top 10 Retail Business’s
for the FY 2015 and 2016.
 In its existence within the republic’s 1st
by HACCP certified wholesaler.
 Won “CII National Award for Quality & Food Safety for its flagship marketplace
centre at Yeshwanthpur, Bengaluru for FY 2013 & for its Moosapet outlet, Hyderabad
in FY 2015”.
SWOT assessment –
Figure 10 - SWOT assessment of METRO IND

26
Retailer: Reliance Retail Limited (RIL, 2017)
Established: Mumbai, 2006
Parent Business: Reliance Industries
Our Varieties: Reliance Fresh, Reliance Smart, Reliance Market, Reliance
Digital, Jio Store, Reliance Trends
Whereabouts: 3,616+ growing retail stores, across 679+ cities.
In employment 75,000+ individuals in employment
info@ril.com
+91-22-2278 5000
Milestones achieved –
 In 2016, Won award by the ‘Confederation of Indian Industries’ ‘Sustainable Plus
Platinum Award’.
 In 2015, Won award by the ‘Platts Global Energy Award for Corporate Social
Responsibility’.
 In 2013, come to be positioned 107th
spot in the ‘Fortune Global’ around 500 in the
list.
 In 2013, come to be positioned 25th
spot on “ICIS Top hundred Chemical Companies”
list.
 In 2012, qualified as “Responsible Care Company by the US Chemistry Council”.
 In 2012, ‘Jamnagar Refinery’ is recorded amongst the world’s topmost five
manufacturing divisions by “Discovery Channel”.
 In 2010, rated 2nd
amongst “BCG’s ten top global ‘Sustainable Value Creators’”.
 In 2010, Reliance E&P's KG-D6 have won Marico Innovation Foundation’s
Innovation for India Award (RIL, 2017).

27
SWOT assessment –
Figure 11 - SWOT assessment of Reliance Retail Limited

28
Retailer: Big Bazaar (Big Bazaar Team, 2017)
Established: 2001
Founder: Kishore Biyani CEO17
, associated with the parent
organisation.
Parent Organisation: Future Group (Future Retail Limited, 2017)
Motto: “Making India Beautiful”
Drives: A chain of grocery stores, discount department stores and
hypermarkets.
Parental chain: FBB18
, Food Bazaar & eZone
Associated chain: eZone, Brand Factory, Central, Home Town,
In employment Contract Workmen
sharewithus@futuregroup.in
1800-200-2255
17
Chief Executive Officer
18
Fashion at Big Bazaar

29
SWOT assessment –
Figure 12 - SWOT assessment of Big Bazaar

30
Retailer: SPAR Hypermarkets (SPAR, 2017)
Established: 1932, Amsterdam-based SPAR International
Nationwide proprietors: Authorization contract concerning the Dubai-based
Landmark Group's, Max Hypermarket Pvt. Ltd. (Landmark
Group, 2017)
Motto "Everything Below MRP"
customer@sparindia.com
+91 80–41811600
SWOT assessment –
Figure 13 - SWOT assessment of SPAR

31
Retailer: Star Bazaar (Star Bazaar, 2017)
Allied partner: TATA group & TESCO ENTERPRISE
Division Trent Hypermarket Pvt. Ltd. a part of the Trent Ltd.
Whereabouts Bengaluru, Mumbai, Aurangabad, Kolhapur and Pune
starhelp@trent-tata.com
+91-9029002233
SWOT assessment –
Figure 14 - SWOT assessment of Star Bazaar

32
Respondent’s summary –
Throughout the study where feedback form and responses gain from the workers of
the respective outlets, who are at in progress employed in the above five retailing businesses;
and their responses on traits on the topic related to EI and WLB of the individuals and toil
atmosphere. This choice of respondents are tabulated below –
Table 1 - Respondent's and retail channels
Retailers No. of Respondent's Percentage
METRO Cash and Carry 27 27%
Reliance Trends 28 28%
Big Bazaar 14 14%
Spar Hypermarket 18 18%
Star Bazaar 13 13%
Total 100 100%
Concept of the tabulation –
At this point, we have engaged with existing staffs in each of the channels to get an info by
resulting the inference for the exploration of the framework of EI and WLB.

33
CHAPTER IV
Data Analysis and Interpretations
Table 01 - Classifying on the base of gender-specific.
Gender No of Respondent’s Percentage
Male 37 37%
Female 63 63%
ZE 0 0%
Total 100 100%
Table 2 - Classifying on the base of gender
The above tabulation elucidation of the respondents on the basis of gender-specific.
Elucidation –
In above tabulation we can find Max no. of respondents be their Females with 62%,
accordingly male -37% and ZE – 00%. Therefore we can elucidate that the feminine
population are the majority in total working in the selected retail channels.

34
Graph 01 - Screening on the base of gender-specific.
Figure 15 - Classification on base of gender
Inference –
Above Figure 15 illustrations that most of the respondents were female, and shadowed by a
male. Here, we understand that majority of them to be appropriate to Female.
0
10
20
30
40
50
60
70
FEMALE
MALE
ZE
Female Male ZE
Respondent's on basis of Gender 63 37 0

35
Table 02 – Categorising on the base of age set.
Age group No of respondent’s Percentage
Below - 20 36 36%
20-25 35 35%
25-35 19 19%
35-45 8 8%
45 & Above 2 2%
Total 100 100%
Table 3 - Categorising on the base of age set
The above tabulation elucidation on the basis of age set.
Elucidation –
The tabulation No. of respondents belong to below-20 with 36%, 20-25 with 35%, 25-35 with
19%, 35-45 with 8%, 45 & above with 2% in age set.

36
Graph 02 – Representation on the base of age set.
Figure 16 - Demonstrating on the base of age set
Inference –
Figure 16 clarifies that max. No. of respondents belongs to below-20 with 36% in age set.
36%
35%
19%
8%
2%
Below - 20
20-25
25-35
35-45
45 & Above

37
Table 03 – Categorising on the base of the family structure.
Family Structure No. of respondent’s Percentage
Nuclear 89 89%
Joint 11 11%
Total 100 100%
Table 4 - Categorising on the base of family structure
The above tabulation distinguishes the respondents with their family structure.
Elucidation –
The above tabulation signify that majority in family structure belong to nuclear with 89%,
followed by an extended (joint) family with 11%. Therefore, Elucidation is that majority no.
of workforce fit into the nuclear family structure.

38
Graph 03 – Illustration on the base of the family structure.
Figure 17 - Illustration on the base of family structure
Inference –
Therefore, Figure 17 - Illustration on the base of family structure interpretation is majority
number of workforce belong to the nuclear structure on the base of the family structure.
89%
11%
Nuclear
Joint

39
Table 04 – Categorising on the base of the marital locus.
Marital Status No. of respondent’s Percentage
Single 76 76%
Married 20 20%
Widowed 3 3%
Divorced 1 1%
Total 100 100%
Table 5 - Categorising on the marital locus
The above tabulation categorises the respondents with their marital locus.
Elucidation –
Here, we can elucidation as surveyed with the workforce that majority are single – 76%,
married are 20%, widowed are 3% & divorced are 1%. As a result, majority belong to single.
Graph 04 – Illustration of the matrimonial locus.

40
Figure 18 - Illustration of the matrimonial locus
Inference –
The elucidation graph states that majority no. of workforce belong to single; followed by
other variables.
Flowing only if the respondent’s on base of spousal status –
76%
20%
3%
1%Matrimoniallocus
Percentage
Divorced 1%
Widowed 3%
Married 20%
Single 76%

41
Table 04(a) – Categorising on the base of a spouse working.
Spouse Working No. of respondent’s Percentage
Yes 16 70%
No 04 30%
Total 20 100%
Table 6 – Categorising on the base of spouse working
The above tabulation categories on the base of a spouse working.
Elucidation –
The above states that max. No. of workforce belong to YES - 70%, surveyed as No - 30% in
particular to some of 20 respondent’s for spouse working.
Graph 04(a) - Illustration on the base of a spouse working.

42
Figure 19 – Illustration on the base of spouse working
Inference –
The above inference states that maximum workforce belongs to spouse working with 70% as
YES.
70%
30%
0%
10%
20%
30%
40%
50%
60%
70%
80%
PERCENTAGE
Yes
No

43
Table 04(b) - Categorising on the base of a number of kids.
Number of children's No. of respondent’s Percentage
One 09 64%
Two 04 29%
Three < 01 7%
Total 14 100%
Table 7 - Categorising on the basis of no. of kids
The above tabulation categories on the basis of a number of kids to some respondents.
Elucidation –
Above states that maximum workforce surveyed has single kids with 64%; followed by two
kids with 29%; < three with 7%. As a result workforce on the basis of no. of kids resulted in
being the majority.

44
Graph 04(b) - Illustration on the base of a no. of kids.
Figure 20 - Illustration on the basis of no. of kids
Inference –
Therefore, it’s inference that max number of workforce has single kids.
64%
29%
7%
0% 10% 20% 30% 40% 50% 60% 70%
No.ofChildren's
Percentage
Three < 7%
Two 29%
One 64%

45
Table 05 - Categorising on the base of work title.
Job Positions No. of respondent’s Percentage
Floor Leader/Store Manage 16 16%
Cashier/Customer Service 10 10%
Stocker/Sales Associate 71 71%
Other Professional 03 03%
Total 100 100%
Table 8 - Categorising on the base of work title
The above tabulation distinguishes workforce’s job position/title.
Elucidation –
Therefore, elucidation on the base of work title as the majority of workforce belong to
stocker/sales associate with 71%, floor leader/ store manager with 16%, cashier/customer
services are 10%, another pro with 03%. Hence, the majority belong to stocker/sales
associate.

46
Graph 05 - Illustration on the base of work title.
Figure 21 - Illustration on the base of work title
Inference –
The above inference is that majority belongs to stockers/sales associate.
16%
10%
71%
3%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Percentage
Other Professional 3%
Stocker/Sales Associate 71%
Cashier/Customer Service 10%
Floor Leader/Store Manage 16%

47
Table 06 - Categorising on the base of in-progress working time interval
status of the respondents.
Current Working No. of respondent’s Percentage
Full Time 72 72%
Part time 28 28%
Total 100 100%
Table 9 - Categorising on the base of current working status
The above tabulation distinguishes workforces on the base of in progress working time
interval status of the respondents
Elucidation –
Therefore, above elucidation of the respondents work timing as full time with 72%, followed
by part-time 28%. Hence, majority respondents belong to full time.

48
Graph 06 – Screening in-progress working time interval status of the
respondents.
Figure 22 - Progress working time interval
Inference –
It’s been referenced that majority workforce respondents belong to full-time staffs.
72%
28%
Full Time
Part time

49
Table 07 - Categorising on the base of the total at work periods per day.
No. of working hours No. of respondent’s Percentage
Less than 8hrs. 68 68%
8 - 10hrs. 18 18%
10 - 12hrs. 05 05%
Above 12hrs. 09 09%
Total 100 100%
Table 10 - Respondents total at work periods per day
The above tabulation categorises the respondents with the total at work periods per day
Elucidation -
Therefore, above elucidation that less-than 8hrs. - 68%, 8 – 10hrs. - 18%, 10 - 12hrs. – 5% &
above 12hrs. – 9%. Hence, majority of the workforce is less-than 8hrs.

50
Graph 07 – Screening the total at work periods per day.
Figure 23 - Respondents total at work periods per day
Inference –
Above graph is an inference that majority pf the workforce belong to less than 8hrs. of daily
work schedule.
0%
10%
20%
30%
40%
50%
60%
70%
PERCENTAGE
68%
18%
5% 9%
No.ofrespondent's
Percentage
Less than 8hrs. 68%
8 - 10hrs. 18%
10 - 12hrs. 5%
Above 12hrs. 9%

51
Table 08 - Presenting on the basis of no. of years associated with the
outlet.
Years (yr.) of working No. of respondent’s Percentage
Less than 1 yr. 60 60%
1 - 2 yr. 20 20%
2 - 3 yr. 12 12%
More than 3 yr. 8 8%
Total 100 100%
Table 11 - No. of years associated with the outlet
The above tabulation categorises the respondents with no. of years associated with the outlet.
Elucidation –
Elucidation is that less than 1 yr. -60%, 1 – 2 yr. 20%, 2 – 3 yr. -12%, more-than 3yrs. 8%.
Therefore, the majority of the workforce belongs to less than 1yr. category.

52
Graph 08 – Screening number of year’s associated with the retail outlet.
Figure 24 - Screening number of year’s associated with the retail outlet
Inference –
It’s been an inference that majority of the workforce work with the outlet is belonging to less
than 1 years.
60%20%
12%
8%
Less than 1 yr
1 - 2 yr
2 - 3 yr.
More than 3 yr.

53
Table 09 - Categorising on the base of income set.
Income(p.a.) No. of respondent’s Percentage
Up to 1,00,000 18 18%
1,00,000 - 1,50,000 72 72%
1,50,000 - 2,00,000 4 04%
Above 2,00, 000 6 06%
Total 100 100%
Table 12 - Categorising on the base of income set
The above tabulation categorises the respondents on the base of income set.
Elucidation -
Elucidation is on the income set of the respondents as 1,00,000 – 1,50,000 – 72%, followed
by income set up to 1,00,000 – 18%, above 2,00,000 – 6%, 1,50,000 – 2,00,000 – 4%.
Therefore, majority of the workforce income set is 1, 00,000 – 1, 50,000 income (p.a.).

54
Graph 09 - Illustration on the base of income set.
Figure 25 - Illustration on the base of income set
Inference –
It’s been inference that majority in income set belong to 1,00,000 – 1,50,000 with 72%.
18%
72%
4%
6%
0% 10% 20% 30% 40% 50% 60% 70% 80%
PERCENTAGE
Percentage
Above 2,00, 000 6%
1,50,000 - 2,00,000 4%
1,00,000 - 1,50,000 72%
Up to 1,00,000 18%

55
Table 10 – Demonstrating whether current emotion on balancing between
private life with work-life.
Variables No. of respondent’s Percentage
Very well balance 10 10%
Somewhat Balance 04 04%
Balanced 28 28%
Somewhat not Balanced 44 44%
Not balanced at all 14 14%
Total 100 100%
Table 13 - Current emotion on balancing between private life & work-life
The above tabulation categorises the respondents with current emotion on balancing between
private life with work-life
Elucidation -
Elucidation is that respondents - somewhat not balance with 44%, balanced – 28%, not
balanced at all – 14%, very well balance – 10%; therefore the majority of the respondents are
somewhat not balanced.

56
Graph 10 – Screening current emotion on balancing between private life
& work-life
Figure 26 - Screening current emotion on balancing between private life & work-life
Inference –
Hence, the inference states that majority number of the workforce is somewhat not balanced.
Percentage
Very-well balance 10%
Somewhat Balance 4%
Balanced 28%
Somewhat not Balanced 44%
Not balanced at all 14%
10%
4%
28%
44%
14%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%

57
Following data scrutiny regarding FWS19 –
Table 11 – Demonstrating whether the respondents currently work under
FSW.
Yes 42 42%
No 58 58%
Total 100 100%
Table 14 - Respondents currently work under an FSW
The above tabulation categorises the respondents with currently work under FSW
Elucidation -
Elucidation, is that majority belong to No - 58%, followed by Yes – 42%.
19
Flexible Work Schedules

58
Graph 11 – Screening whether respondents currently work under FSW.
Figure 27 - Respondents currently work under FSW
Inference –
The inference stated that majority work under FWS.
42%
58%
Yes
NO

59
Following data inquiry, if they don’t follow FWS -
Table 11(a) - Demonstrating whether FC20
should be existing for all the
workers in the Outlet.
Yes 40 69%
No 10 31%
Total 58 100%
Table 15 - Flexible calendar should be existing for all the workers
The above tabulation categorises the respondents with whether FC should be existing for all
the workers in the Outlet.
Elucidation -
Elucidation is that majority says that YES – 69%, with No – 31%. Therefore the majority of
the workers wanted FC who as currently not shadowed.
20
Flexible Calendar

60
Graph 11(a) – Screening whether FC21
should be existing for all the
workers in the Outlet.
Figure 28 - Flexible calendar should be existing for all the workers
Inference –
Hence, the majority of the respondents supposed YES if offered to them.
21
flexible calendar
69%
31%
Yes
No

61
Table 11(b) – Demonstrating whether the respondent's like to take gain of
the FWS; if obtainable to them.
Variables No. of respondent's Percentage
Yes 50 87%
No 08 13%
Total 58 100%
Table 16 - Would like to take benefit of FWS
The above tabulation categorises the respondents who like to take gain of the FWS; if
obtainable to them.
Elucidation -
Elucidation, the majority said YES – 87%, followed by NO – 13%. Therefore majority likely
to obtain FWS if offered to them.

62
Graph 11(b) – Screening whether the respondent's like to take benefit of
the FWS; if obtainable to them.
Figure 29 - Would like to take benefit of FWS
Inference –
It’s been an inference that majority of respondents voted to YES.
87%
13%
Yes
No

63
Table 11(c) – Demonstrating whether the respondents sense better well-
adjusted with FWS.
Variables No. of Respondent's Percentage
Yes 58 58%
No 00 00%
Total 58 100%
Table 17 - Sense better well-adjusted with FWS
The above tabulation categorises the respondent’s sense better well-adjusted with FWS.
Elucidation -
Elucidation is that majority of the workforce said YES – 58%, and No -0%. Hence the
majority of the respondents state that they sense better well-adjusted with FWS if offered to
them.

64
Graph 11(c) – Screening of respondent’s sense better well-adjusted with
FWS.
Figure 30 - Sense better well-adjusted with FWS
Inference –
It’s been referenced that all the respondents agreed to FWS if offered to them.
100%
0%
Yes
No

65
Table 11(d) – Demonstrating whether the respondents slog more in effect
at the workplace with FWS.
Variables No. of respondent's Percentage
Yes 58 100%
No 00 00%
Total 58 100%
Table 18 - Respondents work more in effect with FWS
The above tabulation categorises the respondents work more in effect at working with FWS.
Elucidation -
Elucidation is that majority of the workforce said YES – 58%, and No -0%. Hence the
majority of the workers state that they FWS will improve their work efficiency.

66
Graph 11(d) – Screening whether the respondents slog more in effect at a
job with FWS.
Figure 31 - Slog more in effect with FWS
Inference –
It’s been referenced that all the respondents agreed to FWS help in better working efficiency.
100%
0%
Yes
No

67
Table 12 - Classification of the respondents on the base of variables
pertaining to their working.
No. of respondent’s
Variables Column1 Column2 Column3 Column4
Often 18 11 08 34
Mostly 05 08 11 14
Seldom 58 40 74 42
Sometimes 03 18 02 10
Never 16 23 05 00
Total 100 100 100 100
Table 19 - On base of variables pertaining to their working
The above tabulation categorises the respondents on the base of variables pertaining to their
working.
Elucidation -
Elucidation to the above tabulation below,
Column1 – Often -18%, Mostly – 05%, Seldom – 58%, Sometimes – 03%, Never - 16%.
Column2 – Often – 11%, Mostly – 08%, Seldom – 40%, Sometimes – 18%, Never – 23%.
Therefore, in column1 seldom is a majority with 58%, column2 majority seldom with 40%,
the column3 majority was 74% with seldom, lastly in the column4 majority were 42% seldom
following with other variables.

68
Graph 12 – Illustration on the respondents on the base of variables
pertaining to their working.
Figure 32 - On base of variables pertaining to their working
Inference –
The above graph is an inference that column1 majority with 58% seldom, column2 majority
seldom with 40%, the column3 majority were 74% with seldom, lastly in the column4
majority were 42% seldom following with other variables.
Column1 Column2 Column3 Column4
Often 18 11 8 34
Mostly 5 8 11 14
Seldom 58 40 74 42
Sometimes 3 18 2 10
Never 16 23 5 0
18
11
8
34
5
8
11
14
58
40
74
42
3
18
2
10
16
23
5
0
0
10
20
30
40
50
60
70
80

69
Table 13 – Demonstrating whether the respondents capable of being
present at Societal or People Get-togethers.
Often 10 10%
Sometime 24 24%
Seldom 66 66%
Never 00 00%
Total 100 100%
Table 20 - Capable of being present at Societal or People Get-togethers
The above tabulation categorises the respondents with capable of being present at Societal or
People Get-togethers.
Elucidation –
Elucidation to the above tabulation is that seldom with 66%, sometimes – 42%, often – 10%,
never – 00%. Therefore the majority of the workforce to seldom.

70
Graph 13 – Screening respondents able to attend Societal or People Get-
togethers.
Figure 33 - Able to attend Societal or People Get-togethers
Inference –
It’s been an inference that majority of the workforce to seldom with 66%.
Respondent's in %
Often 10%
Sometime 24%
Seldom 66%
Never 0%
10%
24%
66%
0%
0%
10%
20%
30%
40%
50%
60%
70%

71
Table 14 – Demonstrating whether the respondents capable of being
present at a Societal get-together with co-workers.
Often 63 63%
Sometime 20 20%
Seldom 16 16%
Never 01 1%
Total 100 100%
Table 21 - Capable of being present at Societal get-together with co-workers
The above tabulation categorises the respondents capable of being present at a societal get-
together with co-workers.
Elucidation -
Elucidation to the above tabulation is that majority of the workforce chose often – 63%,
followed by sometimes – 20%, seldom – 16%, never – 01%. Therefore, the majority
respondents choose to seldom.

72
Graph 14 – Screening whether the respondents capable of being present
at a Societal get-together with co-workers.
Figure 34 - Capable of being present at Societal get-together with co-workers
Inference –
Therefore, it’s been an inference that majority respondents choose to seldom with 16%.
No of respondent'
Often 63%
Sometime 20%
Seldom 16%
Never 1%
63%
20%
16%
1%
0%
10%
20%
30%
40%
50%
60%
70%

73
Table 15 – Demonstrating whether the respondents work to make you feel
tried to do things that needed attention at home base.
Often 54 54%
Sometime 24 24%
Seldom 21 21%
Never 1 01%
Total 100 100%
Table 22 - Respondents feel tried to do household work
The above tabulation categorises the respondents work to make you feel tried to do things
that needed attention at home base.
Elucidation -
Elucidation to the above tabulation is that majority of the respondents choose often – 54%,
followed by Sometime – 24%, Seldom – 21%, Never – 1%. Therefore, the majority of the
respondents chosen often they feel tired.

74
Graph 15 – Screening the respondents work to make them sense
exasperated to things that looked-for responsiveness at home base.
Figure 35 - Respondents feel tried to do household work
Inference –
It’s been an inference that majority of the respondents chosen often with 54%.
No of respondent'
Often 54%
Sometime 24%
Seldom 21%
Never 1%
54%
24% 21%
1%
0%
10%
20%
30%
40%
50%
60%

75
Table 16 – Demonstrating whether the respondents work to make them
sense exasperated to the things that looked-for responsiveness at home
based
Variables No. of respondents Percentage
Always 63 63%
Sometimes 34 34%
Never 03 03%
Total 100 100%
Table 23 - Respondents feel tired to do responsiveness household
The above tabulation categorises the respondents work to make them sense exasperated to the
things that looked-for responsiveness at home base.
Elucidation -
Elucidation for the above respondents choose – Always - 63%, Sometimes - 34%, Never 03%.
Hence, majority chosen to Always, that they sense the factors above.

76
Graph 16 – Screening whether the respondents work to make them sense
exasperated to the things that looked-for responsiveness at home base.
Figure 36 - Respondents feel tired to do responsiveness household
Inference –
In the above inference, that majority chose to Always, that they sense the factors above.
No. of respondents
Always 63%
Sometimes 34%
Never 3%
63%
34%
3%
0%
10%
20%
30%
40%
50%
60%
70%

77
Table 17 – Demonstrating whether the respondents spending as much
time as they’d like with their family.
Yes 18 18%
No 64 64%
Sometimes 18 18%
Total 100 100%
Table 24 - Respondents spending time with their family
The above tabulation categorises the respondents spending as much time as they’d like with
their family.
Elucidation -
Elucidation is that No – 64%, both Yes and Sometimes with 18% respondents. Therefore
majority chose sometimes for the above-given factor.

78
Graph 17 – Screening whether the respondents spending as much time as
they’d like with their family.
Figure 37 - Respondents spending time with their family
Inference –
It’s been an inference that majority chose NO for the above-given factor.
Respondents in %
Yes 18%
No 64%
Sometimes 18%
18%
64%
18%
0%
10%
20%
30%
40%
50%
60%
70%

79
Table 18 – Demonstrating whether the respondent’s family miss their
existence at home.
Yes 66 66%
No 04 04%
Sometimes 30 30%
Total 100 100%
Table 25 - Respondent’s family miss their existence at home
The above tabulation categorises the respondent’s family miss their existence at home.
Elucidation -
Elucidation to the above factor is Yes – 66%, No – 30%, Sometimes – 04%. Hence, majority
respondents chose always to above factors.

80
Graph 18 – Screening whether the respondent’s family miss their
existence at home.
Figure 38 - Respondent’s family miss their existence at home
Inference –
It’s been an inference that majority respondents chose Yes to above factors.
Respondents in %
Yes 66%
No 4%
Sometimes 30%
66%
4%
30%
0%
10%
20%
30%
40%
50%
60%
70%

81
Table 19 – Demonstrating whether the respondents sense they’re unable
to achieve their part to the domestic.
Yes 62 62%
No 17 17%
Sometimes 21 21%
Total 100 100%
Table 26 - Respondents sense unable to achieve in domestic
The above tabulation categorises the respondents sense they’re unable to achieve their part to
the domestic.
Elucidation -
Elucidation to the above – Always – 62%, never – 21%, sometimes – 17%. Therefore the
majority of the respondents choose to Yes for the above factor.

82
Graph 19 - Screening whether the respondents sense they’re unable to
achieve their part to the domestic.
Figure 39 - Respondents sense unable to achieve in domestic
Inference –
It’s been an inference that majority of the respondents choose to Yes.
Respondents in %
Yes 62%
No 17%
Sometimes 21%
62%
17% 21%
0%
10%
20%
30%
40%
50%
60%
70%

83
Table 20 – Demonstrating whether the respondents incapable of achieving
their part as an employee.
Yes 14 14%
No 52 52%
Sometimes 34 34%
Total 100 100%
Table 27 - Respondents incapable to achieve as an employee
The above tabulation categorises the respondents incapable of achieving their part as an
employee.
Elucidation -
Elucidation to the above table – No – 52%, Sometimes – 34%, YES – 14%. Therefore the
majority of the respondents chosen NO.

84
Graph 20 – Screening whether the respondents incapable of achieving
their part as an employee.
Figure 40 - Respondents incapable to achieve as an employee
Inference –
It’s been an inference that majority of the respondents chosen NO.
14%
52%
34%
Yes
No
Sometimes

85
Table 21 – Demonstrating whether the respondent’s role at home-based
origins stress.
Yes 22 22%
No 65 65%
Sometimes 13 13%
Total 100 100%
Table 28 - Respondent’s role at home-based origins stress
The above tabulation categorises the respondent’s role at home-based origins strain.
Elucidation -
Elucidation to the above tabulation is that – NO – 65%, Yes – 22%, Sometimes – 13%.
Therefore the majority of respondents chosen NO to the above factors.

86
Graph 21 - Screening whether the respondent’s role in home-based
origins stress.
Figure 41 - Respondent’s role at home-based origins stress
Inference –
It’s been an inference that majority of respondents chosen NO to the above factors.
22%
65%
13%
Yes
No
Sometimes

87
Table 22 – Demonstrating whether the respondent’s role at work origins
strain.
Yes 55 55%
No 23 23%
Sometimes 22 22%
Total 100 100%
Table 29 - Respondent’s role at work origins strain
The above tabulation categorises the respondents with title role at work related stress/strain.
Elucidation -
Elucidation to the above table is as follows – Yes - 55%, No - 23%, Sometimes – 22%.
Therefore the majority of the respondents chose yes to the above factor.

88
Graph 22 – Screening whether the respondent’s role at work origins
strain.
Figure 42 - Respondent’s role at work origins strain
Inference –
It’s been an inference that majority of the respondents chose yes to the above factor.
Respondents in %
Yes 55%
No 23%
Sometimes 22%
55%
23% 22%
0%
10%
20%
30%
40%
50%
60%

89
Table 23 – Demonstrating whether the respondents sense difficulties in
line for work-life imbalance.
Variables
No.ofrespondents
Tothegreatextent
No.ofrespondents
Tosomeextent
No.ofrespondents
Notatall
TotalPercentage
Physical 60 60% 39 39% 01 01% 100%
Emotional 80 80% 10 10% 10 10% 100%
Psychological 23 23% 56 56% 21 21% 100%
Table 30 - Respondents sense difficulties in line for work-life imbalance
The above tabulation to the respondents senses difficulties in line for work-life imbalance.
Elucidation -
Elucidation to the above table is that Physical – 60%, 39%, 01%; Emotional 80%, 10%, 10%;
Psychological 23%, 56%, 51%. Where Physical - To the great extent with 60%, Emotional -
To the great extent with 80%, Psychological - To some extent with 56%.

90
Graph 23 - Screening whether the respondents sense difficulties in line for
work-life imbalance.
Figure 43 - Respondents sense difficulties in line for work-life imbalance
Inference –
The major interface for the variables are as charts,
 Physical - To the great extent.
 Emotional - To the great extent.
 Psychological To some extent.
Physical Emotional Psychological
Not at all 1% 10% 21%
To some extent 39% 10% 56%
To the great extent 60% 80% 23%
60%
80%
23%
39%
10%
56%
1%
10%
21%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%

91
CHAPTER V
Summary of Finding
The foremost summary from the survey are as follows –
 It’s been inference Max no. of workforces were feminine with 63%.
 We also evaluated that concentrated total of respondents age set belongs to below-20
with 36%.
 Elucidation pertaining to family structure is that majority no of workforce belong to
nuclear with 89%.
 Elucidation pertaining towards marital locus, where max no. of respondents happen
to be single with 76%. The spouse working to 16 respondents. The majority on the
basis of kids was one kid - 9%.
 Elucidation to the working title is that bulk of the respondents fit into stocker/sales
associate.
 It’s been elucidation that majority workforce work under less than 8hrs.
 It’s been found that majority of the present staff are working < 1 yrs.
 It’s been found that majority no. of the workforce in respective of income set arisen
between 1,00,000-1,50,000 with 72 respondents.
 It’s been since that majority of the workers are not following FWS. Therefore all the
respondents who are currently not following the FWS are bring into that they partake
newly or employed as a part-time.
 It’s been surveyed that employee’s work atmosphere is alarming to some extent,
which is found in the survey.
 The employees’ dual life is affected by minor level as the employees EI, WLB is
evaluated in the questionnaire.
 It’s been evaluated that majority of the respondents are pleased with the related outlet,
work-schedule etc. but few endorsements were surveyed as an outcome.

92
CHAPTER VI
Conclusion
In this study, we can elucidate that the employees EI & WLB quotient is an
atmosphere is continuing process in a broader contest. Thu the employee's trends keep on
changing as the expectation cultivate. The prime encounter faced in the retail is that there are
not formed any HR section, instead, they are only managed by the respective outlet or floor
managers; by which there will be no directed any appraisal channels at the individual’s neck
and neck. Here we can also find that all the retailers are evaluation only the performance of
the zonal or area outlets only; but not to the person’s neck and neck.
Throughout the study few attributes like EI, WLB, FWS, etc. are given additional
standing wherein the business itself is an enormous the deep from the stage of planning the
workforce’s EI and WLB. This research will help the retailers to evaluate and put out the
feebler segments and extemporising it.

93
CHAPTER VII
Suggestions to the Retail outlet’s
 The outlets should renovate with the usage of natural lighting with artificial lighting.
 Focusing on the eco-friendly natural C/A22
.
 The theme shades matching for purchase specific targeted audience and their
perception should be taken consideration.
 R&D23
wing to the zonal areas to improve the area precisely customised outlet.
 Make known to HR subdivision to conduct weekly/monthly reports of the each outlet.
 Innovating in areas in the retail website; like discounts, special offers, etc. to help the
customer to evaluate before procurement their purchases.
 Improvising on the hygienes in the FMCG24
and vegetables.
 Continuous re-check on the expiry dates of the products, by restocking the products
in the shelves on the day-to-day.
 Parking capability, particularly on the peak or weekends, is insufficient. Therefore
provided that enhanced parking capability.
 At the billing counter no additional charges on the baggage/cover to the customers.
22
Air Cooling
23
Research and Development
24
Fast-moving Consumer Goods

94
Bibliography
Books –
Barbara Hobson. (August 14, 2015). Work-life Balance - The Agency and Capabilities Gap.
Noida, UP, India: Oxford University Press.
Daniel Goleman. (2012). Working with Emotional Intelligence. New Delhi: Bloomsbury Pub
Ind Pvt. Ltd.
Daniel Goleman. (2017). Emotional Intelligence. New Delhi: Bloomsbury Pub. Ind. Pvt. Ltd.
Walter. J & Walters. J. (2010). Positive management: Increasing employee productivity. New
York, USA, Business Expert Press, LLC.
Journals -
Gambles. R, Rapoport. R, & Lewis. S. (2007). The constraints of a work-life balance. The
International Journal of Human Resource, 18(3), 360 – 373.
Websites -
Big Bazaar Team. (2017). Big Bazaar Retail Shop. Retrieved from Big Bazaar Store:
http://www.bigbazaar.com
Future Retail Limited. (2017). Future Retail Limited. Retrieved from Future Retail:
http://www.futureretail.in/
IBEF. (2017, May). India's Retail Industry. Retrieved from IBEF (India Brand Equity
Foundation): https://www.ibef.org/industry/retail-india.aspx
Landmark Group. (2017). Landmark Group. Retrieved from Landmark Group:
http://www.landmarkgroup.com/retail/india-1/spar/
Metro India. (2017). METRO - Cash & Carry. Retrieved from © METRO India Pvt. Ltd.:
https://www.metro.co.in/about-us
RIL, R. I. (2017). Reliance Foundation - Reliance Retail. Retrieved from Reliance Retail:
https://relianceretail.com/index.html
SPAR. (2017). SPAR INDIA. Retrieved from SPAR Hypermarket: https://sparindia.org.in/
Sreeradha Basu. (07 Mar 2016). 72% female in India expect better work-life balance
compared to 53% in Asia Pacific: Survey. Economic Times,
http://economictimes.indiatimes.com/jobs/72-women-in-india-expect-better-work-
life-balance-compared-to-53-in-asia-pacific-survey/articleshow/51289596.cms.

95
Star Bazaar. (2017). Star Bazaar. Retrieved from Star Bazaar India:
https://www.starbazaarindia.com/
Wikipedia. (2017, May 24). Emotional intelligence. Retrieved from Wikipedia:
https://en.wikipedia.org/wiki/Emotional_intelligence
Wikipedia. (2017, May 24). Retail. Retrieved from Wikipedia:
https://en.wikipedia.org/wiki/Retail
Wikipedia. (2017, February 24). Work–life balance. Retrieved from Wikipedia:
https://en.wikipedia.org/wiki/Work-life_balance

96
Annexures

97

98

99

100
APPENDIX 3
PROGRESS REPORT 1
Sl. No. Particulars
1 Name of the Student
2 Registration Number
3 Name of College Guide
4 Name and contact no of the Co-
Guide/External Guide Corporate) - Nil -
5 Title of the Dissertation A study on emotional intelligence and work-life
balance of employees in the retail sector in
Bengaluru city.
6 Name and Address of the
Company/Organisation where
dissertation is undertaken with
Date of starting Dissertation
- Nil -
Dissertation started as on - 13/04/2017
7 Progress report: A brief note
reflecting, Number of meeting
with Guides, places visited,
libraries visited, books referred,
meeting with persons, activities
taken up, preparations done for
collection and analysis of data
etc.,)
Number of Meetings with guide: 4 Days
Places visited: Retail outlets within Bangalore
Library Visited: SIMS - Library
Books referred: Working with Emotional
Intelligence by Daniel Goleman; Quality of
Work Life by Vijay Kumar S
Preparation is done for data collection and
analysis of data; Discussed on introduction,
review of the literature, research design and ways
to collect data with college guide.
Date: 09/05/2017
Signature of the Candidate Signature of the College Guide

101
APPENDIX 3
PROGRESS REPORT 2
Sl. No. Particulars
Bengaluru city.
Company/Organization where
- Nil -
etc.,)
Intelligence by Daniel Goleman; Work-life
Balance-The Agency and Capabilities Gap
Edited by Barbara Hobson
Preparation started towards questionnaire;
preparation is done for data collection and
analysis of data.
Date: 22/05/2017

102
APPENDIX 3
PROGRESS REPORT 3
Sl. No. Particulars
Bengaluru city.
Company/Organisation where
- Nil -
etc.,)
Intelligence by Daniel Goleman; Work-life
Balance-The Agency and Capabilities Gap
Edited by Barbara Hobson
Started with Company profile. Preparation
started towards questionnaire; preparation is
done for data collection and analysis of data; in
retail outlets. Summary of findings, conclusion,
recommendations are evaluated from the data.
Date: 06/06/2017

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