Due to the continuous work load pressure leads to increase the employee stress factors. The continuous increase of employee stress levels affects their health physically, mentally and psychologically. The impact of the job stress is not balancing the employee work – life. On behalf of! The stress most of the employees are consuming the alcoholic beverage to overcome the stress. By comparing life as a cycle, one wheel is a work and another wheel is a family life. Both the wheel should run parallel. If load increases on one side, then the life becomes unbalanced. The purpose of this study is to explore employees “use of tactics to manage their work and life stress; particularly the executive level employees” use of resources and social support as well as their perceptions of flexibility. For this research work researcher adopt Proportionate Stratified Random Sampling method to collect the data. A total of 184 executive level employees in Hyundai Motors India Limited were administered work life balancing scales. Chi – square analysis and multiple regression were used for data analysis. The chi – square analysis test for independence at 0.05 level of significance shows that there is no statistically significant association between experiences with their feeling about balancing work life. The result of regression analysis indicated that there is no statistically significant difference between participants opinion towards the initiative action taken by the organization to manage their employee work life balance. On the basis of these findings, found that the participants are says that they are balancing their career and life style with the support of family members.

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Working Father and their perceived Work – Life Balance with
special reference to Hyundai Motors (I) Private Limited at
Chennai
I. Arul Edison Anthony Raj1
, Dr. Sheeba Julius2
ABSTRACT: Due to the continuous work load pressure leads to increase the employee stress
factors. The continuous increase of employee stress levels affects their health physically,
mentally and psychologically. The impact of the job stress is not balancing the employee
work – life. On behalf of! The stress most of the employees are consuming the alcoholic
beverage to overcome the stress. By comparing life as a cycle, one wheel is a work and
another wheel is a family life. Both the wheel should run parallel. If load increases on one
side, then the life becomes unbalanced. The purpose of this study is to explore employees
“use of tactics to manage their work and life stress; particularly the executive level
employees” use of resources and social support as well as their perceptions of flexibility. For
this research work researcher adopt Proportionate Stratified Random Sampling method to
collect the data. A total of 184 executive level employees in Hyundai Motors India Limited
were administered work life balancing scales. Chi – square analysis and multiple regression
were used for data analysis. The chi – square analysis test for independence at 0.05 level of
significance shows that there is no statistically significant association between experiences
with their feeling about balancing work life. The result of regression analysis indicated that
there is no statistically significant difference between participants opinion towards the
initiative action taken by the organization to manage their employee work life balance. On
the basis of these findings, found that the participants are says that they are balancing their
career and life style with the support of family members.
KEYWORD: Employee engagement, job stress, satisfaction, work life balance, work life conflict, working time
arrangements.
This study begins with the basic assumption that work related demands can intrude
into the rest of workers‟ lives. This assumes that workers must deal with often competing
demands as they negotiate between spheres of “life” and work. This study explored how
participants manage these competing demands. The goal was not to suggest the primacy of
work in workers‟ lives. Indeed it suggests the potentially problematic nature of work’s
intrusion into the rest of workers‟ lives.
The work related literature suggests that working conditions are becoming
increasingly stressful (Judge & Colquitt, 2004). Unfortunately stress is known to have broad
and adverse implications for health; chronic stress can alter an individual’s immune system,
cause inflammation, higher blood pressure, hypertension and other cardiovascular issues
(Kang, et al., 2010). Such conditions are inconsistent with a productive and satisfied
workforce. Indeed, one of the most common reasons for employee turnover is stress (Porter
& Alman, 2010).
Employees are spending more time than ever before at their jobs; White, et al. (2003)
report that employees are working the equivalent of an extra month per annum. Being
1
Ph.D., Research Scholar, Bharatiar University, Coimbatore, Tamil Nadu, South India – 641 046.
2
Assistant Professor & Research Supervisor, Department of Commerce, A.D.M. College for Women,
Nagapattinam, Tamil Nadu, South India – 611 001.

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overworked can lead to work-home conflict, a form of inter-role conflict in which the role
pressures from work and family domains are mutually incompatible (Bacharach, Bamberger
& Conley, 1991; Innstrantd, Langballe & Falkum, 2010). Such conditions suggest concerns
over well-being and work life balance issues (Jennings & McDougald, 2007). It may come as
no surprise that many workers are questioning the amount of time and energy devoted to
work. (Maxwell & McDougall, 2004). Many now value the idea of work-life balance and see
it as a criterion of success (Jennings & McDougald). The definition of work-life balance that
was used for this research is work-life balance is “the individual perception that work and
non-work activities are compatible and promote growth in accordance with an individual’s
current life priorities” (Kalliath & Brough, 2008).
There has been an increased focus on balancing multiple life roles and managing the
boundary between work and family. The work-life and quality of life literatures have
identified 170 different life domains that are important in achieving work-life balance; a few
of the top domains include work, financial resources, leisure, dwelling and neighbourhood,
family, friendship, social participation and health (Warren, 2004). With the increasing focus
and pressure to balance all of these different life domains, there has been increasing levels of
burnout reported by employees (Bacharach, Bamberger & Conley, 1991). Work life balance
issues have been found to affect one’s identity, well-being and quality of functioning
(Cinamon & Rich, 2010).
To minimize employee’ work life balance issues, organizations have turned to
policies such as flextime, on-site childcare, and other mechanisms to ensure that engaging in
one’s family does not interfere with work (Rothbard, 2001). These policies and programs
may assist in alleviating difficulties in managing multiple roles, thus enhancing employee’s
quality of life (Haar & Roche, 2010). The success of such policies appears to be linked to the
front line supervisor (Cinamon & Rich, 2010). An understanding and supportive supervisor
can increase an employee‟s confidence, provide valuable resources, be understanding,
flexible and support the employee (Thornhill & Saunders, 1998).
This research suggests that balancing the demands of work and the other spheres of
life is both complex and dynamic. Unfortunately, few leisure related studies have considered
how this balancing act is undertaken. Most related research has been quantitative in character
focusing largely on specific aspects of the negotiation process. It seems appropriate, as this
point, that we listen to the workers‟ stories as they think about and undertake this balancing
act.
The study of Crooker et al., (2002) focused particularly on those personality
constructs that may explain how individuals respond to complexity and dynamism in life. In
their model there is a representation of the antecedents of work-life balance in which life
complexity and dynamism are posited as an independent variable set affecting the dependent
variable work-life balance.
According to Hildebrandt & Littig (2006) the long-term tendencies of changing
societal value orientations also play an important role. Currently, we can observe a certain
synthesis of traditional, performance and reliability-oriented values on the one hand, and
modern demands for self-determination and self-realization on the other hand. This shift has
for a long time been interpreted as an increased emphasis on free time, as a diminution of the

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significance of work-related obligations in favour of leisure time. The various changes in
work organization have increased the need for new skills and self-organization, but people
have also become more aware of the obligations and duties of private, every-day life.
Unfortunately, the work-life balance formula does not prevent the dominance of work over
the time patterns of life.
Another characteristic is the extent to which normative standards are taken into
account, both directly and indirectly. Many studies focus mainly on female employment and
new family constellations (see Milkie & Peltola, 1999). Their normative point of reference is
gender equity in employment participation and the distribution of care work, but different
ideas about the right balance between public assistance for families and individual
responsibility are considered as well. In this way, some studies associate balance with a state
of near stability, whereas others emphasise the act of balancing in a situation of (permanent)
imbalance (see Hildebrandt & Littig, 2006). Work-life balance studies examine negotiation
processes that involve different interests and different areas of life, including the possibilities
to attain the individually desired conditions (such as working time) and thus maintain or
improve the quality of life.
The term work-life balance is based on the assumption that these are two individual
and clearly separated spheres, the interplay of which significantly affects the quality of life,
but many, especially feminist, researchers often doubt the validity of this assumption. They
criticize the separation of work and family life as being a “simplified dualism” (Hildebrandt
& Littig, 2006: 220). Furthermore they argue that day-to day life also happens under
employment conditions, and that the family and household have always involved hard and
involuntary work.
1.1 Purpose of the study:
Main scope of the study is to provide the suitable measure to the employees to
improving their work-life balance, and find out the root cause for unbalancing work-life, and
end of the study, researcher offers valuable remedies to the organization to help their
employees to overcome the unbalancing work-life situation.
1.2 Objectives of the study:
 To measure the participants level of feeling towards their life-style and career.
 To analyze the relationship between the participants various opinion towards the
initiative action taken by the organization to manage their work life balance.
1.3 Testing hypotheses:
 I predicted that the experienced participants was explain their felling about work life
balance.
 There is no statistically significant relationship between the participants various
opinion towards the initiative action taken by the organization to manage their work
life balance.

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Methods
2.1 Participants in the study:
This study is a casual study to measure the level of working father’s work-life balance
in Hyundai Motors India Limited. For this study, executive grade employees were chosen
from four different departments like HR Generalist, Labour Welfare, Industrial Relations and
Training and Development.
2.2 Research design:
The formidable problem that follows the task of defining the research problem is the
preparation of the design of the research project, popularly known as the “research design”.
Decisions regarding what, where, when, how much, by what means concerning an inquiry or
a research study constitute a research design. “A research design is the arrangement of
conditions for collection and analysis of data in a manner that aims to combine relevance to
the research purpose with economy in procedure.”
The arrangement of conditions suitable for collection and analysis of data varies
depending upon the type of research study. In this research of work-life analysis, the type of
research used is ‘Descriptive Research’.
2.3 Procedure for the study:
Proportionate Stratified Sampling Method was used for selecting the sample
participants from all these four departments in HMIL. The sample size for the study was
scientifically determined. It is calculated that the recommended sample size for the
population of 351, a confidence level of 95%, and a margin of error (degree of accuracy) of
5% would be 184. Further this sample size is proportionately distributed according to the
number of employees in each branch. Both the primary and secondary data have been
collected for the research work.
Results
From the frequency table for the participants experience with their feeling about
balancing work life (see table 1) shows that, how often the experience wise classification
together with each of the two values of participants feeling towards their balancing work life.
Out of 184 participants, 12.0 per cent of the participants have below 2 years of experience,
24.5 per cent of the participants have 2 to 4 years of experience, 21.7 per cent of the
participants have 4 to 6 years of experience, 29.9 per cent of the participants have 6 to 8 years
of experience and 12.0 per cent of the participants have more than 8 years of experience.
Out of 12.0 per cent of the participants those who have below 2 years of experience,
5.4 per cent of the participants are says that they feel better on their work life balancing and
6.5 per cent of the participants are says that they feel bad on their work life balancing in the
organization.
Out of 24.5 per cent of the participants those who have 2 to 4 years of experience,
17.9 per cent of the participants are says that they feel better on their work life balancing and
6.5 per cent of the participants are says that they feel bad on their work life balancing in the
organization.

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Out of 21.7 per cent of the participants those who have 4 to 6 years of experience,
14.1 per cent of the participants are says that they feel better on their work life balancing and
7.6 per cent of the participants are says that they feel bad on their work life balancing in the
organization.
Out of 29.9 per cent of the participants those who have 6 to 8 years of experience,
19.0 per cent of the participants are says that they feel better on their work life balancing and
10.9 per cent of the participants are says that they feel bad on their work life balancing in the
organization.
Out of 12.0 per cent of the participants those who have more than 8 years of
experience, 5.4 per cent of the participants are says that they feel better on their work life
balancing and 6.5 per cent of the participants are says that they feel bad on their work life
balancing in the organization.
Tests of independence table (see table 2) shows the results of a hypothesis test run to
determine whether or not to reject the idea that the participants feeling about balancing work
life with their experience classifications are independent. Since the Pearson Chi-square value
is 7.778 and the p – value is 0.100 (which is greater than or equal to 0.05), it cannot reject the
hypothesis that the rows and columns are independent at 95.0 per cent confidence level.
Therefore, the observed values of participants experience for a particular case may be bear no
statistically significant association to its value for their feeling about balancing work life.
The symmetric measure table (see table 3) Phi and Cramer's V are both tests of the
strength of association. We can see that the strength of association between the variables is
very weak.
From the multiple regression analysis, the general form of the equation to predict is:
Predicted Y = a + b1X1+ b2X2+ b3X3 + b4X4+ b5X5
Where, Y = Initiative actions taken by the organization to manage employee work life
balance (Dependent Variable)
X1 = More flexible hours
X2 = Time off during school holidays
X3 = Time off during emergencies & events
X4 = Support from family members
X5 = Support from supervisor / colleagues
Initiative actions taken by the organization to manage employee work life balance Y =
[3.637 – (0.051 × More flexible hours) – (0.057 × Time off during school holidays) – (0.091
× Time off during emergencies & events) + (0.007 × Support from family members) – (0.086
× Support from supervisor / colleagues)]. (See table 6)
Since the p – value in the ANOVA table (see table 5), the F – ratio is 0.759 and the p
– value is 0.581 (which is greater than or equal to 0.05), it shows that there is not a
statistically significant relationship between the variables at the 95.0 per cent or higher
confidence level.
The R-Squared statistic indicates that the model as fitted explains 2.1 per cent of the
variability in the participants’ opinion towards the initiative actions taken by the organization

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to balancing their lifestyle and career. The adjusted R-squared statistic, which is more
suitable for comparing models with different numbers of independent variables, is -0.07%.
The variables namely X3 (Time off during emergencies & events) and X5 (Support from
supervisor / colleagues) have a 57.0 per cent of relationship between them is highest among
the five reliability items (see table 7). It is conclude that among the five Reliability variables
of opinion towards the action taken by the organization which used to predict the impact on
the initiative actions taken by the organization to balancing their lifestyle and career.
However, the reliability variable, X1, X2, X3, X4 and X5, were not made any significant
impact on the initiative actions taken by the organization to balancing their lifestyle and
career. It is notice that the highest P-value on the independent variables is 0.904, belonging to
X4 (Support from family members). Since the P-value is greater or equal to 0.05, that term is
not statistically significant at the 95.0% or higher confidence level. Consequently, it should
consider removing Support from family members from the model.
Discussion
Aim of the study is to analyze the association between the participants experience
wise classification with their feeling towards balancing work life. Specially, we wanted to
check whether the existing actions taken by the organization help their employees to
balancing their career and lifestyle. So, we conducted our study in which 184 executive level
employees in Hyundai Motors India Limited at Irrungattukottai, Sriperumbudur.
Our objective focus on two main aspects. On one hand, to measure the participants
level of feeling towards their life-style and career. And on the other, to analyze whether the
relationship differ on the initiative action taken by the organization to manage their work life
balance.
In relation to the first objective we have found that our hypothesis is fulfilled, since
the experience shows that the participants feeling towards their existing work life balance in
HMIL. As far as, the result point out that the participants those who have an experience
between 2 years and 8 years; they feel somewhat better about their existing work life balance
and apart from them. Participants those who have below 2 years and more than 8 years of
experience; they not feel well about their existing work life balance in the organization.
With regard to the second objective, we have found that there is no difference on the
participants various opinion towards the initiative action taken by the organization to manage
their work life balance. The research was conducted to identify the organization’s action
taken which help the employees to overcome their work life balance. Out of five, only one
dimension have a positive impact on action taken by the organization to manage their work
life balance. That is, support from the family members is highly help the executive level
employees to balancing their lifestyle and career. In this study data were gathered from the
executive level employees in Hyundai Motors India Limited.
The result may not be generalized to all the employees in other organization in and
around area. Further study may include more number of employees in different department in
Hyundai Motors India Limited and also may target the organization in located in and other
regional areas.

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References
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Cinamon, R. & Rich, Y. (2010). Work family relations: Antecedents and outcomes. Journal of Career
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Haar, J. & Roche, M. (2010). Family supportive organization perceptions and employee outcomes:
The mediating effects of life satisfaction. The International Journal of Human Resources
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Jennings, J. & McDougald, M. (2007). Work-family interface experiences and coping strategies:
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Judge, T. & Colquitt, J. (2004). Organizational justice and stress: The mediating role of work family
conflict. Journal of Applied Psychology, 89 (3), 395-404.
Kalliath, T. & Brough, P. (2008). Work-life balance: A review of the meaning of the balance
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Kang, D., Rice, M., Park, N. Turner-Henson, A. & Downs, C. (2010). Stress and inflammation: A bio-
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Kothari, C.R., Research Methodology: Methods and Techniques, New Delhi, New Age International
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Maxwell, G. & McDougall, M. (2004). Work-life balance. Public Management Review, 6 (3), 377-
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Porter, S. & Ayman, R. (2010). Work flexibility as a mediator of the relationship between workfamily
conflict and intention to quit. Journal of Management & Organization, 16, 411- 424.
Rothbard, N. (2001). Enriching or depleting? The dynamics of engagement in work and family roles.
Administrative Science Quarterly, 46, 655-684.
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of Waterloo, Ontario, Canada, 2011.
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Private Limited, Fourth Revised and Enlarged Edition, 2009, p. 317.
Thornhill, A. & Saunders, M. (1998). What if line managers’ don’t realize they’re responsible for
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175-195.

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Table 1
Frequency table for the participants experience with their feeling about balancing work life
Feel about balancing
work life Total
Yes No
Experience
Below 2 years
10 12 22
5.4% 6.5% 12.0%
2 years - 4 years
33 12 45
17.9% 6.5% 24.5%
4 years - 6 years
26 14 40
14.1% 7.6% 21.7%
6 years - 8 years
35 20 55
19.0% 10.9% 29.9%
More than 8 years
10 12 22
5.4% 6.5% 12.0%
Total 114 70 184
Table 2
Result of tests of independence for the participants experience with their feeling about
balancing work life
Test Statistics df P-Value
Pearson Chi-Square 7.778 4 0.100
Table 3
Strength of association for the participants experience with their feeling about balancing work
life
Value Approx. Sig.
Nominal by Nominal
Phi 0.206 0.100
Cramer's V 0.206 0.100
N of Valid Cases 184
Table 4
Result of model summary – initiative actions taken by the organization to manage employee
work life balance with the participants’ opinion towards the action taken by the organization
Model R R Square Adjusted R Square Std. Error of the Estimate
1 0.144 0.021 -0.007 1.010

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Table 5
Result of ANOVA – initiative actions taken by the organization to manage employee work
life balance with the participants’ opinion towards the action taken by the organization
Model Sum of Squares df Mean Square F - ratio P-Value
1
Regression 3.869 5 0.774 0.759 0.581
Residual 181.500 178 1.020
Total 185.370 183
Table 6
Result of regression analysis – initiative actions taken by the organization to manage
employee work life balance with the participants’ opinion towards the action taken by the
organization
Parameter Estimate Standard Error t - Statistic P-Value
(Constant) 3.637 0.856 4.247 0.000
X1 -0.051 0.066 -0.769 0.443
X2 -0.057 0.066 -0.859 0.392
X3 -0.091 0.069 -1.325 0.187
X4 0.007 0.059 0.121 0.904
X5 -0.086 0.056 -1.544 0.124
Table 7
Correlation between the reliability variables of the action taken by the organization for
balancing employees’ work life
X1 X2 X3 X4 X5
X1 1.000
X2 0.383 1.000
X3 0.389 0.409 1.000
X4 0.407 0.526 0.411 1.000
X5 0.476 0.497 0.570 0.396 1.000