This document provides an introduction and outline for a study on work-life balance of employees of GIDC in Vadodara, India. The study will be conducted by Gattu Phanikirtana for partial fulfillment of a Bachelor of Commerce degree. The introduction defines work-life balance and outlines its importance. It discusses the roles of gender, family, and technology in work-life balance. It also covers the consequences of imbalance, advantages and disadvantages of balance, and ways to achieve balance. The scope of the study is employees of GIDC in Vadodara. Upcoming chapters will include literature review, research methodology, data analysis, findings, conclusions, and recommendations.

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“A STUDY OF WORK-LIFE BALANCE OF SELECTED EMPLOYEES OF GIDC”
A PROJECT REPORT FOR THE PARTIAL REQUIREMENT OF
DEGREE OF BACHELOR OF COMMERCE (HONOURS)
IN
HUMAN RESOURCE MANAGEMENT
SUBMITTED TO
B.COM (HONOURS)
THE MAHARAJA SAYAJIRAO UNIVERSITY OF BARODA
BY
GATTU PHANIKIRTANA
EXAM SEAT NO: 617034
T.Y B.COM (HONOURS)
SEMESTER VI
UNDER THE GUIDANCE
DR. SUSHILKUMAR M. PARMAR
B.COM (HONOURS) PROGRAMME
THE MAHARAJA SAYAJIRAO UNIVERSITY OF BARODA
MARCH 2018

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PARTICULARS PAGE
NO.
CERIFICATE VI
DECLARATION VII
ACKNOWLEDGEMENT VIII
LIST OF FIGURES IX
CHAPTER 1: INTRODUCTION 10-16
1.1 Concept
1.2 Role of gender and family
1.3 Role of technology
1.4 Consequences of imbalance
1.5 Advantages of work-life balance
1.6 Disadvantages of work-life balance
1.7 Ways to achieve work-life balance
1.8 Significance
1.9 Scopeand coverage
CHAPTER 2: LITERATURE REVIEW 18-23
2.1 Reference
CHAPTER 3: RESEARCHMETHODOLOGY 25-27
3.1 Research design
3.2 Objectives of the research
3.3 Sampling details
3.4 Data collection
3.5 Limitation of the study
3.6 Outline of the chapter
CHAPTER 4: DATA ANALYSIS AND INTERPRETATION 29-52
CHAPTER 5: FINDINGS AND CONCLUSION 53-58
5.1 Findings
5.2 Conclusion
CHAPTER 6: RECOMMENDATIONS 60-62
CHAPTER 7: BIBLIOGRAPHY 64-66

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 APENDICE 68-71

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LIST OF FIGURES:
SR.NO PARTICULARS PAGE.NO
4.1 Gender of participants 29
4.2 Age of participants 30
4.3 Marital status 31
4.4 Family structure 32
4.5 Work in days of weeks 33
4.6 Shift allotted 34
4.7 Time spent on travelling 35
4.8 Overstay in office 36
4.9 Find employees working 37
4.10 Stress 38
4.11 Family out on vacation 39
4.12 Care of children 40
4.13 Time spend on children 41
4.14 Balanced between work/life 42
4.15 Flexible schedule 43
4.16 Social family gathering 44
4.17 Social office gathering 45
4.18 Household activities 46
4.19 Efficiency 47
4.20 Health 48
4.21 Productivity 49
4.22 Retain employees 50

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4.23 Initiatives of organizations 51
4.24 Priorities 52

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CERTIFICATE
This is to certify that the work incorporated in the project report entitled ‘A STUDY ON
WORK-LIFE BALANCE’ from selected employees of Vadodara; Gujarat submitted
by GATTU PHANIKIRTANA was carried out by her under my supervision. To the best
of my knowledge: 1) she has not submitted the same research work to any other
institution for any degree/ diploma, assocateship, fellowship or other similar titles 2) the
project report submitted is a record of original research work done by her during the
period of study under my supervision and 3) the project report represents independent
research work on the part of her.
Dr. Sushilkumar M. Parmar
Department of Commerce and Business Management
B. Com (Honors)
The Maharaja Sayajirao University of Baroda
Vadodara- Gujarat (INDIA)
Place: Vadodara Date: 15 march, 2018.

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DECLARATION
I declared that the project report entitled ‘A Study on Work-life Balance of employees’
working in GIDC Vadodara. Submitted by me for the degree of bachelor of commerce
(honors) is the record of research work carried out by me during the academic year 2017-
18 under the guidance of Mr. Sushilkumar M. Parmar and has not formed the basis for
the award of any degree, diploma, associate ship, fellowship, titles in this or any other
university or other institutions of higher learning.
I further declare that the materials obtain from other sources has been duly
acknowledged in the project report. I shall be solely responsible for any plagiarism or
other irregularities, if noticed in the project report.
GATTU PHANIKIRTANA DATE: 15, MARCH 2018
T.Y. B.COM (HONOURS)

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ACKNOWLEDGEMENT
I have taken efforts in this project. However, it would not have been possible without the
kind support and help of many individuals and organizations would like to extend my
sincere thanks to all of them.
I am highly indebted to Dr.Sushilkumar .M Parmar for his guidance and constant
supervision as well as for providing necessary information regarding the project and also
for their support in completing my project.
I would like to express my gratitude towards my parents and the employees of the
selected organization for their kind cooperation and encouragement which helped me in
completion of this project.
I would like express my special gratitude and thanks to industry persons for giving me
such attention and time

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CHAPTER ONE: INTRODUCTION

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CONTENTS
1.1 Concept
1.2 Role of gender and family
1.3 Role of technology
1.4 Consequences of imbalance
1.5 Advantages of work-life balance
1.6 Disadvantages of work-life balance
1.7 Ways to achieve work-life balance
1.8 Significance
1.9 Scope and coverage

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1.1 CONCEPT :
The work leisure dichotomy was invented in the mid- 1800’s. Paul Krassneer remarked that
anthropologists use a definition of happiness that is to have as little separation as possible
“between your work and your play”. The expression “work- life balance” was first used in the
United Kingdom I the late 1970’s to describe the balance between an individual’s work and
personal life.
Work- life balance is about effectively managing the juggling act between paid work and the
other activities that are important to people. It’s not about saying that work is wrong or bad, but
that work shouldn’t completely crowd out the other things that matter to people like time with
family, participation in community activities, voluntary work, personal development, leisure and
recreation.
Felstead et al. (2002) defines work-life balance as the relationship between the institutional and
cultural times and spaces of work and non-work in societies where income is predominantly
generated and distributed through labor markets.
The right balance is a very personal thing and will change for each person at different times of his
or her lives. For some people the issue is being able to get into work or find more work rather
than having too much work. There is no “one size fits all” solution. A balanced life is one where
we spread our energy and effort- emotional, intellectual, imaginative spiritual and physical-
between key areas of importance. The neglect of one or more areas, or anchor points, may threat
the vitality of the whole.
Work- life balance , as it is popularly understood as a perfect equilibrium between the demands of
work, and the demands of home and self-the Goldilocks of lifestyles, wherein we are not only
required to give the exact right amount of our energy and selves to any given sphere.
Work life balance far from being some kind of perfected equilibrium is about making deliberate,
incremental and intentional choices aimed at having more control in life.

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Thinking of it in this way and taking the time to do something anything about it can make us
happier, healthier and more productive
Work life balance is increasingly an issue for any country. Jobs, the workplace and the
workforces are changing as:
More women and sole parents go into work.
More people juggle more than one job.
The workforce ages are increasingly diverse.
Businesses continue to complete globally to hire skilled workers.
Technology changes the way we work (eg: cell phones and PC’s blur the distinction
between work and personal time.)
For any country, the two biggest work life balance problems are:
 People with not enough work or income
 People who have too much work: the low paid need to work long hours to earn enough and
the higher paid who may feel trapped into working more hours than they want to.
1.2 ROLE OF GENDER AND FAMILY:
Work life conflict is not gender specific. According to the center for American progress,
90percentage of working mothers and 95percentage of working fathers report work-life
conflict. However because of the social norms surrounding each gender role ,and how the
organization views its ideal worker, men and women handle the work-life balance
differently. Organizations play a large part in how their employees deal with work-life
balance. Some companies have taken proactive measures in providing programs and
initiatives to help their employees cope with work life balance.
The conflict of work and family can be exacerbated by perceived deviation from the “ideal
worker” archetype, leading to those with caretaker roles to be perceived as not as dedicated

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to the organizations. This has a disproportionate impact on working mothers, who are seen
less worthy of training than childless women.
Today there are many young women who do not want just to stay at home and do house
work, but want to have careers. Majority of women with dependent care responsibilities
cannot or do not wish to give up careers. While women are increasingly represented in the
work force, they still face challenges balancing work and home life. Both domestic and
market labor compete for time and energy. For women, the results show that only time spent
in female housework chores has a significant negative effect on wages.
Many men do not see work alone as providing their lives with full satisfaction; and want a
balance between paid work and personal attachments, without being penalized at work.
These men may desire to work part-time, in order to spend more time with their families.
1.3 ROLE OF TECHNOLOGY:
Most recently, there has been a shift in the workplace as a result of advances in technology.
As Bowswell and Olson-Buchanan stated, “increasing sophisticated and affordable
technologies have made it more feasible for employees to keep contact with work.”
Employees have many methods such as emails, computers and cell phones which enable
them to accomplish their work beyond the physical boundaries of their office. Employees
may respond to an email or a voice mail after-hours or during the weekend typically while
not officially “on the job”. Researchers have found that employees who consider their work
roles to be important component of their identities will be more likely to apply these
communication technologies to work while in their non work domain.

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1.4 CONSEQUENSES OF IMBALANCE:
Mental health is a balancing act that may be affected by four factors: the influence of
unfavorable genes, by wounding trauma, by private pressures and most recently by the stress
of working. Many people expose themselves unsolicited to the so-called job stress, because
the hard worker enjoys a very high social recognition. These aspects can be the cause of an
imbalance in the areas of life. But there are also others reasons which can lead to such an
imbalance.
1.5 ADVANTAGES OF FLEXIBLE WORK SCHEDULES FOR EMPLOYEES
With flexible work schedules, employees experience these benefits:
 Flexibilityto meet family needs, personal obligations, and life responsibilities
conveniently. If you have a flexible schedule, you can go to a parent-teacher conference
during the day, take yoga class or be home when the washing machine repair person
comes.
 Reduced consumption of employee commuting time and fuel costs. In some areas,
commutes of more than an hour each way are not uncommon. If these employees are
allowed to work from home, that saves two hours of time, gas, and wear and tear on the
road. Not to mention, fewer people driving means it’s easier for those people who are
commuting.
 Avoid traffic and the stresses of commuting during rush hours. You’d amazed at how
much faster a commute can be if you have to be in the office at 10:00 instead of 8:00.
 Increased feeling of personal control over schedule and work environment. One
reason people like to work for themselves is the control issue. By allowing employees to
determine their own schedule and work environment, you appeal to the entrepreneurial
spirit- which can be good for your employees.

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 Reduces employee burnout due to overload. Flexibility means employees can take a
break when they need it without incurring the wrath of a boss.
 Allows people to work when they accomplishmost, feel freshest, and enjoy working.
Many managers feel that early birds are hard workers and night owls are slackers. There’s
no evidence that is the case- it’s simply cultural.
 Depending on the flexible work schedule chosen, may decrease external childcare
hours and costs. It needs to be clear that for all but a handful of jobs, working from home
still requires child care. However, if a couple both have flexible schedules.
1.6 DISADVANTAGES OF FLEXIBLE SCHEDULES FOR EMPLOYEES
 Employees who thrive in an office environment may find it difficult to work when his
colleagues don’t hold the same schedule. This is why many employers require core
days and core hours during which everyone is in the office.
 Working from home can often make neighbors and friends think you aren’t actually
working thus causing problems with relationships.
 There is no clear delineation between work and home. When you use flexible
schedules sometimes that means work all of the time. If your boss allows you the
flexibility to go to your child’s soccer game, then the boss may not feel guilty about
calling you at 9 30.
1.7 WAYS TO ACHIEVE WORK LIFE BALANCE:
“In our digitally driven world, it’s imperative to maintain a work life balance “. People need time
to think, relax and give themselves a break: otherwise productivity will decrease.
The following are the ways to feel more in control of work and life balance:

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1. Set boundaries:
One needs boundaries to achieve balance between personal and professional lives. Executives
often respect workers for setting flexible yet strict boundaries. When one puts oneself first, he
is better equipped to manage people and give people what they need.
2. Recognize the role of work:
Work plays a significant role in one’s life. Adopting the right mindset about it i.e
understanding and appreciating all the things your income affords- allows you to celebrate
and enjoy the fruits of your labor rather than making your job seem like endless drudgery.
Practicing and expressing gratitude for your job and your partners will create a sense of
belonging among colleagues which can generate a familial culture.
3. Don’t be afraid to unplug:
We live in a connected world that never sleeps. Cutting ties with the outside world from time
to time allows us to recover from weekly stress and gives us space to so other thoughts and
ideas emerge. Sometimes truly unplugging means taking a vacation and shutting work
completely off for a while.
4. Create a daily routine
Like maintaining a calendar, implementing a strong daily routine will keep you on track to
achieve the balance you want. Setting strong habits such as sleeping 8 hours, not checking
mails for the first couple hours of the day getting outside daily and taking time to eat right
and workout will make you healthier and happier.
5. Make time for yourself
While your job is important, it shouldn’t be your entire life. You were an individual before
taking this position, and you should prioritize the activities or hobbies that made you happy.

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6. Be present, consistent and accountable
Being present requires you to be attentive at home at work and during free time. Where you
spend your time and energy has a direct connection to how successful you are in achieving
work life balance
1.8 SIGNIFICANCE:
By this research it would be easy to retain skilled and specialist employees and
professional staff. The organization would be benefited as there would be increase in the
performance and productivity. This research would also benefit to employees of the
organization such as decrease in the stress and burnout, more participation in the
management, reduction in the sickness and absenteeism, improvement in morale.
1.9 SCOPE AND COVERAGE:
The survey would be conducted in GIDC, SAVLI VADODARA. The research would
cover the GIDC SAVLI VADODARA employees only. The researcher has taken 80 as
the sample size. This research covers the aspects of work life balance.

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CHAPTER TWO: LITERATURE REVIEW:

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Gregoryand Milner (2009) undertook a research aimed at the work life balance challenges
posed by new organizational practices and strongly gendered organizational and national cultures.
At the same time they give us some pointers for improving employees’ work life balance. Most
importantly they demonstrate the limitations of back up individual choice. And found that
Employees’ work-life balance priorities fall under 3 categories : working time arrangement ,and
for those with parenting or other care responsibilities, parental leave entitlements and childcare;
were these needs are met through organizational work life programmes, employees are found to
have job satisfaction, sense of control ,great involvement at home.
Alan Felstead, Nick Jewson, (2002) the author undertook research which aimed at
Opportunities to work at home in the context of work-life balance, outlining definitions of Work-
life balance, family friendly which place spatial issues and hence working at home is the main
subject and resulted that the option to work at home is more likely to be available in the public
sector, large establishments in which individuals are responsible for the quality of their own
output.
EileenDrew, Eamonn M.Murtagh (2005) this article concentrates on the experience of and,
attitudes towards, work- life balance by female and male senior managers in a major Irish
organization for which WLB is now a strategic corporate objective, and found that the greatest
obstacle to achieve WLB as the “long hours” culture is to avail flexible options. Women want to
avail themselves of more flexible arrangements for family/ quality of life reasons. To take their
own careers seriously jeopardize taking up their WLB arrangements.
Jeff Hyman, Juliette Summers (1971) The research aimed at some major problems associated
such as problem concerns unevenness of adoption across different sectors and organizations, lack
of formalization of organizational level , restrictedemployee voice etc. The UK operated a lightly
regulated approach to help employees balance their work and domestic obligations. It resulted
that many employees continue to face difficulty in reconciling their work and domestic
responsibilities.

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Alan .L. Saltzstein, Yaun Ting, Grace Hall Saltzstein (2001) in this article the provision of
family-friendly policies and implications for the organizations was examined. It aimed to test a
theoretical framework regarding the relationships between work and family demands, family-
friendly policies, satisfaction for diverse groups of employees with different personal and family
needs.
Ruokolainen, Paivi, (2017) the main objectives of this study were to explore common factors
that are likely to affect the work life balance of individuals and to investigate the role of human
resource practices and policies in enhancing employee wellbeing. An additional objective was to
evaluate whether such investments would be financially beneficial. This research came to a
conclusion that for organizations to enhance the wellbeing of personnel, it seems to be beneficial
to first focus on organizational culture and to provide organizational support, and then develop
formal wellbeing offerings. These actions are likely to contribute to the productivity of
organizations and health care costs that can in turn give competitive advantage and basis for
growth.
T.Alexander Beaurgard, LesleyC. Hendry (2009). The business for worklife balance practices
as espoused by many organizations, rest on attracting better applicants and reducing worklife
conflict among existing employees in order to enhance organizational performance. This review
provides some evidence for the claim regarding recruitment, but there is insufficient evidence to
support the notion that work life practices enhance performance by means of reduced worklife
conflict. The impact of this research was moderate by a number of factors including national
context, job level, and managerial support.
Michelle Arthur. (2003). this study of fortune 500 firms found that announcements of work life
initiatives were associated with increased shareholder returns. It illustrated a significant, positive
relationship between work and family human resource initiatives and share price. Share price
reactions occurring both before and after legitimation of a program were examined.

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E. Jeffrey Hill, Brent Miller, Sara Weiners, Joe Colihan (2006). This study looked at the
impact of telework, measuring those working remotely vs. a group of traditional workers.
Quantitative analysis revealed the perception of greater productivity, higher morale, increased
flexibility and longer work hours due to telework, as well as an equivocal influence on work life
balance and a negative influence on teamwork. Using a quasi-experimental design, quantitative
multivariate analyses supported the qualitative findings related to productivity flexibility and
worklife balance.
Wendy Casper and Christopher Harris. Journal of Vocational Behavior (2008)
Work life practices increase attachment, loyalty and commitment to the organization. This study
examines two competing theoretical explanations for why work-life polices such as dependent
care assistance and flexible schedules influence organizational attachment. The self-interest utility
model posits that work-life policies influence organizational attachment because employee use of
these policies facilitates attachment. The signaling model posits that these policies attachment
through perceived organizational support. Regression analyses explored both models using a
sample of full time employees. Results supported both the signaling model and the self interest
utility model.
Guest.E. David (2002) it reviews aspects of contemporary theory and research on work-life
balance. It starts by exploring why work-life balance has become an important topic for research
and policy in some countries and after outlining traditional perspectives examines the concept of
balance and its implications for the study of the relation between work and the rest of life. A
model outlining the clauses, nature and consequences of a more or less acceptable work-life
balance is presented and recent research is cited to illustrate the various dimensions. Finally, the
topic is linked to the field of work and organizational psychology and a number of theoretical and
conceptual issues of relevance to research in Europe are raised.

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White Michael, Hill Stephen, Mills Colin(2003) The effects of selectedhigh performance
practices and working hours on work-life balance are analyzed with data from national surveys of
British employees in 1992 and 2000. Alongside long hours, which are a constant source of
negative job-to –home spillover, certain ‘high –performance’ practices have become more
strongly related to negative spillover during this period. Surprisingly, dual-earner couples are not
especially liable to spillover-if anything less so than single-earner couples. Additionally the
presence of young children has become less important over time. Overall the results suggest a
conflict between high-performance practices and work-life balance policies.
Caproni.J. Paula (1997). In this article he contended that the well-intentioned discourse of
work/life balance in the popular and scholarly press actually may undermine and men’s attempts
to live fulfilling live. Drawing on feminist and critical perspectives, as well as my own efforts to
find ‘balance’ in a two-career family with two children under the age of 4, he illustrated a) how
the work/life discourse reflects the individualism, achievement orientation and instrumental
rationality that is fundamental to modem bureaucratic thought and action and b) how such
discourse may further entrench people in the work/life imbalance that they are trying to escape.
Steve Fleetwood (2007). In the vast literature on work-life balance (WLB) one question remains
seriously under elaborated: Why now? The changing times we live in, especially changes in hours
of business, organizations, families and labour markets. We often come across quasi=functionalist
ideas that WLB is on the agenda because it meets certain needs, fulfills certain functions or
overcomes certain problems. This paper opens by discussing the inexorable link between WLB
and certain kinds of flexible working practices and then unpacking the latter. Some flexible
working practices are ‘employee friendly’ and sought y employees to enhance their WLB.

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REFEERENCS:
Drew, Eileen and Murtagh, Eamonn (2005).”Work Life Balance: Sr.Management Champions or
laggards, women in management review” An International Journal, 20(4), pp 262-278
Felstead, Alan and Jewson, Nick (2002).Opportunities to work at home in context of Work
Life Balance. Human Resource Management, 12(1), pp 54-76
Gregory, Abigail and Milner, Susan (2009). Work-life balance: a matter of Choice? Gender,
Work and Organization, 16(1), pp 1-13
Hyman, Jeff and Summers, Juliette (1971).”Lacking Balance? : Work Life employment practices
in the modern economy,” Personnel Review, 33(4), pp 418-429
Ting, Yuan et al (2001). Work Life Balance and Job satisfaction: The impact of family friendly
policies on attitudes of federal government employees, Public Administration Review, 61(4), pp
452-467
Guest.E.David. (2002) .Perspectives on the study of work –life Balance. Sage journals
White Michael, Hill Stephen, Mills Colin.’ High –performance’ Management Practices, Working
Hours and Work life Balance, British Journal of Industrial Relations, 41(2),pp 175-195.
Fleetwood Steve. Why work-Life Balance now? Int.J of Human Resource Management (2007)
387-400.
Beauregard. Alexander, Henry Lesley. Making the link between work life balance practices and
organizational performance. Human Resource Management Review (2009), pp9-22.

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Casper. J Wendy, Harris M Christopher. Work life benefits and organizational attachment: Self
interest and signaling theory models. Journal of Vocational Behavior (2008), pp95-109.
Hill Jeffrey, Miller Brent, Weiner Sara, Colihan Joe. Influences of the virtual office on aspects of
work and WLB.Personnel Psychology (1998) pp 667-683.
Michelle Arthur.Taking Stock of work- family initiatives Academy of Management
Journal,(2003) 46, 497-505.
T.Alexander Beaurgard, Lesley C. Hendry (2009) Making the link between worklife balance
practices and organizational performance. Human Resource Management Review(2009),pp 9-22
Ruokolainen, Paivi, Common factors influencing work life balance and the role of hr
practices.(2017) pp 43

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CHAPTER THREE: RESEARCH
METHODOLOGY

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CONTENTS
3.1 Research design
3.2 Objectives of the research
3.3 Sampling details
3.3.1 Population
3.3.2 Sample unit
3.3.3 Sampling method
3.3.4 Data collection tool
3.4 Data collection
3.5 Limitation of the study
3.6 Outline of the chapter

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3.1 RESEARCH DESIGN:
The research design refers to the overall strategy that you choose to integrate the different
components of the study in a coherent and logical way,therby ensuring you will effectively
address the resarch problem; it constitutes the blueprint for the collection,mesurement and
analysis of data.
The resarch on Work life balnce has been focused on exploratory type of research and it is
descriptive in nature.The reasrcher has collectedsample unit of 80 employees working in
GIDC.The main purpose of the resarch has been to generate insides about the resrch problem.
NOTE: Exploratory research to its name merely aims to explore specific aspects of the resarch
area.Exploratory research do not aim to provide final and conclusive answer to the resarch
question. The researcher may even change the directionof the study to a certain extent.
3.2 OBJECTIVES OF THE RESEARCH:
 To understand work life balance of employees working in GIDC
 To study various dimensions of personal and work life balance
 To study the level of job satisfaction among employees of GIDC
3.3 SAMPLING DETAILS:
3.3.1 POPULATION:
The researcher has included the employees of GIDC; Vadodara in his/her research for getting
the insights of the problem generated earlier i.e. work life conflict.

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3.3.2 SAMPLE UNIT
The researcher has selectedrelatively small, subjectively selectedto maximize generalization
of the insights to make the research more flexible. The researcher has selected80 employees
working in GIDC Vadodara as his/her sample unit.
3.3.3 SAMPLING METHOD:
The researcher has used convenient sampling method in research study. It is also known as
Availabilitysampling.
The researcher has specifically used this method as this method relies on data collectionfrom
the population members which are conveniently available to participate in the study. Using
convenient sampling method (a type of non probability sampling) has eliminated /reduced
non participation of the population as it involves getting participants wherever you find them
and typically wherever is convenient.
3.3.4 DATA COLLECTION TOOL:
The researcher has collectedthe data by using structured non disguised questionnaire.
Questions were listed in a pre arranged order and respondents were told about the purpose of
collecting the information.
By using the structured questionnaire (data collectiontool) it has reduced vagueness and
collectionof inappropriate answers by the respondents and meanwhile maintaining the
significance of the research.

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3.4 DATA COLLECTION:
The researcher has collectedthe data keeping in view the primary data for the research study.
The researcher has collectedthe data using structured questionnaire with sample unit of 80
employees working in GIDC .the questionnaire contained questions pertaining to Work life
balance and demographic details about the respondents.
The researcher has used particularly primary data for collectionof information as it is first
hand data or original and it is more relevant, reliable and has high degree of accuracy. It is up
to date data specially collectedfor the purpose of the research problem i.e. work and life
conflict.
3.5 LIMITATIONS OF THE RESEARCH:
The research is limited to GIDC, SAVLI Vadodara Gujarat only. Due to time constrains
only selectedemployees of GIDC would be examined, therefore the sample unit is 80
employees only. The research would only cover the dimensions of work life balance
only. This research would also be very useful in future not only in some geographical
areas such as GIDC, but also be useful in pharmaceutical industries, banking sector to
measure the balance between their work and personal life.
3.6 OUTLINE OF THE CHAPTER:
 Chapter 1: Introduction
 Chapter 2:Literature Review
 Chapter 3 : Research Methodology
 Chapter 4: Data Interpretation And Analysis
 Chapter 5: Finding And Conclusion
 Chapter 6: Recommendation
 Chapter 7: Bibliography

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CHAPTER FOUR : DATA INTERPRETATION
AND ANALYSIS

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GENDER OF PARTICIPANTS:
FIGURE 4.1
The research on WORK-LIFE BALANCE of the employees working in GIDC, Vadodara with
the sample unit of 70 has been analyzed by the researcher keeping in view the research problem.
From the available sample unit i.e. 70
Males are 40
Females are 30
40
30
70
Male
Female
Total
Respondents

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AGE OF PARTICIPANTS
FIGURE 4.2
The data collectedare of the employees working in the GIDC, in which the following are the age
groups and the respondents of particular age groups.
There are 7 employees who come under the age group of 18-25, 30 who come under 25-35 age
group, 15 in the age group of 35-45 and 18 in 45 and above.
7
30
15
18
0
5
10
15
20
25
30
35
18-25 25-35 35-45 45 & above
No.of respondents

33. 33 | P a g e
1 Marital status: _____
FIGURE 4.3
From the above pie chart 64 percentage employees are married which includes 16 females and
16 males, unmarried constitute of 2 employees i.e. 4percentage and are males. Divorced
employees are 8 i.e.16 percentages in which 7 are females and 1 male and lastly single parent
they constitute of 16 percentages in which 3 are males and 5 are females.
64%
4%
16%
16%
a married
b unmarried
c divorced
d single parent

34. 34 | P a g e
2. Familystructure -----
FIGURE 4.4
From the sample unit of 70, 36percentage live in joint families 40percentage of employees
live in a nuclear family and 24percentage are bachelor who live in pgs hostels or rent a room.
36%
40%
24%
a. joint
b. neuclear
c. bachelor

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3. How many days in a week do you work?
a. Less than 5
b. 5
c. 6
d. 7
FIGURE 4.5
From the collectedinformation from the survey it has been analyzed that from the sample unit of
70 employees, 12 percentage of employees work for less than 5 days, 31 percentage of the
employees work for 5 days a week, 57 percentage of the employees work for 7 days in a week
and the highest percentage i.e. 0 percentage of the employees work for 6 days in a week.
12%
31%
57%
0%
a. less than 5
days
b. 5days
c. 6 days
d. 7 days

36. 36 | P a g e
4. Which shift is allottedto you?
a. General
b. Day shift
c. Night shift
d. Full time
FIGURE 4.6
According to the survey on the work life balance, out of the sample unit of 70 employees working
in GIDC 68 percentage of the employees work in general shift, 29 percentage of the employees
work in day shift, 3 percentage of the employees work in night shift and 0 percentage work for
full time.
68%
29%
3%0%
a general
b day shift
c night shift
d full time

37. 37 | P a g e
5. How many hours you spend for travelling to work?
a. Less than 1 hour
b. Nearly 1 hours
c. Nearly 2 hours
d. More than 2 hours
FIGURE 4.7
37%
37%
12%
14%
a less than one hour
b nearly one hour
c nearly 2 hours
d more that two hours

38. 38 | P a g e
In the above pie chart it is clearly stated that 37 percentage employees travel less than 1 hour to
reach office, 37percentage of the employees travel for an hour to reach their office moreover
12percentage of the employees find nearly 2 hours to each office and 14percentage of the
employees find more than 2 hours to reach their office.
6. How often you stay overnight in office?
a. Very often
b. Often
c. Once in a fortnight
d. Never
FIGURE 4.8
In the above pie chart, according to the data collectedand recorded the employees working in
GIDC, 26percentage of the employees frequently remain after the normal working hours,
26%
17%43%
14% a. Very often
b. Often
c. Once in a fortnight
d. Never

39. 39 | P a g e
17percentage of the employees often stay late night . Whereas 43percentage of the employees do
overstay once in awhile and only 14percentage of the employees never stay in the office late
nights. Mostly females constitute 14percentage of the population.
7. How often you find yourself working?
a. At home
b. During vacations
c. During lunch
d. After normal working hour
FIGURE 4.9
From the above pie chart the employees working in GIDC realized that 40percentage of them
work at home, whereas no one works during vacations. 31percentage work during the lunch
40%
0%
31%
29%
a. At home
b. During vacations
c. During lunch
d. After normal working hour

40. 40 | P a g e
hours and 29percentage of the employees work after the normal working hours i.e. after the
official timing allotted.
Moreover female employees constitute 12percentage who work at home and during
vacations.
8. How often do you feel yourself stressful?
a. Very often
b. Often
c. Sometimes
d. Never
FIGURE 4.10
31%
57%
12%
0%
a. often
b. Often
c. Sometimes
d. Never

41. 41 | P a g e
Stress level is mostly observed in the employees. When the survey was conducted where
31percentage of the employees working in GIDC felt very stressful, 57percentage of the
employees often felt stress while
12percentage of employees felt stress sometimes and there are no employees who never felt
stressful.
9. How often do you take your family out on vacation?
a. Most often
b. Often
c. Once in a year
d. Never
FIGURE 4.11
0%
26%
48%
26%
a most often
b often
c once is a year
d never

42. 42 | P a g e
A survey was conducted on the employees working in GIDC and it was observed that no
employee frequently take their families out for vacations and 26percentage take their families
often. Most of the employees i.e. 48percentage of them take their families for vacation once in a
year and there is 26 percent employees who never take their families out.
10.Being employed men/women, who is helping you to take care of children?
a. Spouse
b. In –laws
c. Parents
d. Servants
e. Not applicable
f. Day Care
FIGURE 4.12
29%
17%
11%
23%
17%
3%
a spouse
b parents
c in-laws
d servants
e Not applicable
f Day care

43. 43 | P a g e
The survey on the employees working in GIDC, they need help for care of their children with
their wives, in-laws, parents, and day care centers. 29percentage of the selectedemployees seek
help from their spouse, 11percentage of the employees working seek help with their in laws. 17
percentage of working employees seek help from their parents (mostly male) 23 percentage of
employees seek help with servants and 3 percentage of people seek help from daycare to take care
of their children . There is few people 17 percentage which is not applicable because they are
unmarried.
11.. How many hours do you spend withyour children?
a. 2-3 hours
b. 3-4 hours
c. 4-5 hours
d. More than 5 hours
e. Not applicable
FIGURE 4.13
23%
54%
20%
0% 3%
a 2-3 hours
b 3-4 hours
c 4-5 hours
d more than 5 hours
e not applicable

44. 44 | P a g e
In the above chart it is clearly shown that 23percentage of the employees working in GIDC spend
2-3 hours a day it constitutes females with 20percentage who spend 2-3 hours whereas remaining
3percentage males. It is also observed that largely i.e. 54percentage of the employees spend 3-4
hours a day with their children. 15percentage of the females spend 4-5 hours whereas 5percentage
of males spend 3-4 hours in a day, which constitute total of 20percentage.it is clearly seen that
there are 0percentage employees who spend more than 5 hours in a day. And there are
3percentage employees who are unmarried therefore it’s not applicable.
12.How is your balance between worklife and personnel life?
a. Balanced
b. Somewhat balanced
c. Out of balance
d. Very out of balance
FIGURE 4.14
4%
24%
53%
19%
a balanced
b somewhat balanced
c out of balanced
d very out of balanced

45. 45 | P a g e
In the above pie chart, from the selected sample unit i.e.70 of the employees working in GIDC,
only 4percentage employees feel that their lives are balanced, whereas 24percentage felt
somewhat balanced, 53percentage commonly felt it is out of balance which consists 27percentage
of the females that out of balance whereas 26percentage males found it out of balance.
19percentage of the employees felt their lives are out of balance which consists of males of higher
position in the organization.
13.Is your schedule flexible? YE S / NO
FIGURE 4.15
49%
51%
a yes
b no

46. 46 | P a g e
A survey was conducted on work life management, when the researcher asked the dichotomous
question; it clearly states that 51percentage of the employees working in GIDC were found their
working schedule flexible enough to work whereas 49percentage found it not flexible enough to
work.
14.Are you able to attend social familygathering? YE S / NO
FIGURE 4.16
20%
80%
a yes
b no

47. 47 | P a g e
A survey was conducted on work life management, when the researcher asked the dichotomous
question; it clearly states that 80percentage of the employees working in GIDC were found at
they are able to attend their family gathering, parties and get together, while 20percentage of the
employees working in GIDC were found at they are unable to attend their family gathering,
parties and get together.
15.Are you able to attend social office gathering? YE S / NO
FIGURE 4.17
86%
14% a yes
b no

48. 48 | P a g e
A survey was conducted on work life management, when the researcher asked the dichotomous
question; it clearly states that 86percentage of the employees working in GIDC were found at
they are able to attend their official gathering, parties and get together, while 14percentage of the
employees working in GIDC were found at they are unable to attend their official gathering,
parties and get together.
16.Are you able to cater time for household activities? YE S / NO
FIGURE 4.18
A survey was conducted on work life management, when the researcher asked the dichotomous
question; it clearly states that 26percentage of the employees working in GIDC were found at
26%
74%
a yes
b no

49. 49 | P a g e
they are able to cater time for their families and household activities, while 14percentage of the
employees working in GIDC were found at they are unable cater time for their families and
household activities.
17.Do your long working hours affect your efficiency? YE S / NO
FIGURE 4.19
A survey was conducted on work life management, when the researcher asked the dichotomous
question; it clearly states that 46percentage of the employees working in GIDC think that long
working hours affect their efficiency whereas 54percentage of the employees working in GIDC
think that long working hours does affect their efficiency.
46%
54%
a yes
b no

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18. Do long working hours affect your health? YE S / NO
FIGURE 4.20
A survey was conducted on work life management, when the researcher asked the dichotomous
question; it clearly states that 89percentage of the employees working in GIDC think that long
89%
11% a yes
b no

51. 51 | P a g e
working hours affect their health whereas 11percentage of the employees working in GIDC think
that long working hours does affect their health.
19.Do you think Work life management wouldhelp to increase the productivity?
YES / NO
FIGURE 4.21
71%
29%
a yes
b no

52. 52 | P a g e
A survey was conducted on work life management, when the researcher asked the dichotomous
question; it clearly states that 71percentage of the employees working in GIDC think that work
life balance would help increase the productivity in the organization, whereas 29percentage of the
employees working in GIDC think that work life balance would help increase the productivity in
the organization.
20.Do you think work life management wouldbe helpful to retain employees?
YES / NO
FIGURE 4.22
A survey was conducted on work life management, when the researcher asked the dichotomous
question; it clearly states that 86percentage of the employees working in GIDC think that work
86%
14%
a yes
b no

53. 53 | P a g e
life balance would be helpful to retain employees in the organization, whereas 14percentage of
the employees working in GIDC think that work life balance would be helpful to retain
employees in the organization.
21.What initiatives your organization has taken to manage your work and personal life?
a. Flexible working hours
b. Leaves to mange work and life
c. Job share option
FIGURE 4.23
46%
23%
31%
a fexilible working hours
b leaves to manage work/life
c job share option

54. 54 | P a g e
A survey was conducted on work life management, when the researcher asked the dichotomous
question; it clearly states that 46percentage of the employee’s organization have started flexible
working hours for their employees, 23percentage of the employee’s organization have started
leaves to manage their employees work and life whereas 31percentage of the employees’
organization have started job share option according to the convenience of their employees.
22.Top most career priorities givenby you...
a. Career
b. Health
c. Family
d. Wealth
e. Hobby
29%
0%
31%
26%
14% a career
b health
c family
d wealth
e hobby

55. 55 | P a g e
FIGURE 4.24
A survey was conducted on work life management, when the researcher asked the dichotomous
question; it clearly states that 29percentage of the employees working in GIDC chose career,
0percentage i.e. none of the employees working in GIDC chose health, 31percentage of the
employees working in GIDC chose wealth as their priority, and 26percentage chose wealth and
14percentage of the employees working in GIDC chose hobby as their priority.
CHAPTER 5: FINDING AND
CONCLUSION

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CONTENTS
5.1 Findings
5.2 Conclusion
5.2.1 Conclusion on research objective
5.2.2 Limitations

57. 57 | P a g e
5.1 FINDINGS:
 Women constitute an important section of the workforce. However, the present situation of
a large number of well-qualified women who due to various circumstances have been left
out of their jobs needs to be addressed. The problems faced are several but significantly,
most often the break in their careers arises out of motherhood and family responsibilities.
 When we see the age composition it is clear that the organization is recruiting young
individual that is of 25 to 35 of age the highest thus the organization has new injection of
fresh blood i.e. new generation. And little less of more than 40 thus will lack of
experienced employees. It is also recruiting fresher 18 -25 so that could providing training
and development according to the needs of the particular organization.
 Merely half of the employees are married divorced and single parent, thus would be
difficult to manage their work and parallel work on their hobbies or catering time for
family would be difficult when compared to unmarried.
 It has been observed that from the selected mostly employees live in a nuclear family,
where managing their work and their personal life alone is difficult than joint families and
bachelorette.
 Merely half of the employees surveyed works between 8-10 hours this good thing in the
organization but employees work between 10-12 hours which indicates the increase in
stress level.
 From survey we can see that companies are mostly full time employees and are allotted
general shift and females would find difficult to manage due to family commitments.
 Most of the employees surveyed data say that they feel that their work life and home life is
either balanced or somewhat balanced or very well balanced in short can we can say that
employees are balancing their dual life.
 Max veto of employees is saying that they find themselves in slightly stressful situation
when balancing work life but they somehow balance their dual life.
 Max veto of employees do overstay at office to finish their work. Due to this their
efficiency decreases as well as they feel themselves in stress.

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 Most of the employees think that flexible schedule should be given to them that would
help them to balance work and home simultaneous and even increase in efficiency for the
job.
 Most of the employees work after usual working hour monthly, weekly or daily, but only
30 percentage work during lunch hour.90 percentage enjoys their vacation without any
work load; mostly women take their work and cannot manage.
 Max veto of employees is able to attend their family gathering. This is some sight of
balancing their dual life.
 Most of the employees attend office people gathering some time but around 20% are
unable /never attend office gathering. Thus we can say some people are not interested in
attending office gathering.
 Mostly 75% are unable to cater time for household activities but only 26% of the
employees are able to cater time for activities such as water bills, telephone bills.
 Max veto of employees takes their family out at least once in the year. There are no
employees who never go for vacation. So we can say that employees are there are some of
the employees who give time for vacation and that’s a good sign.
 Most of the employees especially male never go to grocery shop for purchasing home
articles, but females have to make sure that they cater time for grocery shops etc.
 Mostly 80 percent employees say that long working hours some time affect their
efficiency, but few employees who work for less than 8 hours would never effect.
 Almost all the employees say that they agree that their health is suffering due to their
work. But only 20 percent disagree this.
 Career, wealth and family were the segments which have been set as top most priorities by
the employees whereas no employees chose health as propriety but wealth was chosen as
top most importance.

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5.2 CONCULSION:
The family and work life are both important to employees in any sector and if these two are not
maintained properly, it creates stress and strain and results into various diseases. This study is
found important because it tries to know how the work life and family life interface results into
stress.
Achieving a good balance between work and family commitments is a growing concern for
contemporary employees and organizations. There is now mounting evidence-linking work-life
imbalance to reduced health and wellbeing among individuals and families. It is not surprising
then that there is increasing interest among organizational stakeholders (e.g. CEO’s HR
managers) for introducing work-life balance policies in their organizations.
Work-life balance policies are most likely to be successfully mainstreamed in organizations
which have a clear understanding of their business rationale and which respect the importance of
work-life balance for all employees.
5.2.1 CONCLUSION OF RESEARCH OBJECTIVE:
 From the research we get to know that the employees living in the joint family is either not
at all stressful or slightly stressful, but employees in nuclear family who say that their dual
life is slightly stressful are bachelor’s now employees prefer joint family.
 Employees on executive position says that their dual life is very well balanced and even
some executive things that it is somewhat balanced. But from the study we can say that
technical, secretarial and skilled craft employee’s dual life is balanced and somewhat
balanced. Thus all the surveyed employees have balanced their dual life.

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 From the study it is clear that 60 percent of the surveyed employees are not working under
flexible schedule. Only those employees who are on executive position are working
flexible schedule. But if the flexible schedule is given to all the employees surveyed are
willing to take advantage of it.
 Most of the executive are able to attend their family and office function, but the employees
on clerical and on technical position attend family gathering most of the time and social
gathering seldom or never.
 85 percent of the employees say that long working hours sometimes affect their working
efficiency. We can say that in private organization decrease in efficiencyis very common.
 90percent employees say that yes their health in suffering due to their work but surprising
10 percent of employees disagree that health is not suffering due to work and they belong
to technical.
 Almost all the employees give proprieties to career, wealth, and family but no employee
chose health and it creates havoc.
5.2.2 LIMITIATIONS:
 Lack of Communication: Communication about work/life programs is essential.
Although an organization may offer a rich menu of work/life benefits, the desired effect-
yielding positive business results- is unlikely to occur if employees do not know about the
programs or understand them.
 Team Work: Introducing operating and implementing work-life balance require
collaborations working and very much a holistic process.
 Time Consuming: Implementing a WLB strategy takes time. Timescales for
implementation need to be realistic.
 Long working hours: long working hours affect the efficiency of employees.
 Working Environment: Lazy working environment leads lacks of motivation thus effect
the efficiency of employees.
 Work Overload: Due to work overload efficiency of employee’s decreases as the time
passes.

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CHAPTER SIX: RECOMMENDATION:
6.1 RECOMMENDATION TO THE EMPLOYEES:
 Time management
 Drop activities that sap your time or energy
 A little relaxation goes a long way
 Be honest
 Rethink your errands
 Set your priorities
 Social networking
 Learn to say no
 Leave work at work
 Manage your time

62. 62 | P a g e
 Bolster your support system
 Nurture yourself
 Seek help of counselors
 Don’t overlook
 Use technology
 Organize
 Use the facilities available for WLB in organizations
6.2 RECOMMENDATION TO THE ORGANIZATIONS:
 Integration
 Offer flexibility
 Childcare centers at workplaces
 Women-friendly workplace
 Training programs
 Promote awareness
 Availability of accommodations
 Commitment during hiring
 Continuous process
 Nominating WLB Champions
 Benchmarking against similar organizations
 Communication
 Survey questionnaire
 Role of HR Department
 Avoid as far possible the long hours of work for employees
6.3 TIPS FOR BETTER WLB:

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1. Figure out What reallymatters to you inLife:
Personal coach Laura Berman Fortgang says, getting your priorities clear is the first and most
essential step toward achieving a well-balanced life. The important point here is to figure out
what you want your priorities to be, not what you think they should.
2. Drop Unnecessary Activities:
By making a concrete list of what really matters to you, you may discover you’re
devoting too much time to activities that aren’t a priority and you can adjust your
schedule accordingly. Fortgang recommends dropping any commitments and
pursuits that don’t make your top five list because ‘unnecessary activities’ keep
you away from the things that matter to you.’
3. Protect your private time:
You would probably think twice before skipping out on work, a parent-teacher conference or
a doctor’s appointment. Your private time deserves the same respect ‘Carve out hours that
contribute to yourself and your relationship’ says Steven Hobfoll. Guard this personal time
fervently and don’t let work or other distractions intrude ‘stop checking emails and cell
phones so often’. ‘Few people are so important that need their phones on at all times’
4. Accept Help to balance your Life:
Allow yourself to rely on your partner, family members or friends- anyone who can watch the
kids or run an errand while you focus on other top priorities.’ try tag-teaming’, Hobfoll
suggests” One spouse works out before dinner, one after dinner while the other watches the
kids etc .

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5. Plan fun and relaxation:
Fun and relaxation are an essentials part of living a well-balanced life. That’s why Brown
makes time for weekly guitar lessons, a yoga class, a date night with his wife and a guys night
out a couple times a month etc. until you get into the habit of taking time for yourself set
aside space in your planner for relaxation and fun.

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CHAPTER SEVEN: BIBLOGRAPHY
REFEERENCS:
Drew, Eileen and Murtagh, Eamonn (2005).”Work Life Balance: Sr.Management Champions or
laggards, women in management review” An International Journal, 20(4), pp 262-278
Felstead, Alan and Jewson, Nick (2002).Opportunities to work at home in context of Work
Life Balance. Human Resource Management, 12(1), pp 54-76
Gregory, Abigail and Milner, Susan (2009). Work-life balance: a matter of Choice? Gender,
Work and Organization, 16(1), pp 1-13
Hyman, Jeff and Summers, Juliette (1971).”Lacking Balance? : Work Life employment practices
in the modern economy,” Personnel Review, 33(4), pp 418-429

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Ting, Yuan et al (2001). Work Life Balance and Job satisfaction: The impact of family friendly
policies on attitudes of federal government employees, Public Administration Review, 61(4), pp
452-467
Guest.E.David. (2002) .Perspectives on the study of work –life Balance. Sage journals
White Michael, Hill Stephen, Mills Colin.’ High –performance’ Management Practices, Working
Hours and Work life Balance, British Journal of Industrial Relations, 41(2),pp 175-195.
Fleetwood Steve. Why work-Life Balance now? Int.J of Human Resource Management (2007)
387-400.
Beauregard. Alexander, Henry Lesley. Making the link between work life balance practices and
organizational performance. Human Resource Management Review (2009), pp9-22.
Casper. J Wendy, Harris M Christopher. Work life benefits and organizational attachment: Self
interest and signaling theory models. Journal of Vocational Behavior (2008), pp95-109.
Hill Jeffrey, Miller Brent, Weiner Sara, Colihan Joe. Influences of the virtual office on aspects of
work and WLB.Personnel Psychology (1998) pp 667-683.
Michelle Arthur.Taking Stock of work- family initiatives Academy of Management
Journal,(2003) 46, 497-505.
T.Alexander Beaurgard, Lesley C. Hendry (2009) Making the link between worklife balance
practices and organizational performance. Human Resource Management Review(2009),pp 9-22
Ruokolainen, Paivi, Common factors influencing work life balance and the role of hr
practices.(2017) pp 43

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Websites:
http://onlinelibrary.wiley.com/doi/10.1111/j.1468-0432.2008.00429.x/full
http://onlinelibrary.wiley.com/doi/10.1111/j.1748-8583.2002.tb00057.x/full
http://www.emeraldinsight.com/doi/abs/10.1108/09649420510599089
http://www.emeraldinsight.com/doi/abs/10.1108/00483480410539498
http://onlinelibrary.wiley.com/doi/10.1111/0033-3352.00049/full
http://www.careerizma.com/blog/work-life-balance-india/
https://www.slideshare.net/mobile/khushbumalara/project-report-on-work-life-
balance-of-employees

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https://scholar.google.co.in/scholar?q=work+life+balance&hl=en&as_sdt=0&as_vis=1
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johnson
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rijh20
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https://www.slideshare.net/mobile/khushbumalara/project-report-on-work-life-
balance-of-employees

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APPENDICE

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8.1 QUESTIONNAIRE:
The below questionnaire is prepared for surveying the worklife balance of the employees working
in GIDC, VADODARA, Keeping in view the convenience of the employees working there.
NAME: _____________
AGE: _______________
GENDER: ____________
POSITION: ______________
1. Relationshipstatus: _______________
a. Married

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b. Unmarried
c. Divorced
d. Single parent
2. FamilyCategory.
a. Joint
b. Nuclear
c. Bachelor
3. How many days in a week do you work?
a. Less than 5
b. 5
c. 6
d. 7
4. Which shift is allottedto you?
a. General
b. Day shift
c. Night shift
d. Full time
5. How many hours you spend for travelling to work?
a. Less than 1 hour
b. Nearly 1 hours
c. Nearly 2 hours
d. More than 2
6. How often you stay overnight in office?
a. Very often
b. Often
c. Once in a fortnight
d. Never
7. How often you find yourself working?
a. At home
b. During vacations

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c. During lunch
d. After normal working hours
8. How often do you feel yourself stressful?
a. Very often
b. Often
c. Sometimes
d. Never
9. How often do you take your family out on vacation?
a. Most often
b. Often
c. Once in a year
d. Never
10.Being employed men/women, who is helping you to take care of children?
a. Spouse
b. In –laws
c. Parents
d. Servants
e. Not applicable
f. Day Care
11.How many hours do you spend withyour children?
a. 2-3 hours
b. 3-4 hours
c. 4-5 hours
d. More than 5 hours
e. Not applicable
12.How is your balance between worklife and personnel life?

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a. Balanced
b. Somewhat balanced
c. Out of balance
d. Very out of balance
TICK THE APPROPRIATE:
13.Is your schedule flexible? YE S / NO
14.Are you able to attend social familygathering? YE S / NO
15.Are you able to attend social office gathering? YE S / NO
16.Are you able to cater time for household activities? YE S / NO
17.Do your long working hours affect your efficiency? YE S / NO
18.Do long working hours affect your health? YE S / NO
19.Do you think Work life management wouldhelp
to increase the productivity? YES / NO
20.Do you think work life management wouldbe helpful
to retain employees? YES / NO
21.What initiatives your organization has taken to manage your work and personal life?
a. Flexible working hours
b. Leaves to mange work and life
c. Job share option
d. Others_________
22.Top most career priorities givenby you..
a. Career
b. Health
c. Family
d. Wealth
e. Hobby

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