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FINAL RESEARCH PROJECT

ON

EMPLOYEE PERCEPTION TOWARDS WORK LIFE BALANCE

SUBMITTED FOR THE PARTIAL FULFILLMENT OF THE

REQUIREMENT FOR THE DEGREE OF

BACHELOR OF BUSINESS ADMINISTRATION (BBA)

(SESSION 2008-2011)

Under the Supervision of: Submitted By:

Miss. RUHI MITTAL TARSEM SAINI

1208058

MM Institute of Management

MM University, Mullana, Ambala,Haryana-133207


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DECLARATION

I hereby declare that the dissertation entitled EMPLOYEE

PERCEPTION TOWARDS WORK LIFE BALANCE submitted

for the Degree of Bachelor of Business Administration is my

original work and the dissertation has not formed the basis for the

award of any degree, diploma, associates ship, fellowship or similar

other titles. It has not been submitted to any other University orInstitution for the award of any degree or diploma.

Date: TARSEM SAINI

Place: 1208058


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CERTIFICATE

The research project EMPLOYEE PERCEPTION TOWARDS WORK LIFE

BALANCE is an original peace of research work done by Mr. TARSEM

SAINI, Roll No. 1208058. During the period of his study under my guidance

for the award of Bachelor of Business Administration (BBA) degree.

DATE: Name of Research Guide

PLACE: RUHI MITTAL


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ACKNOWLEDGEMENT

I am greatly indebted to Dr. Amit Mittal for my permitting me to undertake my

final research project in the esteemed MM University. Without his scholarly

guidance, painstaking efforts and persistent encouragement it would not have

been possible for me to complete this course of study. My overriding debt is to

Miss.RUHI MITTAL, Research Guide MMIM, for his valuable guidance all

through the successful completion of the project. I am extremely thankful to him

for providing me all the guidance and support. His constant encouragement andappraisal has helped me a lot in completing the project. I am also thankful to

him for providing me guidance time to time. I also acknowledge the co-

operation of respondents i.e. the teachers of various institutes of MM

University, without whose help this project would not have been a success.

TARSEM SAINI

(1208058)


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PREFACE

Research work is a part of our curriculum that gives us the knowledge about the

practical aspects of management study and makes us stand in an organization.

This also helps to understand & correlate the theoretical concepts better which

remains uncovered in the classrooms. I have prepared this report in the processof my graduate degree in business management.

The topic that has been taken for the research is "Employee perception towards

work life balance" which has been finalized by consultation with my research

project guide.

Human resources are the major assets for any organization, as they constitute

integral part of an organization. In this research work the impact of

globalization on HRM have been studied.

LIST OF TABLES, GRAPHS & CHARTS


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TABLES:

8 tables regarding response of senior executives.

8 tables regarding response of junior executives.

GRAPHS

3 graphs regarding response of senior executives

4 graphs regarding response of junior executives

CHARTS

5 pie charts regarding response of senior executives

4 pie charts regarding response of junior executives

CONTENTS


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CHAPTER 1 INTRODUCTION TO THE TOPIC

CHAPTER2_ REVIEW OF LITERATURE

CHAPTER3_ RESEARCHMETHODOLOGY

3.1 STATEMENT OF THE PROBLEM______

3.2 RESEARCH OBJECTIVE

3.3 RESEARCH DESIGN

3.4 SAMPLE DESIGN

3.5 SAMPLING TECHNIQUE

3.6 SAMPLING SIZE

3.7 DATA COLLECTION

PRIMARY DATA

SECONDARY DATA

3.8 DATA TABULATION

3.9 DATA PRESENTATION

3.10 LIMITATION OF STUDY

CHAPTER4_ ANALYSIS & INTERPRETATION______

CHAPTER5_ FINDINGS OF THE STUDY______

CHAPTER6_ CONCLUSION & SUGGESTIONS______

ANNEXURE:- QUESTIONNAIRE

BIBLIOGRAPHY


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Chapter-1

Introduction to

the Topic


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INTRODUCTION TO WORKLIFE BALANCE

Worklife balance is a broad concept including proper prioritizing between

"work" (careerand ambition) on one hand and "life" (Health,pleasure, leisure,family and spiritual development) on the other. Related, though broader, terms

include "lifestyle balance" and "life balance".

History :

The expression was first used in the late 1970s to describe the balance between

an individual's work and personal life. [1] In the United States, this phrase was

first used in 1986.

Over the past twenty-five years, there has been a substantial increase in work

which is felt to be due, in part, by information technology and by an intense,

competitive work environment. Long-term loyalty and a "sense of corporate

community" have been eroded by a performance culture that expects more and

more from their employees yet offers little security in return.

Many experts predicted that technology would eliminate most household chores

and provide people with much more time to enjoy leisure activities; but many

ignore this option, encouraged by prevailing consumerist culture and a political

agenda that has "elevated the work ethic to unprecedented heights and thereby

reinforced the low value and worth attached to parenting".

Many Americans are experiencing burnout due to overwork and increased

stress. This condition is seen in nearly all occupations from blue collar workers

to upper management. Over the past decade, a rise in workplace violence, an
http://en.wikipedia.org/wiki/Careerhttp://en.wikipedia.org/wiki/Ambitionhttp://en.wikipedia.org/wiki/Healthhttp://en.wikipedia.org/wiki/Pleasurehttp://en.wikipedia.org/wiki/Leisurehttp://en.wikipedia.org/wiki/Familyhttp://en.wikipedia.org/wiki/Spiritualityhttp://en.wikipedia.org/wiki/Work%E2%80%93life_balance#cite_note-0%23cite_note-0http://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Consumeristhttp://en.wikipedia.org/wiki/Burnout_(psychology)http://en.wikipedia.org/wiki/Careerhttp://en.wikipedia.org/wiki/Ambitionhttp://en.wikipedia.org/wiki/Healthhttp://en.wikipedia.org/wiki/Pleasurehttp://en.wikipedia.org/wiki/Leisurehttp://en.wikipedia.org/wiki/Familyhttp://en.wikipedia.org/wiki/Spiritualityhttp://en.wikipedia.org/wiki/Work%E2%80%93life_balance#cite_note-0%23cite_note-0http://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Consumeristhttp://en.wikipedia.org/wiki/Burnout_(psychology)


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increase in levels ofabsenteeism as well as rising workers compensation claims

are all evidence of an unhealthy work life balance.[citation needed]

Employee assistance professionals say there are many causes for this situation

ranging from personal ambition and the pressure of family obligations to the

accelerating pace of technology.[1]. According to a recent study for the Center

for Work-Life Policy, 1.7 million people consider their jobs and their work

hours excessive because of globalization.

These difficult and exhausting conditions are having adverse effects. According

to the study, fifty percent of top corporate executives are leaving their current

positions. Although sixty-four percent of workers feel that their work pressures

are "self-inflicted", they state that it is taking a toll on them. The study shows

that seventy percent of US respondents and eighty-one percent of global

respondents say their jobs are affecting their health.

Between forty-six and fifty-nine percent of workers feel that stress is affecting

their interpersonal and sexual relationships. Additionally, men feel that there is acertain stigma associated with saying "I can't do this".

STRESS AND WORK LIFE BALANCE

The number of stress-related disability claims by American employees has

doubled] according to the Employee Assistance Professionals Association in

Arlington, Virginia. Seventy-five to ninety percent of physician visits are related

to stress and, according to the American Institute of Stress, the cost to industry

has been estimated at $200 billion-$300 billion a year.
http://en.wikipedia.org/wiki/Absenteeismhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Ambitionhttp://library.cqpress.com/cqresearcher/cqresrre1995080400.http://en.wikipedia.org/wiki/Center_for_Work-Life_Policyhttp://en.wikipedia.org/wiki/Center_for_Work-Life_Policyhttp://en.wikipedia.org/wiki/Social_stigmahttp://en.wikipedia.org/wiki/Absenteeismhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Ambitionhttp://library.cqpress.com/cqresearcher/cqresrre1995080400.http://en.wikipedia.org/wiki/Center_for_Work-Life_Policyhttp://en.wikipedia.org/wiki/Center_for_Work-Life_Policyhttp://en.wikipedia.org/wiki/Social_stigma


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Steven L. Sauter, chief of the Applied Psychology and Ergonomics Branch of

the National Institute for Occupational Safety and Health in Cincinnati, Ohio,

states that recent studies show that "the workplace has become the single

greatest source of stress". Michael Feuerstein, professor of clinical psychology

at the Uniformed Services University of the Health Sciences at Bethesda Naval

Hospital states, "We're seeing a greater increase in work-related neuroskeletal

disorders from a combination of stress and ergonomic stressors".

It is clear that problems caused by stress have become a major concern to both

employers and employees. Symptoms of stress are manifested both

physiologically and psychologically. Persistent stress can result in

cardiovascular disease, sexual health problems, a weaker immune system and

frequent headaches, stiff muscles, or backache. It can also result in poor coping

skills, irritability, jumpiness, insecurity, exhaustion, and difficulty concentrating.

Stress may also perpetuate or lead to binge eating, smoking, and alcohol

consumption.

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

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

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

three-and-a-half years".

The feeling that simply working hard is not enough anymore is acknowledged

by many other American workers. To get ahead, a seventy-hour work week is

the new standard. What little time is left is often divvied up among relationships,

kids, and sleep. This increase in work hours over the past two decades means

that less time will be spent with family, friends, and community as well as

pursuing activities that one enjoys and taking the time to grow personally and

spiritually.]
http://en.wikipedia.org/wiki/National_Institute_for_Occupational_Safety_and_Healthhttp://en.wikipedia.org/wiki/Cardiovascular_diseasehttp://en.wikipedia.org/wiki/Sexual_healthhttp://en.wikipedia.org/wiki/Immune_systemhttp://en.wikipedia.org/wiki/Coping_skillshttp://en.wikipedia.org/wiki/Coping_skillshttp://en.wikipedia.org/wiki/Binge_eatinghttp://en.wikipedia.org/wiki/Smokinghttp://en.wikipedia.org/wiki/Alcoholhttp://en.wikipedia.org/wiki/National_Institute_for_Occupational_Safety_and_Healthhttp://en.wikipedia.org/wiki/Cardiovascular_diseasehttp://en.wikipedia.org/wiki/Sexual_healthhttp://en.wikipedia.org/wiki/Immune_systemhttp://en.wikipedia.org/wiki/Coping_skillshttp://en.wikipedia.org/wiki/Coping_skillshttp://en.wikipedia.org/wiki/Binge_eatinghttp://en.wikipedia.org/wiki/Smokinghttp://en.wikipedia.org/wiki/Alcohol


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

overworking their employees, states that when people get worked beyond their

capacity, companies pay the price. Although some employers believe that

workers should reduce their own stress by simplifying their lives and making a

better effort to care for their health, most experts feel that the chief responsibility

for reducing stress should be management.

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

consulting firm, Traditional stress-management programs placed the

responsibility of reducing stress on the individual rather than on the

organization-where it belongs. No matter how healthy individual employees are

when they start out, if they work in a dysfunctional system, theyll burn out.

WORK-LIFE BALANCE CONCERNS OF MEN AND WOMEN

ALIKE

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

working hours for taking care of the family.

For many employees todayboth male and femaletheir lives are becoming

more consumed with a host of family and other personal responsibilities and

interests. Therefore, in an effort to retain employees, it is increasingly important

for organizations to recognize this balance.


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YOUNG GENERATION VIEWS ON WORK-LIFE BALANCE

According to Kathleen Gerson, Sociologist, young people are searching for

new ways to define care that do not force them to choose between spending time

with their children and earning an income" and are looking for definition of

personal identity that do not pit their own development against creating

committed ties to others". Young adults believe that parents should get involved

and support the children both economically and emotionally, as well as share

labor equally. Young people do not believe work-life balance is possible and

think it is dangerous to build a life dependent on another when relationships are

unpredictable. They are looking for partners to share the house work and family

work together. Both men and women believe that women should have jobs

before considering marriage; for better life and to be happy in marriage. Young

people do not think their mothers generations were unhappy and no power

because they were not economically dependent.

IDENTITY THROUGH WORK

Women

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

do house work, but want to have their careers. In fact, women may lose their

self-esteem and identities when they stay at home; young women hope that their

lives will include strong ties to the workplace.


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Men

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

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

personal attachments without being victimized at work.

Facts

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

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

feel comfort as before, but home is an additional place of work.

WORK-LIFE BALANCE ISSUES AND THEIR INFLUENCE ON

CHILDREN

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

or another person other than a parent; older children are more likely today tocome home to an empty house and spend time with video games, television and

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

these sources.

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

know the number is in the millions. Also, according to a study by the National

Institute of Child Health and Human Development, the more time that children

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

behavior problems. The findings are the results of the largest study of child

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

children from birth.
http://en.wikipedia.org/wiki/Childcarehttp://en.wikipedia.org/wiki/Video_gameshttp://en.wikipedia.org/wiki/Televisionhttp://en.wikipedia.org/wiki/Internethttp://en.wikipedia.org/wiki/Sixth_gradehttp://en.wikipedia.org/wiki/Childcarehttp://en.wikipedia.org/wiki/Video_gameshttp://en.wikipedia.org/wiki/Televisionhttp://en.wikipedia.org/wiki/Internethttp://en.wikipedia.org/wiki/Sixth_grade


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CONSEQUENCES OF AN 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 other reasons which can lead to such an

imbalance.

Remarkable is for example the increase in non-occupational activities with

obligation character, which include mainly house and garden work, maintenance

and support of family members or volunteer activities. All this can contribute to

the perception of a chronic lack of time. This time pressure is, amongst others,

influenced by the own age, the age and number of children in the household,

marital status, the profession and level of employment as well as the income

level. The psychological strain, which in turn affects the healthiness, increases

due to the strong pressure of time, but also by the complexity of work, growing

responsibilities, concern for long-term existential protection and more. The

mentioned stresses and straints could lead in the long term to irreversible,

physical signs of wear as well as to negative effects on the human

cardiovascularand immune systems.

Psychoanalysts diagnose uncertainty as the dominant attitude to life in the

postmodern society. This uncertainty can be caused by the pressure which is

executed from the society to the humans. It is the uncertainty to fail, but also the
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fear of the own limits, not to achieve something what the society expects, and

especially the desire for recognition in all areas of life. In today's society we are

in a permanent competition. Appearance, occupation, education of the children -

everything is compared to a media staged ideal. Everything should be perfect,

because this deep-rooted aversion to all average, the pathological pursue to

excellence - these are old traditions. Who ever wants more - on the job, from the

partner, from the children, from themselves - will one day be burned out and

empty inside. He is then faced with the realization that perfection do not exist.

Who is nowadays empty inside and burned out, has in the common language a

Burnout. But due to the definitional problems Burnout is till this date no

recognized illness. An attempt to define this concept more closely, can be: a

condition that get only the passionate, that is certainly not a mental illness but

only a grave exhaustion (but, lo and behold, can lead to numerous sick days). [16]

It can benefited to the term that it is a disease model which is socially acceptable

and also, to some extent, the individual self-esteem stabilizing. This finding in

turn facilitates many undetected depressed people, the way to a qualified

treatment. [17] According to experts in the field are, in addition to the ultra hard-

working and the idealists mainly the perfectionist, the loner, the grim and the

thin-skinned, especially endangered of a burnout. All together they usu-ally have

a lack of a healthy distance to work. [18]

Another factor is also, that for example decision-makers in government offices

and upper echelons are not allowed to show weaknesses or signs ofdisease etc.,

because this would immediately lead to doubts of the ability for further

responsibility. It should be noted that only 20% of managers (e.g. in Germany)

do sports regularly and also only 2% keep regularly preventive medical check-

up. [19] In such a position other priorities seem to be set and the time lacks for

regular sports. Frightening is that the job has such a high priority, that people
http://en.wikipedia.org/wiki/Work%E2%80%93life_balance#cite_note-15%23cite_note-15http://en.wikipedia.org/wiki/Work%E2%80%93life_balance#cite_note-16%23cite_note-16http://en.wikipedia.org/wiki/Perfectionisthttp://en.wikipedia.org/wiki/Lonerhttp://en.wikipedia.org/wiki/Work%E2%80%93life_balance#cite_note-17%23cite_note-17http://en.wikipedia.org/wiki/Diseasehttp://en.wikipedia.org/wiki/Germanyhttp://en.wikipedia.org/wiki/Work%E2%80%93life_balance#cite_note-18%23cite_note-18http://en.wikipedia.org/wiki/Work%E2%80%93life_balance#cite_note-15%23cite_note-15http://en.wikipedia.org/wiki/Work%E2%80%93life_balance#cite_note-16%23cite_note-16http://en.wikipedia.org/wiki/Perfectionisthttp://en.wikipedia.org/wiki/Lonerhttp://en.wikipedia.org/wiki/Work%E2%80%93life_balance#cite_note-17%23cite_note-17http://en.wikipedia.org/wiki/Diseasehttp://en.wikipedia.org/wiki/Germanyhttp://en.wikipedia.org/wiki/Work%E2%80%93life_balance#cite_note-18%23cite_note-18


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waive screening as a sign of weakness. In contrast to that, the burnout syndrome

seems to be gaining popularity. There seems nothing to be ashamed to show

weaknesses, but quite the opposite: The burnout is part of a successful career

like a home for the role model family. Besides that the statement which

describes the burnout as a "socially recognized precious version of the

depression and despair that lets also at the moment of failure the self-image

intact" fits and therefore concludes "Only losers become depressed, burnout

against it is a diagnosis for winners, more precisely, for former winners..

However, it is fact that four out of five Germans complain about too much

stress. One in six under 60 swallows at least once a week, a pill for the soul,

whether it is against insomnia, depression or just for a bit more drive in the

stressful everyday life. The phases of burnout can be described, among other

things, first by great ambition, then follows the suppression of failure, isolation

and finally, the cynical attitude towards the employer or supervisor. Concerned

persons have very often also anxiety disorders and depressions, which are

serious mental diseases. Depressions are the predominant causes of the nearly

10,000 suicides that occur alone each year in Germany. The implications of such

imbalances can be further measured in figures: In 1993, early retirement due to

mental illness still made 15.4 percent of all cases. In 2008, there were already

35.6 percent. Even in the days of illness, the proportion of failures due to mental

disorders increased. Statisticians calculated that 41 million absent days in 2008

went to the account of these crises, which led to 3.9 billion euros in lost

production costs. For companies it is time to act and support their employees

with a healthy work-life-balance.
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RESPONSIBILITY OF THE EMPLOYER

Companies have begun to realize how important the work-life balance is to the

productivity and creativity of their employees. Research by Kenexa Research

Institute in 2007 shows that those employees who were more favorable toward

their organizations efforts to support work-life balance also indicated a much

lower intent to leave the organization, greater pride in their organization, a

willingness to recommend it as a place to work and higher overall job

satisfaction.

Employers can offer a range of different programs and initiatives, such as

flexible working arrangements in the form of part time, casual and

telecommuting work. More proactive employers can provide compulsory leave,

strict maximum hours and foster an environment that encourages employees not

to continue working after hours.

It is generally only highly skilled workers that can enjoy such benefits as written

in their contracts, although many professional fields would not go so far as todiscourage workaholic behavior. Unskilled workers will almost always have to

rely on bare minimum legal requirements. The legal requirements are low in

many countries, in particular, the United States. In contrast, the European Union

has gone quite far in assuring a legal work-life balance framework, for example

pertaining toparental leave and the non-discrimination of part-time workers.

According to Stewart Friedman -- professor of Management and founding

director of the Wharton Schools Leadership Program and of its Work/Life

Integration Projecta "one size fits all mentality in human resources

management often perpetuates frustration among employees. [Its not an]

uncommon problem in many HR areas where, for the sake of equality, there's a
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standard policy that is implemented in a way that's universally applicable --

[even though] everyone's life is different and everyone needs different things in

terms of how to integrate the different pieces. It's got to be customized.

Friedmans research indicates that the solution lies in approaching the

components of work, home, community, and self as a comprehensive system.

Instead of taking a zero-sum approach, Friedmans Total Leadership program

teaches professionals how to successfully pursue four-way wins -- improved

performance across all parts of life.

WORK-LIFE BALANCE INITIATIVES

There was a strong belief amongst employers and employees that the

implementation of work-life balance initiatives would have a positive and

noticeable impact on the workplace. Overall, employers indicated reasonably

strong support for initiatives that helped employees manage work and lifecommitments.

A key to support amongst employers was that employers could relate to the

issue personally and could therefore understand the impact endemic work-life

imbalance could have on the workplace.

Employers viewed the key benefits of implementation of work-life balance

initiatives were retention of quality staff and being able to attract quality staff,

both issues of concern in the current buoyant labour market.


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Other perceived benefits were higher productivity, happier workplaces, more

motivated staff, a closer relationship between staff and management, and a

trickle down effect that would lead to happier communities.

Key barriers seen to hinder employers implementing work-life balance

initiatives were:

- the perceived cost of implementing some initiatives, which was seen as an

issue particularly important to smaller businesses

- having the time and resources to manage and implement the initiatives

- a lack of expertise and knowledge both in terms of the best initiatives to

implement for their type of business and how to actually set-up particular

initiatives.

Unprompted suggestions for work-life balance initiatives raised by employees

included:

- More money, courses and counselling, social clubs, more time to take stock,

child

care facilities, additional staff to cover busy periods, more fulfilling work, and

an employer that was understanding and supportive during times of stress.

Unprompted suggestions for work-life balance initiatives (additional to what

were already

\ offered by their organisation) raised by employers included:

- Teaching employees life skills and third party support for smaller businesses.

Both employers and employees suggested flexible hours, disclosing company

goals, and enhanced health care facilities as possible work-life balance

initiatives.


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Prompted suggestions for work-life balance initiatives that employees were

most interested in included:

- Stress management programmes, communication on company objectives,

working part-time, counselling and workload planning.

From the prompted list of work-life balance initiatives a majority of employers

claimed to already have the following in place, workload planning, working

part-time, tailored contracts, and clear communication on company objectives.

Of initiatives not yet in place, employers noted that they were most likely to

consider offering stress management programmes and job sharing.

KEY ROLES

Responsibility for work-life balance was seen to primarily lie with the

individual. The key role of the employer was seen to be in providing a good

working environment.

While most employers did not want to see the Government legislate on work-

life balance issues, there were a number of suggestions as to the role the

Government could play.

- Raise awareness and educate both employees and employers on the benefits of

maintaining a healthy balance between life and work.

- Provide best practice and cost-benefit information on the various initiatives

that could be put in place to address work-life balance issues.- Provide subsidies to implement work-life balance initiatives.

- Provide independent work-life balance services that small businesses could

access such as counseling and advice on how to set-up services.

- Provide tax breaks to alleviate the cost of implementing any services.


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16 WAYS TO ENCOURAGE WORK/LIFE BALANCE IN

EMPLOYEES

As a recession looms and companies slash their payrolls, it is more important

than ever to keep remaining employees productive and happy. One issue that

employers constantly wrestle with is work/life balance, the allocation of

employees time and energy between work and family, health activities, hobbies

and all of life's non work requirements.

Studies have shown that too much work can lead to a variety ofstress-related

illnesses that sap workers vitality, making them more prone to errors on the job,

absenteeism, burnout and turnover. The tendency for work to dominate

employees' lives is increased when layoffs and hiring freezes leave fewer

workers with more to do. The remaining workers are often the hardest to replace

because they are the best. It behooves companies to encourage employees to

sustain healthy work/life balances. Here are some tips that companies can use to

keep their work forces healthy andproductive.

On-the-Job Training

1. Management support for work/life balance is critical, and it must come from

the top. Too often, the perception that hard work is the only way to rise in acompany keeps employees at the grindstone, working themselves into illness.

Top executives can set examples of good work/life balances and make it known

that the same is expected from rank-and-file employees.
http://www.hrworld.com/features/motivating-shriking-work-force-031808/http://www.hrworld.com/features/reduce-workplace-stress/http://www.hrworld.com/features/making-the-best-of-layoff-022608/http://www.hrworld.com/features/increasing-productivity-without-compensation-040208/http://www.hrworld.com/management/http://www.hrworld.com/features/motivating-shriking-work-force-031808/http://www.hrworld.com/features/reduce-workplace-stress/http://www.hrworld.com/features/making-the-best-of-layoff-022608/http://www.hrworld.com/features/increasing-productivity-without-compensation-040208/http://www.hrworld.com/management/


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2. Surveys of employees work/life issues can help a company understand

workers' needs and design appropriate policies to meet them. Studies have

shown that respect for work/life balance needs is high on employees lists.

3. Set priorities for all work. When priorities are unclear, employees tend to

overwork because they think that everything must get done at once. Setting

priorities allows workers to schedule tasks over a reasonable period of time.

4. Train line managers to recognize signs of overwork. Supervisors can spot

increasing error rates, absenteeism and signs of stress-related burnout more

easily than anyone else in the organization. Workers who show these signs of a

poor work/life balance can be referred to employee-assistance programs.

5. Seminars on work/life balance can help employees understand its importance

and find ways to achieve it. Such seminars teach employees how to better

manage their workloads, eliminate unproductive work habits, get sufficient

exercise and negotiate more flexible work conditions that meet their needs.

Make Work More Flexible

6. Flextime is one of the most useful tools in helping workers achieve a good

work/life balance. Companies should identify which jobs lend themselves to

flexible work scheduling and implement formal policies for coordinating

flexible schedules with an employee's supervisors and co-workers.

7. Telecommuting is a way for employees to work from home while taking care

of a sick or dependent family member. It also cuts down on stress and

unproductive time due to a commute. Studies have shown that telecommuters
http://www.hrworld.com/features/surveying-satisfaction-real-feedback-040708/http://www.hrworld.com/features/employees-in-need/http://www.hrworld.com/features/flexible-work-arrangements-040108/http://www.hrworld.com/features/surveying-satisfaction-real-feedback-040708/http://www.hrworld.com/features/employees-in-need/http://www.hrworld.com/features/flexible-work-arrangements-040108/


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can be 30 percent more productive than their office-bound counterparts. Many

companies are implementing formal telecommuting programs on an as-needed

or permanent basis. Telecommuting can be a terrific recruitment tool as well.

8. Job sharing can keep two valuable employees busy while reducing work-

related stress. In a job-sharing arrangement, two workers work part-time and

share the workload of one job. Careful coordination between the two workers,

their supervisor and their co-workers is necessary to make job sharing work.

Allow for Time Off from Work

9. Encourage the use of vacation and sick-leave time. Supervisors should advise

employees to use their vacation and sick-leavebenefits when signs of burnout or

illness arise. Companies can implement use-it-or-lose- it policies to encourage

employees to take time off when it is necessary.

10. A formal leave policy for employees with dependents recognizes and

encourages the need to care for sick children or elderly parents.

11. Paid childbirth or adoption leave gives women and men the flexibility to

keep their jobs while attending to a new addition to the family. This option is

almost always cheaper than the alternatives of burnt-out employees or those who

leave the company.

12. Limit how often employees take work home. The line between work and

home lives tends to blur when employees regularly take work home. This

practice should be monitored by management personnel, who should also

develop plans for making sure that work gets done at the office instead of at
http://www.hrworld.com/features/telecommuting-guidelines/http://www.hrworld.com/recruitment/http://www.hrworld.com/benefits/http://www.hrworld.com/features/telecommuting-guidelines/http://www.hrworld.com/recruitment/http://www.hrworld.com/benefits/


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home.

13. Some companies allow employees to take leave for community service.

These firms recognize that employees obtain life satisfaction from projects or

work outside of their regular jobs.

Bringing Life to Work

14. Bring-your-kids-to-work day is a way to get employees' families involved

in their work lives. The opportunity to share a day of work with children is a

benefit that many employees appreciate.

15. Sponsoring employees family-oriented activities is another way to combine

work and life. Sporting events, excursions to amusement parks, fishing trips and

other family-oriented jaunts are good opportunities to help employees strike a

work/life balance.

16. Companies need to promote their work/life-balance policies year-round

not just in employee orientations and handbooks. Frequent, positive

communication of these benefits reinforces managements commitment to help

workers achieve work/life balances and gives employees the feeling that it is OK

to live a little.
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Chapter-2

Literature Review


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LITERATURE REVIEW

Hilary Harris , Chris Brewster and Paul Sparrow have studied how

effective global HRM impacts on the success of an organisation's

international operations. The key drivers for international operations are:

maximizing shareholder value - whether implicitly or explicitly stated forging

strategic partnerships - with similar organisations, groups or suppliers creating

core business processes - driven by business needs building global presence - to

be visible in the market place.

Professor Chris Brewster, Dr Hilary Harris and Professor Paul Sparrow

have revealed the delivery machanisms of HRM.The key delivery mechanisms

for HRM are:e-enabling HRM - using new information and communications

technology knowledge management - to exploit the internal knowledge stock

cost-reduction/HR affordability - offering cost-effective solutions creating

centres of excellence - avoiding replication and duplication of effort

Professor Paul Sparrow analyzed the activities undertaken in the context of

globalization Global HRM activities tend to fall into one of main categories:

transactional capability development , business development, the strategic

nature of HR interventions the political, process and technical skills brought to

bear the contrasting stakeholder expectations of the interventions , the link to

organizational strategy and effectiveness.


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Cynthia A. Lengnick-Hall and Mark L. Lengnick-Hall have analyzed the

interdependence of Firms business strategy and HRM strategy.Past efforts to

relate the management of human resources to a firm's business strategy have

taken three approaches: matching managerial style or personnel activities with

strategies, forecasting manpower requirements given certain strategic objectives

or environmental conditions, and presenting means for integrating human

resource management into the overall effort to match strategy and structure. In

this article, the literature on each of these approaches is reviewed, and a

typology is presented that posits a reciprocal interdependence between a firm's

business strategy and its human resources strategy. Implications for research and

practice are discussed.
http://links.jstor.org/sici?sici=0363-7425(198807)13%3A3%3C454%3ASHRMAR%3E2.0.CO%3B2-0&size=SMALLhttp://links.jstor.org/sici?sici=0363-7425(198807)13%3A3%3C454%3ASHRMAR%3E2.0.CO%3B2-0&size=SMALLhttp://links.jstor.org/sici?sici=0363-7425(198807)13%3A3%3C454%3ASHRMAR%3E2.0.CO%3B2-0&size=SMALLhttp://links.jstor.org/sici?sici=0363-7425(198807)13%3A3%3C454%3ASHRMAR%3E2.0.CO%3B2-0&size=SMALLhttp://links.jstor.org/sici?sici=0363-7425(198807)13%3A3%3C454%3ASHRMAR%3E2.0.CO%3B2-0&size=SMALLhttp://links.jstor.org/sici?sici=0363-7425(198807)13%3A3%3C454%3ASHRMAR%3E2.0.CO%3B2-0&size=SMALLhttp://links.jstor.org/sici?sici=0363-7425(198807)13%3A3%3C454%3ASHRMAR%3E2.0.CO%3B2-0&size=SMALLhttp://links.jstor.org/sici?sici=0363-7425(198807)13%3A3%3C454%3ASHRMAR%3E2.0.CO%3B2-0&size=SMALLhttp://links.jstor.org/sici?sici=0363-7425(198807)13%3A3%3C454%3ASHRMAR%3E2.0.CO%3B2-0&size=SMALLhttp://links.jstor.org/sici?sici=0363-7425(198807)13%3A3%3C454%3ASHRMAR%3E2.0.CO%3B2-0&size=SMALLhttp://links.jstor.org/sici?sici=0363-7425(198807)13%3A3%3C454%3ASHRMAR%3E2.0.CO%3B2-0&size=SMALLhttp://links.jstor.org/sici?sici=0363-7425(198807)13%3A3%3C454%3ASHRMAR%3E2.0.CO%3B2-0&size=SMALLhttp://links.jstor.org/sici?sici=0363-7425(198807)13%3A3%3C454%3ASHRMAR%3E2.0.CO%3B2-0&size=SMALL


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Muhammad Aminu Bawa and Dr Juhary Ali have revealed the challenges

faced by HRM in the age of globalization. In the current financial crisis, which

has engulfed East Asia since July 1997 and has subsequently spread to Russia

and Brazil, is one of the most pressing challenges facing countries and

businesses in today's global business environment. Globalization represents the

structural making of the world characterized by the free flow of technology and

human resources across national boundaries as well as the spread of Information

Technology (IT) and mass media presenting an ever-changing and competitive

business environment. Two major limitations are observed in the treatment of

the twin issues of the responses to the East Asian economic crisis and the

coverage of the literature on globalization. While the response to the crisis has

focused on macroeconomic aspects, the issue of globalization has been

addressed predominantly in and with respect to the developed economies of

Western Europe, North America and Japan. This paper is an attempt to address

these two limitations. Since the human factor is the key in the new era of

globalization (Hassan, 1992; Sims & Sims, 1995), the primary objective of this

paper is to present a conceptual framework for effective management of human

resources as a response to the growing interaction of globalization and business

performance. Three central arguments are made in this paper.


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Chapter-3

Research

Methodology

RESEARCH METHODOLOGY

All progress for born of inquiry. Doubt is often better than over confidence

for it leads to inquiry and inquiry leads to invention.

Research has its significance in solving various operational and planning

problems of business and industry. Operational research and market research


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along with motivational research are considered crucial and their results exist in

more than one way in taking business decisions.

Motivational research is defining why people behave is as they do mainly

concerned with the determination of motivations underlying their consumer

behavior.

As these are great help to people in the industry who are responsible for

taking business decisions.

For a good research and for proper and authentic results research

methodology plays a crucial role.

Research methodology is a way to systematically solve the research problem,

which is a science of studying how research is done scientifically. Thus research

methodology encompasses the research methods or techniques, the research

results are capable of being evaluated either by the researcher himself or by

others.

The project also covers Descriptive Research, which includes surveys and fact-

finding inquiries.

STATEMENT OF THE PROBLEM

Work lifebalance is the hottest buzzword in the contemporary era and every

functional area is affected directly or indirectly by it. Therefore, human resource

management is also not the exception. There is a direct impact of globalization

on HRM and there are both challenges and opportunities for it. Thus, the entireproject is also focused on the same as well as the response in the form of

restructuring of HR practices. However, this is not an easy task at all but can be

undertaken if done with due prudent and understanding the positive aspects of

globalization and converting them into strengths.


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OBJECTIVE OF THE STUDY:

To study the employee perception towards work life balance.

To study the effect of work life balance on HRM.

To study the restructuring of HRM practices in the context of work life

balance. .

RESEARCH DESIGN:

I have adopted Descriptive as well as analytical research for analysis of data.

SAMPLE DESIGN

The sample design is the blueprint of entire sampling process. It describes theentire plan of the technique, size and units of sample.

SamplingUnit:

For research, I have selected senior executive as well as the junior executive as

Sampling unit.

SampleSize:

I selected 200 individuals as sample size for research.

SAMPLING TECHNIQUE:


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The type of sampling being used for this research work was convenience

sampling, which is one of the types of non-probability sampling.

In the Convenience sampling method, the part of the universe is selected

as per the convenience of the investigator.

COLLECTION OF DATA:

Methods to be adopted:

1) Primary source

2) Secondary source

Primary Source : Primary Data are those collected a fresh and for first time and

thus happen to be original in character. Some of the common sources to collect

primary data are:

Personal Interview

Questionnaire

Secondary Data: Secondary Data are those which have already been collected

and which have already been passed through the statistical process, secondary

data can be collected from:

Books

Annual Reports of the Company

Journals & Magazines

Websites


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Data Tabulation

Tables are to be drawn which are used in Data Interpretation. With the help of

this table we can easily charts, figures and graphs wherever required. It actually

helps in presenting the data in easy way. I have used simple tables on the basis

of response of respondents and mentioned the percentage of response

accordingly.

Data Presentation:

As mentioned earlier, the use of tables is made for presenting the data in the

simple and easy way. I have done so with the help of charts and graphs which

describe the percentage of response in the respective questions. The clarity in

data presentation for the helps in Analysis and Interpretation of data.


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LIMITATIONS OF THE STUDY:_

Every search work has limitation. This study is no exception to that. It was a

great mental and physical exercise to go along with research project. Even by

doing a lot to attend the maximum aspects of the concept, it was not possible to

touch every bit of it.

During the research work, although every effort has been made to make

the study as accurate and precise as possible, but one cannot guarantee 100%

accuracy and preciseness because of limitation one has to undergo during thestudy.

Shortage of time and resources.

Unreliability of primary data.

Unreliability of secondary data.

Workers cant devote enough time due to their busy schedule.

Difficulty can be faced in getting the responses to various

questions because of lack knowledge of the workers.

The size of the sample is very small due to shortage of time and resources.


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Chapter-4

Data Analysis And

Interpretation


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Statement 1: Awareness regarding Work Life Balance:

Table 1: Awareness regarding Work Life Balance:

RESPONSE NUMBER OF RESPONDENTS

YES 90

NO 10

TOTAL 100

90

10

0

20

40

60

80

100

YES NO

RESPONSE

PERCENTAG

Series1

ANALYSIS AND INTERPRETATION:

On asking whether the respondents know about work life balance 90% of

respondents says yes to it while only 10% were not aware about it.

The main reason for their awareness was their seniority. Being on senior

positions they were well aware of the changes taking place in the area of HRM

and understood the importance of maintaining a work life balance between work

and home.


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Statement 2: Presence of Work Life Balance in personal life:

Table 2: Presence of Work Life Balance in personal life:


YES 60

NO 40

TOTAL 100

60

40

YES

NO


On asking, whether the respondents have really balance work life 60%

respondents agree with it while 40% are not agree with this fact.

It was found that seniority had an vital role to play in understanding the

importance of Work Life Balance. Since the Respondents were Senior


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Executives, they could prioritize their requirements and could maintain a clear

distinction between their professional and personal lives.


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Statement 3: Managing a work life balance provides new and broad

opportunities in an organization:

Table 3: Managing a work life balance provides new and broad

opportunities in an organization:

RESPONSE NUMBER OF RESPONDENTSAgree 70

Disagree 20

Dont know 10

TOTAL 100

70

20

10

OPPORTUNITIES

THREATS

BOTH


On asking while managing the work life balance provides better opportunities in

an organization 70% are agree with this it, 20% are not agree with this fact while

rest of 10% do not know about it.

Most of the Respondents agreed to the fact that a work life balance provides

better opportunities in an organization. From their personal experience, theRespondents could tell that such a balance helped in their levels of motivation

and efficiency in the organization.


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Statement 4: Benefits of implementing work life balance policies in an

organization.

Table 4: Benefits of implementing work life balance policies in an

organization.


Higher productivity 60

Less absenteeism 40

Better safety record 20

TOTAL 100


On asking about benefits of implementing work life balance policies, 60% agree

that it increase the productivity, 40% says that employee may be more regular,

while rest of 20% says that it is for better safety records.

Most of the Respondents agreed with the fact that Work Life Balance

policies were adding to the increase in productivity. Since the senior executives

had jobs which involved great amount of stress and anxieties, a Work Life

Balance Policy helped them in controlling their stress levels. This in turn

increased their efficient and their ability to tackle problems more effectively.

60

40

20 Higherproductivity

Less

absenteeism

Better safety

record


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Statement 5: Other things that could be done in the workplace to help

balance work-life:

Table 5: Other things that could be done in the workplace to help balance

work-life:


Flexible work practices 50

Child care issues 20

Managing stress 30

TOTAL 100

5

23

0

1

2

3

4

5

Flexible

work

practices

Managing

stress

Series1


According to the data given above 50% respondents in favor of flexible work practices

in order to balance work life, 20% says that it should be child care issues while 30%

believe that it should be about how to manage the stress. Flexible work practices was

most desired by the Respondents.

The main reason behind this being that this way they could devote sufficient time fortheir families and children. Most of the Respondents were married with children

between the age group of 5- 12 years, thereby demanding their attention. Hence for

most of these Respondents flexi timings would prove most beneficial for maintaining a

good work life balance.


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Statement 6: Main cause of work life imbalance in your organization:

Table 6: Main cause of work life imbalance in your organization:


Staffing level 30

Stress 40

Hours of work 20

All 10

TOTAL 100

4

3

2

1

40

30

20

10

0 20 40 60

Staffing level

Stress

Hours of work

All

Series2

Series1


On asking the cause of work life imbalance in organization, 30% says that it is

due to staffing level, 40% says it is due to stress of work, 20% says that it is due

to hours of work while 10% says that all are the cause of work life imbalance.

Since the Respondents were senior executives, the level of stress in their

respective jobs was extremely high resulting in a strong desire for implementing

work life balance policies.


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Statement 7: Frequency of working extra hours in your organization:

Table 7: Frequency of working extra hours in your organization:


Often 30

Sometimes 60

Never 10

TOTAL 100


On asking about whether they work for extra hours in their organization 60%

says that they sometimes do extra work, 30% says it often while 10% says that

they never do work for extra hours.

It was found that generally Respondents did not have to work extra hours as theorganization very rarely demanded this from their employees. However, some of

the employees, on occasions had to work for longer hours mainly because of the

demand from the jobs assigned to them.

30

60

10

Never

Often

Sometimes


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Statement 8: Type of strategy adopted by the management to retain work

life balance:

Table 8: Type of strategy adopted by the management to retain work life

balance:


Flexibility in working hrs 10

Empowerment 30

Career opportunities 40Compensation schemes 20

TOTAL 100

10

30

40

20

FLEXIBILITY IN

WORKING HOURS

EMPOWERMENT

CAREER

OPPORTUNITIES

COMPENSATION

SCHEMES


On asking what type of strategy is adopted by the management to retain valued

employees, 40% were in the favour of career opportunities, 30% were in the

favour of empowerment as they think that the employees dont want to work in

the traditional autocratic systems, 20% were in the favour of compensation

schemes. 10% were in the favour of flexibility in working hours which includes

shift working, weekend work, subcontracting, home working, part time working

etc.


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QUESTIONNAIRE OF JUNIOR EXECUTIVES

Statement 1: Personal benefits of work life balance:

Table 1: Personal benefits of work life balance:


YES 80

NO 20

TOTAL 100

80

20

0

20

40

60

80

PERCENTA

GE

YES NO

RESPONSE

Series1


On asking whether work life balance is beneficial to them personally, 80%

responded in favour while 20% were against it.

It is clear that majority of them are aware of the benefits or opportunities

provided to them by globalization. As globalization provides them new and

broader career opportunities, helps in career development, improves their

interpersonal skills like communication skills, leadership skills etc.

Statement 2: Major challenges faced by you when you are working on

assignments:


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Table 2: Major challenges faced by you when you are working on

assignments:

RESPONSE NUMBER OF

RESPONDENTSRequire same set of skills 10Problems of spouse & children 20

Career related problems 30All 40

TOTAL 100

10

20

30

40

REQUIRE SAME

SET OF SKILLS

PROBLEMS OF

SPOUSE

&CHILDREN

CAREER

RELATED

PROBLEMS

ALL


On asking what is the major challenge faced by them when they are working on

assignments, 40% were in the favour of all the problems maintained above. 30%

were in the favour of career related problems such as timely appraisals, inter-

personal challenges, being bypassed for promotions, etc. 20% were in the favour

of problems related to spouse and children mainly due to long working hours,

lack of attention for kids, etc.

Statement 3: As several kinds of jobs are involved in a work

Organization, some jobs may be perceived more significant than


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others. How do you see your job?

5. My job is very significant and important to the organization.4. My job is significant and important.3. My job is neither significant nor important.

2. My job is insignificant and not important.1. My job is totally insignificant and unimportant.

Table 3: As several kinds of jobs are involved in a work Organization, some

jobs may be perceived more significant than others. How do you see

your job?

SCALE NO. OF

RESPONDENTS

Very significant and important 50

Significant and important 10

Neither significant nor important 20

Insignificant nor important 10

Totally insignificant and unimportant 10

Total 100

90

100

20

40

60

80

100

YES NO

RESPONSE

PERCENTAGE

Series1



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The above table reveals that (90%) of the Respondents accept that there job is

significant and important to the organization. Similarly, 10% stated that there

job is very significant and important to the organization.

It is thus revealed from the above question that the organization takes

special care to ensure that every employee is felt important and for this,

the organization gives certain specific tasks to each employee for giving

an impetus to being felt important.

Statement 4 : In work organizations many times people have to work

together. They have to discuss with each other in order to come to

decisions. Do people listen to each other in such a situation in your

organizations?

Listening to each other is very good.. Listening to each other is good.. It is neither good nor bad.

. People never listen to each other.

SCALE NO. OF

RESPONDENTSVery good 40

Good 30

Neither good nor bad 20

Never 10

Total 100


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30

2010

40

CULTURE

LANGUAGE

PRACTICAL DAY

TO DAY MATTERS

ALL

ANALYSIS AND INTERPRETATION

The above table reveals (30%) of the Respondents accept that listening to each

other is good in their organization. (40%) Respondents have stated that listening

to each other is very good in their respective organizations.

The work culture in the respective organizations of the Respondents was a team

culture, hence, listening to each other was imbibed into their policies.

Employees were encouraged to work with others only after consulting one

another and all decisions were generally taken after team discussions.

Hence, all employees deeply understood the importance of listening skills and

therefore listening to each other was very effective among employees.

Statement 5: People need each others support at the work


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organization. How are your relationships with your superior? Do you

get support from them?

5. Our superiors gives us full support.4. We get good support from superiors.

3. Support from superiors is neither good nor bad.2. Support from superiors is poor.

SCALE NO. OF

RESPONDENTS

Very good 40

Good 30

Neither good nor bad 20

Poor 10

Total 100

10

30

20

40

TRANSFER

ANXIETIES

CAREER

PROBLEMS

PERSONAL

PROBLEMS

ALL

ANALYSIS AND INTERPRETATION


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The above table depicts that (40%) of the Respondents have accepted that they

get very good support from their superior at their work place mainly because of

strong inter personal relations.

Since there is professional bonding between the seniors and the juniors, the

seniors could easily identify the needs of their subordinates which in turn

worked as a support system for their subordinates.

Also, 30% stated that they get good support from their superior in their

organizations.


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Statement Q6. Is the work life balance framework of the organization?

RESPONSE respondents

YES 70

NO 30

TOTAL 100

70

30

010

203040506070

PERCENTA

GE

YES NO

RESPONSE

Series1

ANALYSIS AND INTREPRATATION:

On asking whether they are satisfied with the worklife balance framework of the

organization, 70% were in the favour while 30%were against it. It is clear that

majority of them are satisfied by the cross-culture training techniques adopted

by the organization like documentary programmes, culture assimilation and

language instructions. The remaining employees are of the view that more

training techniques should be adopted by the organization.


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Statement Q7.Effective way of handling work life balance problems :

RESPONSE Respondents

Training of Managing stress 30Limited Working hours 10

Reorientation programmes 60

TOTAL 100

30

1060

REPATRIATIONAGREEMENT

EXPERIENCED

MENTORS OR

SPONSORS

REORIENTATION

PROGRAMMES


On asking what is the most effective way to handle the worklife balance

problem, 60% were in the favour of reorientation programmes as they think that

reorientation programmes help the integration of expatriate back into their home

culture. 30% were in the favour of repatriation agreements as these agreements

gives a written assurance to the international assignee that he or she will be

given an appropriate job after completion of the assignment.10% were in the

favour of appointing sponsors or mentors as they are of the view that sponsors or

mentors would keep the expatriate well informed about developments in the

home office, including career opportunities.


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Statement Q8. Does globalization helps in upgrading the training and

development process by shifting it from tradition skill up gradation to

organizational learning?

RESPONSE Respondents

YES 60

NO 40

TOTAL 100

60

40

0

10

20

30

40

5060

PERCENTA

GE

YES NO

RESPONSE

Series1


On asking whether globalization helps in upgrading the training and

development process by shifting it from tradition skill up gradation to

organizational learning, 60% were in the favour .It is clear that the majority of

them are aware of the fact that training methods needs to be reoriented to

include web-based training and net-based knowledge dissemination. Application

of computer can be extensively encouraged to make the training programs more

effective.


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Findings of the

study


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FINDINGS

The management takes every possible step to utilize the opportunities and

overcome the hurdles they faced in adopting the work life balance.

Management is very much conscious about the worklife balance of the

employees working on various assignments

The top level executives, manage the change brought up by envisioning

the future, communicating this vision to employees, set clear expectations

for performance, and develop the capability to execute by reorganizing

people and reallocating assets.

To develop the human capital in organization, the executives develop the

strategies for ensuring superior knowledge, skills, and experience within

their workforce.

The management takes every possible step to handle the worklife balance

problems successfully.

The management provides the various career development opportunities

to the employees for balancing the work life balance in their lifes.

The management pays attention to restructuring of HRM practices to suit

the globalized environment.


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Chapter-5

Conclusion & Suggestions


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CONCLUSION

The briefing highlights some of the actions needed to make work life balance

successful, although it is recognised that there is no one best way to manage

global HRM. A critical aspect of creating global HR strategies is the ability to

judge the extent to which an organisation should implement similar practices

across the world or adapt them to suit local conditions.

When the organisational drivers for internationalisation are well understood,

when the key delivery mechanisms are in place, coherent and consistent, and

when these mesh with the global HRM activities, then global HRM can make a

significant contribution to organisational success. Where any one of these

factors is absent, there may be problems. In particular, HR professionals have

to ensure that the activities they engage in move them away from more

transactional types of work towards those concerned with developing

organisational capability and business development.

HRM practices and its implementation in the globalized corporation need to be

restructured in the context of challenges faced by organizations. HRM practices

such as training and development, performance appraisal, communication, and

participation etc., need to be restructured in order to attain world-class standards.

Leadership must be developed to face global challenges effectively and HR

professionals should create a work culture that is capable of motivating and

satisfying all sections of employees in the globalized environment.


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SUGGESTIONS

The standards should be maintained to balance work life balance..

Development process should be upgraded by shifting it from traditional

skill upgradation to organizational learning.

Application of computers should be extensively encouraged to make the

work life balance programs more effective.

Training methods should be reoriented to include web-based training and

net-based knowledge dissemination.

Motivating the employees through properly structured compensation

schemes.

The programs like managing stress should be done as an ongoing process

to balance the work life balance in organization.

HR professionals should need to evolve new methods of work life

balance.

Direct communication practices must be encouraged in a globalized

environment.

Leadership should be encouraged to face challenges.


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Bibliography

References:


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1. Baba, VV and Jamal, M (1991) Routinisation of job context and job

content as related to employees quality of working life: a study of

psychiatric nurses. Journal of organisational behaviour. 12. 379-386.

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Annexure

QUESTIONNAIRE OF SENIOR EXECUTIVES

Q1. Do you know about work life balance?

Yes

No

Q2. Does you have really work life balance in your life?

Yes

No


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Q3. According to you, will managing the work life balance provide new

and broader opportunities in organization?

Agree

Disagree

Dont know

Q4. What are the benefits of implementing work life balance policies in

organization

Higher productivity

Less Absenteeism

Better safety record

Q5. What other things could be done in the workplace to help balance

work-life?

Flexible work hours

Child Issues

Q6. What are the main cause of work life imbalance in your organization?

in adopting global operations?

Staffing level

Working Hours

Stress

All of the above

Q7.Do you work extra hours in your organization?


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Often

Sometimes

Never

Q8. What type of strategy is adopted by the management to retain

Work life balance?

Flexibility in working hours

Empowerment

Compensation Schemes


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QUESTIONNAIRE OF JUNIOR EXECUTIVES

Q1.Is work life balance is beneficial for you personally?

Yes

No

Q.2 What is the major challenge faced by you when you are working on

assignments?

Required the same set of skills or not

Problems of spouse and children

Career related problems

All of the above

Q.3 In your opinion, does language proficiency is important for the success of

work operation?

Yes

No

Q.4 According to you what is the main area in which training is generally

required by you before going for operations?

Culture

Language

Practical day to day matter

All of the above

Q.5 According to you what is the major reason of the failure of assignments?

Transfer anxieties

Career problems

Personal problems


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All of the above

Q.6 Are you satisfied with the frame work of the organisation?

Yes

No

Q.7 What is the most effective way to handle the repatriation problem

according to you?

Repatriation agreement

Experienced mentors or sponsors

Reorientation programmes

Q.8 Does globalization helps in upgrading the training and development

process by shifting it from tradition skill upgradation to organizational

learning?

Yes

No

Documents

Tarsem Modified