A Study of Work Life Balance With Reference To B.P.O. Industry (Recovered)

A Project Report
On
A study of Work Life balance with

Reference to B.P.O. Industry
in
Partial fulfillment of Master of Business Administration
(Human Resource)
SUBMITTED BY :
NAME
MBA (HR)
ENROLLLMENT NO : 9207600150
UNDER THE GUIDANCE OF :

MS. RENU MISHRA
Faculty guide MBA (HR), NIIMS
To
NETAJI SUBHASH INSTITUTE OF

MANAGEMENT SCIENCES
(Affiliated to Punjab Technical University, Jalandhar,
Punjab)
Table of contents
Sr. TOPIC Page No.

No.
2
1. Review of Literature 2-6
2. Introduction 7-11
3. Research Methodology 12-13
4. Introduction to the B.P.O. Industry 14-18
5. Data Analysis 19-89
6. Findings 90-91
7. Result 92
8. Conclusion and Recommendations 93-94
9. Limitations in the Research 95
10. Appendices 96-103
11. Bibliography 104
3
Review of Literature on Work-Life
Balance
The literature surveyed is a mixture of academic literature and surveys of firms by

other experts. Some of the literature is peer reviewed and some not. The bibliography
lists the literature that was reviewed for this paper.
Not all the literature refers to the whole set of work-life balance policies. Some
studies measure flexibility and others measure work-family policies. In this literature
review these have all been subsumed under the heading work-life balance policies.
In this paper, work-life balance policies refers to policies created by businesses, as
part of their human resources or management strategies
4
In New Zealand, Pohlen Kean (2002) undertook a survey of the employees of 25
organisations. They found a clear relationship between the work-life balance policies
on offer, employees intentions to leave and actual turnover rates. Their study
suggests that the work-life balance policies have a small overall net positive effect on
staff turnover rates. The study is harder to assess because we have not had access to
the study methodology but the results are consistent with the international literature.
Obtaining an accurate measure of the savings gained from work-life balance policies is
problematic and many companies do not or cannot make explicit calculations of the costs
and benefits (Dex and Scheibl, 1999). While the costs of introducing work-life balance
policies are relatively direct and easy to measure, the benefits are often more difficult
to identify and measure. As not all the benefits may have been identified or measured,
the net impact of these policies is often regarded as negative.
Given the difficulties in comparing the costs and benefits of work-life policies, and
assessing their net impact, employers often make decisions based on their values,
attitudes or beliefs. Some employers implement work-life balance policies because
they intuitively make sense. Some employers undertake an evaluation of their work-
life balance policies after they have been implemented, in order to justify the decision
(Evans, 2001).
There is great variation in the costs of work-life balance policies. Some will cost an
employer almost nothing and others can be quite expensive (but may offer greater
benefit). The package of work-life balance policies offered may be determined by
the costs and benefits of each individual measure, however this approach may
discount the synergies involved in offering a number of policies. A range of work-life
balance policies are more likely to offer something to everyone, and avoid feelings of
resentment among employees who may not otherwise benefit from entitlements such
as family-friendly policies.
The business case will vary between firms and industries as the costs and benefits of
work-life balance policies are quite different in different situations. The strength of
the business case for work-life balance policies is also likely to vary with changes in
the economic cycle. The case for some work-life balance provisions may be weaker in
times of recession or downsizing (Evans, 2001).
There is considerable evidence that extended working hours have generated a number
of negative externalities for all staff, employers and employees. Extended hours of
work are linked to a number of health problems including heart problems, high blood
pressure, gastrointestinal disorders, psychological wellbeing and circadian disruption.
The business or enterprise bears some of the cost through sick leave. An unbalanced
share of the cost may be borne by the worker and the taxpayers who fund health and
other social services (Dawson, McCulloch and Baker, 2001).
Extended working hours also impose costs on families and communities which have
5
reduced capacity as workers no longer have time to invest in them. In the short-term,
extended working hours can lead to increased productivity (as measured by total
productivity, not hourly productivity). In the longer term, however, these practices
become unsustainable due to reduced safety and the greater risk of accident and the
costs to families and communities (Dawson, McCulloch and Baker, 2001). Work-life
balance policies are a means of reducing extended working hours and mitigating the
effects.
Galinsky and Bond (1998) found that industry was the best predictor of the presence
of work-life balance policies in the United States. Finance, insurance and real estate
stood out as the most generous industries, while the wholesale and retail industries
were the least generous. Evans (2001) found that in Australia, Japan, the UK and the
US, family-friendly arrangements were most common in the public sector,
presumably because this sector is not subject to commercial pressures. The public
sector is also more likely to have legislative requirements to be a good employer and
work-life policies are often one of the easier strategies for them to implement. In
Australia, the retail, construction and hospitality sectors are the least likely to offer
work-life balance policies (Evans, 2001).
Firm size affects the type and extent of work-life balance policies that are offered. In
their study of US firms, Galinsky and Bond (1998) found that company size was the
next best predictor of the presence of work-life balance policies, after industry type.
Larger companies (more than 1,000 employees in this case) were more likely to
provide flexible work options and longer and paid parental leave.
In Canada, flextime and telework are much more available to employees in small
workplaces (fewer than 10 employees). Other policies such as child or eldercare,
where economies of scale can be achieved, are most available in large organizations.
(Konrad and Mangel, 2000).

It is theorised that firms employing large numbers of professionals are more likely to
implement work-life balance policies as they are scarcer, harder to attract, more
valuable and more expensive to recruit and retain than less well-paid employees.
Monitoring and controlling the productivity of professional workers is difficult and
costly, because the outputs of professional staff are not as tangible as the outputs of,
say, a manufacturing process. Professional staff are also more likely to resent intense
supervision and scrutiny. Work-life balance policies may be an extra inducement for a
professionals discretionary effort. The hypothesis of firms with a higher percentage of
professionals having greater work-life balance policies is supported by research in
the United States.
Konrad and Mangels (2000) research in the United States found that firms with a
greater percentage of female employees were more likely to have more extensive work-
life balance
policies. Of the firms employing higher numbers of women, they found higher
productivity levels in those firms that had a greater number of work-life balance
policies. This finding counters adverse selection theory. Adverse selection theory
claims that firms with more attractive policies will attract individuals who have
6
greater need for those policies. As an example, adverse selection theory would predict
that firms with more generous maternity leave policies would attract pregnant women,
or women who were planning to become pregnant. If most of the employees in a firm
used the more expensive work-life balance policies most of the time, then their
provision would become uneconomical and reduce profitability. This study is
important because it has findings that are opposite to the predictions of adverse
selection theory.
Comfort, Johnson and Wallace (2003) examined which Canadian employees are more
likely to have access to work-life balance policies. Over one third of employees had
access to flextime which was the most commonly available policy. The demographic
data refuted adverse selection/sorting effect theories. Sometimes, the relationships
were opposite to what would be expected. For example, women reported lower
flextime participation rates than men. Flextime was highest amongst youth,
suggesting that schedule flexibilty was more characteristic of entry-level jobs.
The Canadian study also found that access to (rather than the take-up of) childcare
peaked at the 45-64 age group, suggesting that formal childcare services were a
function of firm or industry factors, rather than employee needs. University graduates
had considerably greater access to work-life balance policies. There was also a clear
link between job characteristics and work-life balance policies. Managers and
professionals had a much higher level of potential access to these policies than other
occupational groups. Access to flextime and telework was associated with non-
unionised environments whereas child and eldercare services were associated with
union settings.
A major study funded by the Joseph Rowntree Foundation and carried out on
a nation-wide level by researchers at the university of Cambridge (Dex and
Smith, 2002), concluded that:
There are positive effects on employee commitment from having

family-friendly policies.
Approximately nine out of every ten establishments with some
experience of these policies found them cost effective.
Increase in performance was associated with having one or other
family-friendly policy in the case of five out of six performance
indicators.
Evidence also indicates that work-life balance policies and practices can
make a difference to womens career progression. A study undertaken on the
experience of women in senior management positions at Oxford Brookes
University clearly shows that the younger generation of senior women, who
had access to improved maternity rights and family-friendly working
arrangements, were able to progress along a more linear career path and
more quickly, compared to the senior women belonging to the older
generation (Ledwith and Manfredi, 2000).
7
The culture of a workplace has a large effect on the use of work-life balance policies.
Work-life balance policies are not very effective in an unsupportive workplace
because they either will not be used or they would harm an employees prospects.
Employees may not necessarily feel free to use these policies for various reasons. For
example, they may feel that doing so would lead to negative impacts on their career
progression, as they would be perceived as lacking commitment to the company.
Eaton (2001) got around this problem by constructing a usability measure that
included employees perceptions that the policies would not be detrimental to their
careers. Eatons usability measure is a means of assessing the supportiveness of a
workplace. Eatons study, of workers in biotechnology companies in the US, found
that neither the presence of formal or informal work-life balance policies were
correlated with organisational commitment. However, if these policies were perceived
as usable, there was a significant positive association with organisational
commitment. All three types of work-life balance policy (formal, informal and usable)
were positively associated with higher levels of self-reported productivity. This
association is greatest with usable policies.
8
Introduction
Work-life balance is a broad concept including proper prioritizing between "work"

(career and ambition) on one hand and "life" (pleasure, leisure, family and spiritual
development) on the other. Related, though broader, terms include "lifestyle balance" and
"life balance".
9
The composition of today's workforce is much more complex. Dual income families and
single parents with dependents are the norm. "Our lives are becoming increasingly
complex with every passing year. We have more choices, more opportunities and more
demands placed on us," says Clutterbuck, whose latest book is Managing the Work-Life
Balance.
Although very slightly touched in class, work-life balance is viewed as a strategic

component of the package offered to the employees, as in the workplace of the future,
many employers are realizing that the only constant competitive advantage they will have
is their people - their intellectual capital. Organizational success depends on people.
People have multiple responsibilities, diverse needs, and often, conflicting priorities.
Leading organizations need to attract and retain the best people. People need work
experiences where they can reach their full potential, be fully engaged, and be able to
meet their personal and professional goals and objectives.
Work-life balance was coined in 1986 in reaction to the unhealthy choice many were
making in favor of the workplace, as they opted to neglect family, friends and leisure
activities in pursuit of corporate goals," according to the Work-Life Balance Centre, a
Newton Burgoland, Leicestershire, U.K.-based think tank and council dedicated to
helping workers gain control of their workloads.
Since the late 1980s, achieving work-life balance has become a concern and goal for
businesses, industry and governments worldwide.
When one stops to consider the different areas of life, there are several that require
thoughtful attention. If one thinks about it in terms of a pie-chart, each of these areas
makes up one piece of that pie, such as Career, Relationships (spouse, family and friends
community, colleagues / networking), Spirit (religion / spiritual development), Body
(health and fitness), Mind (personal development and lifelong learning), Physical
environment (home, office, or car), Finances & Fun and Leisure.
There is a great story. It goes something like this. There was a man who visited a circus.
When he saw the clown balancing several objects simultaneously, he was so impressed he
10
sought out the clown after the show. The man asked the clown how he managed to keep
all the objects in such perfect balance. The clown replied that he wasn't balancing the
objects at all; he was trying to keep them all from crashing to the ground.
The moral, of course, is that balance is not a perfect state. There are always little
fluctuations going on to maintain what appears as balance.
Balance means that nothing is absolutely static and unchanging. One can get out of
balance for many reasons: -
1. Priorities and circumstances change.

2. Resentment builds when you habitually work long hours, forsake leisure time and
neglect personal goals.
3. One might be trying to fit in with someone else's definition of a 'good' lifestyle.
Creating the Balance
To encourage work-life balance in any organization, the following strategies could be

used: -
1. List down all the programs and services in place at the organization that support
work-life balance. A variety of tools exist to help the manager in this front. The National
Work-Life Initiative based in Arizona, U.S., has created Categories of Work-Life
Effectiveness, a basic tool that guides you through the audit process. A more detailed
assessment tool is available from the Boston College Center for Work & Family. The
Excellence Index is useful for organizations just getting started and those that want to
assess work-life efforts over time or across departments. This inventory will reinforce
what you are doing right and will also reveal potential areas of weaknesses or gaps.
2. Identify workplace problems that occur when employees have trouble balancing
work duties and personal demands. One needs to also review company data - including
turnover and absenteeism rates, recruitment costs, cost of unfilled positions, and
productivity indicators - to explore the type and source of problems. Once specific needs
and areas of weaknesses have been identified, rate the problems in the organization by
answering the following questions: Is the problem localized, widespread, acute, chronic,
or a combination of multiple types? Which employee groups are affected? (For example,
is it difficult to retain IT professionals or easy to find clerical support?) How is the
quality or performance of work affected? This would bring to fore all the problems that
need an immediate attention.
3. Prepare to implement solutions. To address the work-life problems in the workplace

most effectively, make sure that the stage for success is set. First, pay attention to
organization's culture. Are there written, or unwritten, policies that stall creativity and
block attempts to introduce workplace flexibility? Second, set priorities and analyze the
benefits and costs of possible solutions.
11
4. Leading by example: Executives and leaders need to articulate a vision for a healthy
and resilient work force, a productive and successful organization, and satisfied
customers/clients. The HR team must come up with a "work-life" policy, which needs to
be championed by the top management. They need to take theory into practice.
For example, if an employee takes personal leave for any valid reason, it shouldn't
negatively affect that employee's career advancement in any way. The rules must be
applied fairly to everyone. Moreover, in Indian firms it is important to dispel the myth
that employee "face time" equates to results or rewards. Some employees may want to
work late for a couple of evenings to meet an important deadline, for instance, and then
take an afternoon off once the commitment is met.
Others may find it easier to work from home, free from workplace distractions. A culture
of "face time" ignores these differences. It not only inhibits work-life balance, it
ultimately limits productivity too. It is equally true that employees often model their own
behaviour on the example set by their leaders. Leaders must disconnect from work during
breaks and certainly during their annual vacations. If the employees believe that they can
contact him at any time and at any place, they will likely think that the leader also expects
the same of them.
Benefits of Work Life Balance Initiatives

Work Life Balance initiatives have been an integral part of the HR policies for a long
time. There are certainly obvious benefits to the employer as well as the employee.
Benefits for employers include:

Lower staff turnover and increased return on training
Reduced absenteeism and lateness
Improved employee morale and commitment
Reduced stress and improved productivity
A more flexible workforce
Increased ability to attract and recruit staff
Potential for improved occupational health and safety
Fulfillment of equal opportunity objectives
Good corporate citizenship and an enhanced corporate image.
Benefits for employees include:

Ability to manage work and individual commitments
Improved personal and family relationships
Flexible working arrangements resulting in reduced work overload and stress
12
Increased focus, motivation and job satisfaction knowing that family and work
commitments are being met
Increased job security from the knowledge that an organization understands and
supports workers with family responsibilities
Increased ability to remain employed.
Increased ability to remain competitive in career advancement.
Work-life balance policies are often referred to in practice as 'flexible working', and
include the following different ways of working:
part-time working
job sharing
flexible time
term-time working
shift working
annualized hours
compressed hours
teleworking / e-working
home working
Having work-life balance thus means that one must also be able to
make the decisions about what one is going to do in any given
moment.
13
Research Methodology
Research design :
Descriptive research design has been followed in this study ,as this study is marked by
the prior formulation of specific hypothesis. This research has a pre-planned and
structured design.The methods used in this research are secondary data analysis, surveys.
MODE OF DATA COLLECTION
14
Primary Sources:
Questionnaires
Telephonic Interview Method
Secondary Sources:
Research papers, business magazines, websites, Newspapers, text books.
Sample Size Distribution:

The population of the B.P.O. Industry consist of employees at various designations like
Customer Care Executive, Technical Support Executive, Lead Operations, Assistant
Manager, Deputy Manager, Trainer, Quality Auditor. Responses from various employees
from these designations have been included.
Sampling Technique:
The sampling technique used for the collection of data required for this study is
convenience sampling.
Sample Size:
The sample size was taken as 120 respondents.
15
Introduction to the B.P.O. industry
Business process outsourcing (BPO) is a broad term referring to outsourcing in all

fields. A BPO differentiates itself by either putting in new technology or applying
existing technology in a new way to improve a process.
Business Process Outsourcing (BPO) is the delegation of one or more IT-intensive

business processes to an external provider that in turn owns, administers and manages the
selected process based on defined and measurable performance criteria. Business Process
Outsourcing (BPO) is one of the fastest growing segments of the Information Technology
Enabled Services (ITES) industry.
16
Few of the motivation factors as to why BPO is gaining ground are:
Factor Cost Advantage
Economy of Scale
Business Risk Mitigation
Superior Competency
Utilization Improvement
Generally outsourcing can be defined as - An organization entering into a contract with
another organization to operate and manage one or more of its business processes.
Different Types of Services Being Offered By BPO's

1. Customer Support Services
Our customer service offerings create a virtual customer service center to manage
customer concerns and queries through multiple channels including voice, e-mail and
chat on a 24/7 and 365 days basis.
Service Example: Customers calling to check on their order status, customers calling to
check for information on products and services, customers calling to verify their account
status, customers calling to check their reservation status etc.
2. Technical Support Services

Our technical support offerings include round-the-clock technical support and problem
resolution for OEM customers and computer hardware, software, peripherals and Internet
infrastructure manufacturing companies. These include installation and product support,
up & running support, troubleshooting and Usage support.
Service Example: Customers calling to resolve a problem with their home PC, customers
calling to understand how to dial up to their ISP, customers calling with a problem with
their software or hardware.
3. Telemarketing Services
Our telesales and telemarketing outsourcing services target interaction with potential
customers for 'prospecting' like either for generating interest in products and services, or
to up-sell / promte and cross sell to an existing customer base or to complete the sales
process online.
Service Example: Outbound calling to sell wireless services for a telecom provider,
outbound calling to retail households to sell leisure holidays, outbound calling to existing
customers to sell a new rate card for a mobile service provider or outbound calling to sell
credit or debit cards etc.
4. Employee IT Help-desk Services

Our employee IT help-desk services provide technical problem resolution and support for
corporate employees.
Service Example: of this service include level 1 and 2 multi-channel support across a
wide range of shrink wrapped and LOB applications, system problem resolutions related
to desktop, notebooks, OS, connectivity etc., office productivity tools support including
browsers and mail, new service requests, IT operational issues, product usage queries,
routing specific requests to designated contacts and remote diagnostics etc.
17
5. Insurance Processing
Our insurance processing services provide specialized solutions to the insurance sector
and support critical business processes applicable to the industry right from new business
acquisition to policy maintenance to claims processing.
Service Example:
New Business / Promotion:
Inbound/outbound sales, Initial Setup, Case Management, Underwriting, Risk
assessment, Policy issuance etc.
Policy Maintenance / Management:
Record Changes like Name, Beneficiary, Nominee, Address; Collateral verification,
Surrender Audits Accounts Receivable, Accounting, Claim Overpayment, Customer care
service via voice/email etc.
6. Data Entry Services / Data Processing Services

Service Example:
o Data entry from Paper/Books with highest accuracy and fast turn around time (TAT)
o Data entry from Image file in any format
o Business Transaction Data entry like sales / purchase / payroll.
o Data entry of E-Books / Electronic Books
o Data Entry : Yellow Pages / White Pages Keying
o Data Entry and compilation from Web site
o Data Capture / Collection
o Business Card Data Entry into any Format
o Data Entry from hardcopy/Printed Material into text or required format
o Data Entry into Software Program and application
o Receipt and Bill Data Entry
o Catalog Data Entry.
o Data Entry for Mailing List/Mailing Label.
o Manuscripting typing in to word
o Taped Transcription in to word.
o Copy, Paste, Editing, Sorting, Indexing Data into required format etc.
7. Data Conversion Services

Service Example:
o Conversion of data across various databases on different platforms

o Data Conversion via Input / Output for various media.
o Data Conversion for databases, word processors, spreadsheets, and many other standard
and custom-made software packages as per requirement.
o Conversion from Page maker to PDF format.
o Conversion from Ms-Word to HTML format
18
o Conversion from Text to Word Perfect.
o Conversion from Text to Word to HTML and Acrobat
o Convert Raw Data into required MS Office formats.
o Text to PDF and PDF to Word / Text / Doc
o Data Compilation in PDF from Several Sources.
o E-Book Conversion etc.
8. Scanning, OCR with Editing & Indexing Services

Service Example:
o High speed Image-Scanning and Data capture services

o High speed large volume scanning
o OCR Data From Scanned page / image
o Scan & OCR paper Book in to CD.
o ADOBE PDF Conversion Services.
o Conversion from paper or e-file to various formats
9. Book Keeping and Accounting Services

Service Example:
o General Ledger
o Accounts Receivables and Accounts Payable
o Financial Statements
o Bank Reconciliation
o Assets / Equipment Ledgers etc.
10. Form Processing Services:

Service Example:
o Insurance claim form

o Medical Form / Medical billing
o Online Form Processing
o Payroll Processing etc.
11. Internet / Online / Web Research

Service Example:
o Internet Search, Product Research, Market Research, Survey, Analysis.

o Web and Mailing list research etc.
19
Some of the BPO companies in India are given below :
1. WNS Group
2. Wipro Spectramind
3. IBM Daksh
4. Convergys
5. HCL Technologies
6. Zenta
7. ICICI Onesource
8. MphasiS
9. EXL
10. Tracmail
11. GTL Ltd.
12. vCustomer
13. HTMT
14. 24/7 Customer
15. Genpact
20
Data Analysis
STRESS
Ques 1: Do you feel stressed due to your job?
21
Statistics
Stress
N Valid 120
Missing 0
Stress
Cumulative
Frequency Percent Valid Percent Percent
Valid Somewhat Agree 79 65.8 65.8 65.8
Neither Agree nor Disagree 41 34.2 34.2 100.0
Total 120 100.0 100.0
Descriptive Statistics
N Minimum Maximum Mean
Stress 120 1.00 2.00 1.3417
Valid N (listwise) 120
22
Interpretation:
From the responses received ,it can be interpreted that, 34.2% of the respondents have
neutral response that they are in stress due to their job and 65.8% of the respondents
somewhat agree that they are stressed sometimes due to the nature of the job in the B.P.O.
industry.
The mean value of 1.3417 indicates that majority of the respondents are sometimes
stressed due to their job.
Ques 2: What are the factors that contribute to stress?
Statistics
Stress
N Valid 120
Missing 0
23
Stress
Cumulative
Valid Call volume 25 20.8 20.8 20.8
Performance Targets 19 15.8 15.8 36.7
Frequent Change in Shifts 32 26.7 26.7 63.3
Working Hours(Night & 31 25.8 25.8 89.2

Extended Shifts)
No growth oppurtunity 13 10.8 10.8 100.0
Total 120 100.0 100.0
Stress 120 .00 4.00 1.9000
Interpretation:
From the responses received, it can be interpreted that out of all the given factors that
lead to stress in an B.P.O. industry , they all are closely contributing to the stress level of
the employee as 26.7% respondents are stressed due to frequent change in shifts,25.8%
due to extended and night shifts,20.8% due to call volume ,15.8% due to performance
targets and 10.85 due to growth opportunity.
The mean value of 1.9 indicates that majority of respondents are stressed due to frequent
change in their shift timings @ their job.
Ques 4: What steps does your organization take to help you tackle stress?
24
Statistics
Stress
N Valid 120
Missing 0
Stress
Cumulative
Valid Family Engagement 10 8.3 8.3 8.3

Programs(Picnics,Outings,etc
)
Flexi Timing 32 26.7 26.7 35.0
Counselling 61 50.8 50.8 85.8
Others 14 11.7 11.7 97.5
None of the Above 3 2.5 2.5 100.0
Total 120 100.0 100.0
25
Stress 120 1.00 5.00 2.7333
Interpretation:
From the responses received ,it can be interpreted that,50.8% respondents say that their
organization is providing counseling sessions to tackle stress whereas 26.7% say that
their organization provide flexible times of work ,8.3% say the organization plans outings
for them to relieve stress, whereas organizations of 11.7% of the respondents take other
measures like holidays and parties @ work etc ..to relieve stress.
The mean of 2.7333 indicates that majority of the respondents are having counseling
sessions in their organizations to relieve stress.
Ques 6: Do you suffer from any stress related ailment?
26
Statistics
Stress
N Valid 120
Missing 0
Stress
Cumulative
Valid Obesity 33 27.5 27.5 27.5
Diabetes 17 14.2 14.2 41.7
Migraine 20 16.7 16.7 58.3
Other,specify 50 41.7 41.7 100.0
Total 120 100.0 100.0
Stress 120 .00 3.00 1.7250
Interpretation:
From the responses received, it can be interpreted that, apart from Obesity suffered by
27.5% respondents, Diabetes suffered by 14.2% respondents, Migraine suffered by 16.7
% respondents, majority that is 41.7 % respondents suffered from other Stress related
ailments like high blood pressure, sleep disorders, depression, eating disorders, smoking
related respiratory ailments.
The mean value of 1.7250 indicates that migraine is an important stress related ailment.
27
Ques 9: How many times in a month did you take sick leaves due to stress related
problems?
Statistics
Stress
N Valid 120
Missing 0
Stress
Cumulative
Valid Zero 48 40.0 40.0 40.0
1 to 3 Days 72 60.0 60.0 100.0
Total 120 100.0 100.0
Stress 120 .00 1.00 .6000
28
Interpretation:
From the responses recieved,it can be interpreted that ,60% of the respondents take 1to 3
days sick leave in a month due to stress related problems while 40% does not take sick
leave due to stress related problems.
The mean value of 0.60 indicates that majority of the respondents take 1 to 3 days of sick
leave in a month due to stress related problems.
Ques 17: (For women employees) Does commuting at late hours add to your stress
levels?
Statistics
Stress
N Valid 120
Missing 0
29
Stress
Cumulative
Valid Strongly Agree 48 40.0 40.0 40.0
Somewhat Agree 10 8.3 8.3 48.3
Total 120 100.0 100.0
Stress 120 .00 2.00 1.1167
Interpretation:
From the responses received ,it can be interpreted that, out of 58 womens who responded
to this ques ,40 womens believe that commuting at late hours add to their stress levels i.e.
approx 69 % respondents get stressed while commuting at late hours.
Ques 19(c): Have your stress level increased due to recession?
30
Statistics
Stress
N Valid 120
Missing 0
Stress
Cumulative
Somewhat Disagree 21 17.5 17.5 100.0
Total 120 100.0 100.0
Stress 120 1.00 3.00 1.8083
Interpretation:
From the responses received ,it can be interpreted that, 45.8% of the respondents neither
agree nor disagree to the fact that their stress level has actually increases due to recession.
However, 36.7% of the respondents somewhat agree to the fact that their stress has
increased due to recession ans 17.5% believes it does not.
The mean value of 1.8083 indicates that majority of the respondents neither agree nor
disagree that their stress has increased due to recession..
31
Ques 19(d): Does job stress hinder you from achieving set performance standards?
Statistics
Performance
N Valid 120
Missing 0
Performance
Cumulative
Somewhat Agree 88 73.3 73.3 100.0
Total 120 100.0 100.0
Performance 120 .00 1.00 .7333
32
Interpretation:
Form the responses received ,it can be interpreted that, 73.3% of the respondents
somewhat agree that job stress hinder them from achieving the performance standards
while 26.7% of the respondents strongly agree about the same.
The mean value of 0.7333 indicates that majority of the respondents somewhat agree that
job stress hinder them in achieving the performance standards.
33
FAMILY TIME
Ques 5: Are you able to spend quality time with your family on weekdays?
Statistics
Family Time
N Valid 120
Missing 0
Family Time
Cumulative
Total 120 100.0 100.0
Family Time 120 1.00 2.00 1.2083
34
Interpretation:
From the responses received, it can be interpreted that 79.2% respondents somewhat
agree that they are able to spend sufficient time with their family on weekdays and only
20.8% respondents neither agree nor disagree to the same.
they spend quality time with their family on weekdays.
Ques 7: How much time do you spend commuting?
Statistics
Family Time
N Valid 120
Missing 0
35
Family Time
Cumulative
Valid Half an hour-1 hour 3 2.5 2.5 2.5
1-2 hour 106 88.3 88.3 90.8
More than 2 Hour 11 9.2 9.2 100.0
Total 120 100.0 100.0
Family Time 120 1.00 3.00 2.0667
Interpretation:
From the responses received, it can be interpreted that, 88.3% of the respondents spend 1
to 2 hours in traveling from office to home and vice versa.9.2 % spend more than 2 hours
in commuting and 2.5 % respondents spend half to 1 hour in commuting. These could be
the one who are residing near by to the office or staying in companys guest house.
The mean value 2.0667 indicates majority of the respondents spend 1 to 2 hours in
commuting or traveling per day.
36
Ques 8: Do you feel commuting to long distances lessens the quality time you can
spend with your family?
Statistics
Family Time
Family Time
N Valid 120
Frequenc Valid Cumulative
Missing 0
y Percent Percent Percent
Somewhat 54 45.0 45.0 100.0

Agree
Total 120 100.0 100.0
Family Time 120 .00 1.00 .4500
Interpretation:
From the responses received ,it can be interpreted that, 55% of the respondents strongly
agree that commuting to long distance actually lessens the quality time they can spend
37
with their family.44% of the respondents however agree that commuting lessens the
quality time that one can spend with their family.
The mean value 0.45 indicates that approximately major respondents are strongly
agreeing the fact stated through question here.
Ques 19(e): Is your job affecting your relationship with your spouse/ partner?
Statistics
Personal Relationship
N Valid 120
Missing 0
Personal Relationship
Cumulative
Somewhat Agree 45 37.5 37.5 100.0
Total 120 100.0 100.0
38
Personal Relationship 120 .00 1.00 .3750
Interpretation:
From the responses received ,it can be interpreted that, 62.5% of the respondents strongly
agree that their job is affecting their relationship with their spouse/partner, while 37.5%
somewhat agree to the same.
The mean value of 0.3750 indicates that majority of the respondents strongly agree that
their job is affecting their relationship with their spouse/partner.
WORK-LIFE BALANCE OBSTACLES
39
Ques10. Do any of the following hinder you in balancing your work and family
commitments?
Strongly Somewhat Neither agree Somewhat Strongly
agree agree nor disagree disagree disagree
a) . Long work hours
b) Compulsory over time
c) Weekend work
d) Shift work
Timing of work
e)
meetings/training.
(a)Long Work Hours:
40
Statistics
Work Life Balance Obstacles
N Valid 120
Missing 0
Cumulative
Somewhat Agree 23 19.2 19.2 100.0
Total 120 100.0 100.0
Work Life Balance Obstacles 120 .00 1.00 .1917
Interpretation:
From the responses received, it can be interpreted that, 80.8 % of the respondents
strongly agreethat long working hours hinder in balancing the work and family
commitments while 19.2% somewhat agree to the same.
The mean value 0.1917 indicates that majority of the respondents strongly agree that long
working hours hinder in fulfilling work and family commitments.
(b) Compulsory Over Time:
41
Statistics
N Valid 120
Missing 0
Cumulative
Total 120 100.0 100.0
42
Interpretation:
From the responses received ,it can be interpreted that, 50.8% respondents somewhat
agree that compulsory over time hinder in balancing their work and family
commitments, while 31.7% respondents strongly agree to the same. 17.5% respondensts
have neutral ressponse about the same.
The mean value of 0.8583 indicates majority respondents somewhat agree that are facing
difficulty in balancing their work and family life due to compulsory over time.
(c)Weekend Work:
Statistics
N Valid 120
Missing 0
43
Cumulative
Total 120 100.0 100.0
Work Life Balance Obstacles 120 .00 2.00 1.3750
Interpretation:
From the responses received ,it can be interpreted that, 47.5% neither agree nor disagree
that weekend work hinder in balancing their work and family commitments, while 42.5%
somewhat agree about the same and 10% strongly agree for it.
The mean value of 1.3750 indicates that the responses are close between somewhat agree
and the neutral response , that weekend work hinder in balancing their work and family
commitments.
44
d)Shift Work:
Statistics
N Valid 120
Missing 0
Cumulative
Total 120 100.0 100.0
45
Interpretation:
From the responses received ,it can be interpreted that, 45% of the respondents strongly
agree that shift work hinder in balancing their work and family commitments, while
36.7% respondents neither agree nor disagree about the same while 18.3% somewhat
agree about the same.
shift work hinder in balancing their work and family commitments.
(e)Timing of work meetings/training:
Statistics
N Valid 120
Missing 0
46
Cumulative
Somewhat Agree 43 35.8 35.8 100.0
Total 120 100.0 100.0
Interpretation:
From the responses received ,it can be interpreted that , 64.2% of the respondents
strongly agree that timing of work meetings/trainings hinder in balancing their work and
family commitments, while 35.8% somewhat agree about the same.
timing of work meetings/trainings hinder in balancing their work and family
commitments.
47
ORGANIZATION POLICY
Ques 3: Do you currently use any of the work-life policies or programmes provided
by the organization?
Statistics
Organization Policy
N Valid 120
Missing 0
Organization Policy
Cumulative
Total 120 100.0 100.0
48
Organization Policy 120 .00 2.00 .8167
Interpretation:
From the responses received, it can be interpreted , that 46.7% of the respondents
strongly agree that that they are using the work life policies or programmes provided by
the organization, while 25% somewhat agree about the same and remaining 28.3% are
neutral about it.
that they are using the work life policies or programmes provided by the organization.
49
ORGANIZATION SUPPORT
Ques 11. Do any of the following help you balance your work and family commitments?
. Support from
a)
manager/supervisor
b) Support from colleagues
Support from team

c)
members
Encouragement to use paid
d)
and unpaid parental leave
Seeing other means of

e)
work/family policies.
(a) Support from manager/supervisor:
50
Statistics
Organization Support
N Valid 120
Missing 0
Cumulative
Total 120 100.0 100.0
Organization Support 120 .00 1.00 .0833
Interpretation:
From the responses received, it can be interpreted that, 91.7% of the respondents strongly
agree that support from manager or supervisor helps in balancing family and work
commitments while 8.3% of the respondents somewhat agree with the same.
support from manager or supervisor helps in balancing family and work commitments.
51
(b) Support from colleagues:
Statistics
N Valid 120
Missing 0
Cumulative
Somewhat Agree 43 35.8 35.8 100.0
Total 120 100.0 100.0
52
Interpretation:
From the responses received, it can be interpreted that, 64.2% of the respondents strongly
agree that support from the colleagues help in balancing work and family commitments
while 35.8% somewhat agree to the same.
support from the colleagues help in balancing work and family commitments.
(c) Support from team members:
Statistics
N Valid 120
Missing 0
Cumulative
Somewhat Agree 50 41.7 41.7 100.0
Total 120 100.0 100.0
53
Interpretation:
agree that support from team members helps in balancing work and family commitments
while 41.7% somewhat agree to the same.
support from team members helps in balancing work and family commitments.
(d) Encouragement to use paid and unpaid parental leave:
Statistics
N Valid 120
Missing 0
54
Cumulative
Total 120 100.0 100.0
Organization Support 120 .00 2.00 1.7833
Interpretation:
From the responses received, it can be interpreted that, 49.2% of the respondents neither
agree nor disagree that encouragement to use parental paid and unpaid leaves help them
in balancing work and family commitments while 30.8% of the respondents strongly
agree with the same and 20% of the respondents somewhat agree with it.
disagree that encouragement to use parental paid and unpaid leaves help them in
balancing work and family commitments.
55
(e) Seeing other means of work/family policies:
Statistics
N Valid 120
Missing 0
Cumulative
Total 120 100.0 100.0
56
Interpretation:
agree nor disagree that seeing other means of work/family policies help them in
balancing the work and family commitments while 25.8% of the respondents somewhat
agree with the same and 17.5% strongly agree with it.
disagree that seeing other means of work/family policies help them in balancing the work
and family commitments.
Ques13. Do any of the following help you balance your work and family
commitments?
Strongly Somewhat Neither Somewhat Strongly

agree agree agree nor disagree disagree
disagree
a) Flexible starting times
b) Flexible finish times
c) Flexible hours generally
d) Time off for family

emergencies & events
e) Part-time or reduced work

hours
f) Time off in school holidays
g) Compressed working
week/fortnight
57
a) Flexible Starting Times:
Statistics
N Valid 120
Missing 0
Cumulative
Total 120 100.0 100.0
58
Interpretation:
agree nor disagree that flexible starting time of their shifts help them in balancing the
work and family commitments while 25.8% of the respondents somewhat agree with the
same and 8.3% of the respondents strongly agree with it.
disagree that flexible starting time of their shifts help them in balancing the work and
family commitments.
b) Flexible Finish Time:
Statistics
N Valid 120
Missing 0
59
Cumulative
Total 120 100.0 100.0
Interpretation:
From the responses received, it can be interpreted that, 62.5% of the respondents neither
agree nor disagree that flexible ending time of their shift will help in balancing the work
and family commitments while 29.2 % of the respondents somewhat agree with the same
and 8.3% of the respondents strongly agree with it.
disagree that flexible ending time of their shift will help in balancing the work and family
commitments.
60
c) Flexible Hours Generally:
Statistics
N Valid 120
Missing 0
Cumulative
Total 120 100.0 100.0
61
Interpretation:
From the responses received , it can be interpreted that ,68.3% of the respondents
somewhat agree that flexible finish times helps them in balancing their work and family
commitments while 25.8% of the respondents somewhat agree with the same and 5.8% of
the respondents Neither agree nor disagree with it.
The mean value of 0.8000 indicates that majority of the of the respondents somewhat
agree that flexible finish times helps them in balancing their work and family
commitments.
d) Time off for family emergencies & events:
Statistics
N Valid 120
Missing 0
62
Cumulative
Total 120 100.0 100.0
Interpretation:
From the responses received , it can be interpreted that ,93.3% of the respondents
strongly agree that time off for family emergencies and events will help in balancing
work and family commitments while 6.7% of the respondents somewhat agree with the
same.
time off for family emergencies and events will help in balancing work and family
commitments.
63
e) Part-time or reduced work hours:
Statistics
N Valid 120
Missing 0
Cumulative
Total 120 100.0 100.0
64
Interpretation:
strongly agree that part time or reduced work hours will help in balancing the work and
family commitments while 26.7% of the respondents somewhat agree with the same and
10.8 % of the respondents neither agree nor disagree with it.
part time or reduced work hours will help in balancing the work and family
commitments.
f) Time off in school holidays:
Statistics
N Valid 120
Missing 0
65
Cumulative
Total 120 100.0 100.0
Interpretation:
From the responses received , it can be interpreted that, 45 % of the respondents neither
agree nor disagree time off in school holidays will help in balancing work and family
commitments while 22.5% of the respondents somewhat disagree with the same and 20%
of the respondents strongly agree with it and 12.5% somewhat agree with the same.
disagree time off in school holidays will help in balancing work and family
commitments.
66
g) Compressed working week/fortnight:
Statistics
N Valid 120
Missing 0
Cumulative
Total 120 100.0 100.0
67
Interpretation:
From the responses received ,it can be interpreted that, 46.7% of the respondents
somewhat disagree that compressed working week or fortnight will help in balancing the
work and family commitments while 30% of the respondents somewhat agree with the
same and 15.8% of the respondents strongly agree with it and 7.5% of the respondents
neither agree nor disagree with it.
The mean value of 1.8500 indicates that majority of the respondents somewhat disagree
that compressed working week or fortnight will help in balancing the work and family
commitments.
Ques 20: Does your organization help you to balance your work and family life?
Statistics
N Valid 120
Missing 0
Cumulative
Somewhat Agree 43 35.8 35.8 100.0
Total 120 100.0 100.0
68
Interpretation:
strongly agree that their organization help them in balancing their work and family life
while 35.8% of the respondents somewhat agree with the same.
their organization help them in balancing their work and family life.
69
KNOWLEDGE OF WORK-LIFE BALANCE
Ques 12:
How strongly do you agree or disagree with the following statements?
Neither
Strongly Somewhat Somewhat Strongly
agree nor
agree agree disagree disagree
disagree
Its important to achieve balance
a)
between work & personal life.
People have different needs at

b)
different stages of their life.
Work-life balance enables people
c)
to work better.
Maintaining work-life balance is
d) entirely the individual's
responsibility.
Organizational policies that
e) promote work-life balance can be
unfair to some people.
(a) Its important to achieve balance between work & personal life:
70
Statistics
Knowledge of Work Life Balance
N Valid 120
Missing 0
Cumulative
Somewhat Agree 23 19.2 19.2 100.0
Total 120 100.0 100.0
Knowledge of Work Life 120 .00 1.00 .1917

Balance
Interpretation:
strongly agree that its important to achieve balance between work and family life while
19.2% of the respondents somewhat agree with it.
its important to achieve balance between work and family life.
71
(b) People have different needs at different stages of their life:
Statistics
N Valid 120
Missing 0
Cumulative
Somewhat Agree 33 27.5 27.5 100.0
Total 120 100.0 100.0

Balance
72
Interpretation:
agree that people have different needs at different stages of their life while 27.5% of the
respondents somewhat agree with the same.
people have different needs at different stages of their life.
(c) Work-life balance enables people to work better:
Statistics
N Valid 120
Missing 0
Cumulative
Somewhat Agree 67 55.8 55.8 100.0
Total 120 100.0 100.0
73

Balance
Interpretation:
From the responses received .it can be interpreted that, 55.8% of the respondents
somewhat agree that work-life balance enables people to work better while 44.2% of the
respondents strongly agree with the same.
The mean value of 0.5583 indicates that majority of the the respondents somewhat agree
that work-life balance enables people to work better.
(d) Maintaining work-life balance is entirely the individual's responsibility:
Statistics
N Valid 120
Missing 0
74
Cumulative
Valid Strongly agree 24 20.0 20.0 20.0
Somewhat agree 46 38.3 38.3 58.3
Neither agree nor disagree 50 41.7 41.7 100.0
Total 120 100.0 100.0
Knowledge of Work Life 120 .00 2.00 1.2167

Balance
Interpretation:
From the responses received .it can be interpreted that, 41.7% of the respondents neither
agree nor disagree that maintaining work-life balance is entirely the individual's
responsibility while 38.3% of the respondents somewhat agree with the same and 20% of
the respondents strongly agree with it.
disagree that maintaining work-life balance is entirely the individual's responsibility.
75
(e) Organizational policies that promote work-life balance can be unfair to some
people:
Statistics
N Valid 120
Missing 0
Cumulative
Total 120 100.0 100.0
Knowledge of Work Life 120 .00 2.00 1.6000

Balance
76
Interpretation:
From the responses received, it can be interpreted that , 55% of the respondents neither
agree nor disagree that organizational policies that promote work-life balance can be
unfair to some people while 40% of the respondents somewhat agree with the same and
5% of the respondents strongly agree with it.
disagree that organizational policies that promote work-life balance can be unfair to some
people.
Ques 19(a): If employees have good work-life balance the organization will be more
effective and successful?
Statistics
N Valid 120
Missing 0
77
Cumulative
Neither agree nor Disagree 7 5.8 5.8 100.0
Total 120 100.0 100.0

Balance
Interpretation:
strongly agree that if employees have good work-life balance the organization will be
more effective and successful while 10% of the respondents somewhat agree with the
same and 5.8% neither agree nor disagree with it.
The mean value of 0.2167 indicates that majority of the the respondents strongly agree
that if employees have good work-life balance the organization will be more effective and
successful.
78
SELF & SOCIETY ATTITUDE TOWARDS THE JOB
Ques 14: What is the perception of your job in the minds of society & near & dear
ones?
Statistics
Self & Society Attitude towards

the Job
N Valid 120
Missing 0
Self & Society Attitude towards the Job
Cumulative
Valid They support your job even 52 43.3 43.3 43.3

though its quite different from
traditional work
They wish you had taken up 68 56.7 56.7 100.0

a different career option
Total 120 100.0 100.0
79
Self & Society Attitude 120 .00 1.00 .5667

towards the Job
Interpretation:
From the responses received ,it can be interpreted that, 56.7% of the respondents say that
the near and dear oness wish you had taken up a different career option while 43.3% of
the respondents say the near and dear ones support your job even its quite different from
the traditional work.
The mean value of 0.5667 indicates that majority of the respondents near and dear ones
wish that they had taken up a different career option.
Ques 15: Do you recommend this job to someone (friend, acquaintance/ sibling) else
as a long term career option?
Statistics

the Job
N Valid 120
Missing 0
80
Cumulative
Somewhat Agree 74 61.7 61.7 100.0
Total 120 100.0 100.0

towards the Job
Interpretation:
somewhat agree that they will recommend the B.P.O. job to someone (friend,
acquaintance/ sibling) else as a long term career option while 38.3% of the respondents
strongly agree to the same.
they will recommend the B.P.O. job to someone (friend, acquaintance/ sibling) else as a
long term career option.
Ques 16: Have you ever thought of shifting to a different sector due to your work
profile?
81
Statistics

the Job
N Valid 120
Missing 0
Cumulative
Somewhat Agree 13 10.8 10.8 100.0
Total 120 100.0 100.0
82

towards the Job
Interpretation:
agree that they have thought of shifting to a different sector due to their work profile
while 10.8% of the respondents somewhat agree to the same.
The mean value of 0.1083 clearly indicates that the majority of the respondents strongly
agree that they have thought of shifting to a different sector due to their work profile.
Ques 18: Do you feel you have to give up things in your work or personal life to
have it all?
Statistics

the Job
N Valid 120
Missing 0
83
Cumulative
Total 120 100.0 100.0

towards the Job
Interpretation:
agree that they feel they have to give up things in their work or personal life to have it
all while 36.7% of the respondents neither agree nor disagree to the same and 10.8% of
the respondents somewhat agree with it.
The mean value of 0.8417 indicates that majority the respondents strongly agree that they
feel they have to give up things in their work or personal life to have it all.
84
Ques 19(b): Perception of your job in the minds of society & near & dear ones effect
you.
Statistics

the Job
N Valid 120
Missing 0
Cumulative
Total 120 100.0 100.0

towards the Job
85
Interpretation:
From the responses received ,it can be interpreted that , 65% of the respondents
somewhat agree that perception of the job in the minds of society & near & dear ones
effect them while 29.2% of the respondents strongly agree with the same and 5.8% of the
neither agree nor disagree with it.
perception of the job in the minds of society & near & dear ones effect them
86
CORRELATION BETWEEN PARAMETERS
Correlations
Self &
Society
Family WLB Organization Knowledge Attitude
Stress Time Obstacles Support of WBL towards job
Stress Pearson 1 -.523** .163 -.633** -.415** .163

Correlation
Sig. (2-tailed) .000 .075 .000 .000 .075
N 120 120 120 120 120 120
Family Time Pearson -.523** 1 -.150 -.068 .075 -.150

Correlation
Sig. (2-tailed) .000 .102 .464 .413 .102
N 120 120 120 120 120 120
WLB Obstacles Pearson .163 -.150 1 -.219** .308** -.872*

Correlation
Sig. (2-tailed) .075 .102 .016 .001 .000
N 120 120 120 120 120 120
Organization Support Pearson -.633** -.068 -.219* 1 -.472** -.219*

Correlation
Sig. (2-tailed) .000 .464 .016 .000 .016
N 120 120 120 120 120 120
Knowledge of WLB Pearson -.415** .075 .308** -.472** 1 .308**

Correlation
Sig. (2-tailed) .000 .413 .001 .000 .001
N 120 120 120 120 120 120
Self & Society Pearson .163 -.150 -.872* -.219** .308** 1

Attitude towards job Correlation
Sig. (2-tailed) .075 .102 .000 .016 .001
N 120 120 120 120 120 120
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
87
The Parameters of this study are Stress, Family time, WLB Obstacles, organization
support, knowledge of WLB, self & society attitude towards job.
Correlation between these parameters has been applied to determine which parameters
are highly co-related which is shown in the table above.
Interpretation:
From the correlation table above it can be interpreted that:
Correlation value of -.219 between WLB obstacles & Organization support indicates that
these two variables are inversely related to each other i.e. if the organization support is
not there for employees the work life balance obstacles will increase and thus imbalance
will be there and vice-versa.
Correlation value of -.872 between WLB obstacles & Self and Society attitude towards
the job indicates that these two variables are inversely related to each other i.e. if the
work life balance obstacles will increase the self and society attitude towards the job will
be negative or decrease.
88
FACTOR ANALYSIS
This part deals with the factor analysis among variables. Factor analysis is a statistical
method used to explain variability among observed variables in terms of fewer
unobserved variables called factors. Factor Analysis is a statistical tool which is used as a
method for data reduction or structure detection. The term factor analysis was first
introduced by Thurstone in 1931. The main purpose or function of factor analysis
technique is as follows:
- to diminish/moderate the number of variables and
- to detect structure in the relationship between variables , that is to classify

variables
Communalities
Initial Extraction
Stress 1.000 .699
Family Time 1.000 .658
WLB Obstacles 1.000 .777
Organization Support 1.000 .816
Knowledge of WBL 1.000 .863
Self & Society Attitude 1.000 .669

towards job
Extraction Method: Principal Component Analysis.
Total Variance Explained
Initial Eigen values Extraction Sums of Squared Loadings

Compo
nent Total % of Variance Cumulative % Total % of Variance Cumulative %
1 2.013 33.546 33.546 2.013 33.546 33.546
2 1.410 23.494 57.039 1.410 23.494 57.039
3 1.060 17.672 74.712 1.060 17.672 74.712
4 .899 14.976 89.688
5 .329 5.482 95.170
6 .290 4.830 100.000
89
Component Matrixa
Component
1 2 3
Stress .543 .568 .286
Family Time -.574 .558 -.132
WLB Obstacles .601 -.643 .047
Organization Support .842 .222 .242
Knowledge of WBL -.325 .122 .862
Self & Society Attitude -.461 -.547 .397

towards job
a. 3 components extracted.
Variables that are interrelated to each other
FACTOR 1 FACTOR 2
Family Time Stress
Organisation Support WLB Obstacles
Self & Society Attitude
towards job
FACTOR 1 FACTOR 2
-0.574 0.568
0.842 -0.643
-0.547
Grand 0.134 .20733
Mean
As evident from the grand mean of the two factors, grand mean of factor 2 is more
therefore the three parameters that is Stress, WLB obstacles and self & society attitude
towards the job are critical and the organization should focus on these to maintain an
effective balance between work and family life.
90
HYPOTHESIS TESTING
After applying the correlation to the parameters it was observed that the parameters
WLB(Work-Life balance obstacles) and Self & society attitude towards the job are highly
negatively correlated with each other( correlation value -.872) and also with the help of
factor analysis also it was determined that these two variables are the critical one along
with stress.
Therefore now t test will be applied to judge the relatedness of the variables WLB
obstacles and self and society attitude towards job.
NULL HYPOTHESIS:
There is a no significant difference between means of variables ,work life balance

obstacles and self & society attitude towards the job.
ALTERNATE HYPOTHESIS:
There is significant difference between means of variables ,work life balance obstacles
and self & society attitude towards the job.
One-Sample Statistics
N Mean Std. Deviation Std. Error Mean
VAR1 120 .8083 .47469 .04333
VAR2 120 .4972 .25196 .02300
One-Sample Test
Test Value = 0
95% Confidence Interval of the

Difference
t df Sig. (2-tailed) Mean Difference Lower Upper
VAR1 18.654 119 .054 .80833 .7225 .8941
VAR2 21.618 119 .069 .49722 .4517 .5428
Interpretation:
After the analysis of the above table it can be interpreted that, the p value is greater than
0.05 we will reject the null hypothesis and accept the alternate hypothesis.
That is, there is a significant difference between means of variables ,work life balance
obstacles and self & society attitude towards the job.
91
Findings
92
Approximately 65.8% of the respondents are stressed due to their job where stress
arises due to a mixture of al these factors @ work ,i.e. call volume, performance
targets, frequent change in shifts, working hours, & no growth opportunity.
50.8% of the respondents say that counseling is most of the time provided @
work place to tackle stress.
41.7 % respondents suffered from other Stress related ailments like high blood
pressure, sleep disorders, depression, eating disorders, smoking related respiratory
ailments.
73.3% of the respondents agree that job stress hinder in achieving set performance
standards.
Approximately 88.3% of the respondents spend 1-2 hours in travelling daily

which they agree lessens the quality time they can spend with their family and
affect their relation ship with their spouse or partner @ home.
Long work hours, compulsory over time, timing of work meeting/trainings hinder
the employees in balancing their work and family commitments.
On an average 75-80% of respondents believe that support from supervisor,

colleagues, team members ,encouragement to use paid and unpaid leave helps
them in balancing work and family commitments.
The organization is supporting the employees by providing work life policies like
time off for family emergencies and events, part time or reduced work and
providing generally the flexible hours in their shift.
80.83% of the respondents believe its important to achieve balance between work
and personal life.& on an average 80-90% of respondents have good knowledge
about the concept of WLB and believes it helps to work better if one use WLB
policies effectively.
Approximately 60% of the respondents say that the near and dear oness wish
they had taken a different career option and approximately 90% of employees
thought of shifting to different sector due to their work profile.
The three parameters that is Stress, WLB obstacles and self & society attitude
towards the job are critical and the organization should focus on these to maintain
an effective balance between work and family life.
93
Result
After conducting the research to study the work life balance of the employees of the
B.P.O. industry , it has been found that most of employees are stressed due to the
frequent change in shifts ,call volume ,performance targets and working in night add on
to the stress and related health problems.
Due to the WLB obstacles the employees are not able to give quality time to their family.
However organizations have made certain work life policies like flexible shifts, time off
for emergencies and family events to maintain a balance between work and family .
Even in the organizations the counseling sessions and support from peers helps in
balancing the work and family.
The employees are aware about the concept of the work life balance and believe that
work life balance enables people to work better.
Due to the night shifts and long working hours and with no certain career in the B.P.O.
industry still the job is not respected everywhere and the society believe that the person
should make their career in some other sector other than B.P.O. The industry is not been
seen as a long term career option for majority of respondents.
94
Conclusion & Recommendations
95
Conclusion:
Most of the employees are stressed due to the frequent change in shifts ,call
volume ,performance targets and working in night add on to the stress and related
health problems .There is uncertainty in the environment and the 24/7 work
culture demands quick changes .
88.3% of the respondents spend 1-2 hours in traveling daily which they agree
lessens the quality time they can spend with their family and affect their relation
ship with their spouse or partner @ home that is only because most of the BPOs
offices are in industrial areas and in NCR regions
The organizations are supporting the employees by providing work life policies
like time off for family emergencies and events, part time or reduced work and
providing generally the flexible hours in their shift. The support is proactive by
the organizations as they know the sensitivity of the uncertainties of the work
environment.
Due to the night shifts and long working hours and with no certain career in the
B.P.O. industry still the job is not respected everywhere and the society believe
that the person should make their career in some other sector other than B.P.O.
The industry is not been seen as a long term career option by majority of the
people.
Recommendations:
Due to the frequent change in shifts and night work and work performance
employees are more stressed and are not able to give time to their family so it
should be recommended that the other than counseling certain measures like mind
relaxing activities should be provided to the employees so that in spite of the
hectic schedule the stress level should decrease.
The traveling time is the time which many employees feel grudge off so
employees should look for the organizations with minimum distance from their
home or the organizations should make effective routes for pick and drop of the
employees so that the time of the first employee who boards the cab should be
less.
The organization should made more effective work life policies like team outing
with employees family once in a month, promoting mandatory minimum two days
leave in a month, supporting the family emergencies and giving sick leaves for
related problems without putting strict conditions like overtime in lieu of the
holidays .shift should be changed at least in every two months and flexibility
should be given to adapt the sudden time change in daily life of the employees.
The Work life balance policies should be promoted among the employees so that
the employees should be clear about the concept of work life balance and should
also take steps themselves to balance their work and family commitments.
96
Limitations in the Research
Though the respond of employees of the B.P.O. Industry taken through questionnaire
were anonymous but reluctance of some employees to give honest answer could not be
measured.
Converting qualitative data into quantitative data may often lead to inaccurate
results.
The respondents may not have expressed their strong negative feelings about the
policies.
Few respondents were reluctant while answering the questions
Survey could not be conducted on majority of the employees in a particular

organization.
Effectiveness of result depends upon the response of the respondents which might
be biased.
Ignorance attitude of some respondents may lead to affect the correctness of data
collected to some extend.
The sample was confined to 120 respondents. So, this study cannot be regarded as
complete proof of the result that came out.
97
Appendice
98
QUESTIONNAIRE TO ANALYZE WORK-LIFE BALANCE IN BPO
INDUSTRY
Name:
Designation:
Gender:
Age
18-21 yrs
22-25 years
26-30 years
30-40 yrs
Over 40 years
1. Do you feel stressed due to your job?
a) Strongly agree
b) Somewhat agree
c) Neither agree nor disagree
d) Somewhat disagree
e) Strongly disagree
2. What are the factors that contribute to stress?
a) Call volume
b) Performance Targets
c) Frequent change in Shifts
d) Working Hours (night & extended shifts)
e) No growth opportunity
f) Others( please specify)
3. Do you currently use any of the work-life policies or programmes provided by the
organization?
a) Strongly agree
b) Somewhat agree
99
4. What steps does your organization take to help you tackle stress?
a) Yoga and Meditation

b) Family Engagement Programs (Picnics,outings etc)
c) Flexi timing
d) Counselling
e) Others(Please Specify)
f) None of the above
5. Are you able to spend quality time with your family on weekdays?
a) Strongly agree
b) Somewhat agree
6. Do you suffer from any stress related ailment?
a) Obesity
b) Diabetes
c) Migraine
d) If other,Specify
7. How much time do you spend commuting?
a) Less than half an hour

b) Half an hour -1 hour
c) 1-2 hours
d) More than 2 hours.
8. Do you feel commuting to long distances lessens the quality time you can spend
with your family?
a) Strongly agree
b) Somewhat Agree
d) Somewhat Disagree
e) Strongly disagree.
100
9. How many times in a month did you take sick leaves due to stress related
problems?
a) Zero
b) 1 to 3 days
c) 4-7 days
d) More than a week
10. Do any of the following hinder you in balancing your work and family commitments?
a) . Long work hours
b) Compulsory over time
c) Weekend work
d) Shift work
Timing of work
e)
meetings/training.
11. Do any of the following help you balance your work and family commitments?
Neither
Strongly Somewhat Somewhat
agree nor Strongly disagree
agree agree disagree
disagree
. Support from
a)
manager/supervisor
b) Support from colleagues
101
Support from team
c)
members
Encouragement to use paid
d)
and unpaid parental leave
Seeing other means of

e)
work/family policies.
12. How strongly do you agree or disagree with the following statements?
Neither
agree nor
disagree
Its important to achieve
a) balance between work &
personal life.
People have different needs
b) at different stages of their
life.
Work-life balance enables
c)
people to work better.
Maintaining work-life
d) balance is entirely the
individual's responsibility.
Organizational policies that
promote work-life balance
e)
can be unfair to some
people.
13. Do any of the following help you balance your work and family commitments?
Strongly Somewhat Neither Somewhat Strongly

agree agree agree nor disagree disagree
disagree
a) Flexible starting times
102
b) Flexible finish times
c) Flexible hours generally
d) Time off for family

emergencies & events
e) Part-time or reduced work

hours
f) Time off in school holidays
g) Compressed working
week/fortnight
14. What is the perception of your job in the minds of society & near & dear ones?
a) They support your job even though its quite different from traditional work
b) They wish you had taken up a different career option
c) Cant say
15. Do you recommend this job to someone (friend, acquaintance/ sibling) else as a
long term career option?
a) Strongly agree
b) Somewhat agree
103
16. Have you ever thought of shifting to a different sector due to your work profile?
a) Strongly agree
b) Somewhat agree
17. (For women employees) Does commuting at late hours add to your stress levels?
a) Strongly agree
b) Somewhat agree
18. Do you feel you have to give up things in your work or personal life to have it
all?
a) Strongly agree
b) Somewhat agree
19. How strongly do you agree or disagree with the following statements?
Neither
agree nor
disagree
If employees have good
work-life balance the
a)
organization will be more
effective and successful?
b) Perception of your job in the
104
minds of society & near &
dear ones effect you
Have your stress level
c)
increased due to recession?
Does job stress hinder you
from achieving set
d)
standards?
Is your job affecting your

e) relationship with your
spouse/ partner?
20. Does your organization help you to balance your work and family life?
a) Strongly agree
b) Somewhat agree
THANK YOU FOR YOUR TIME AND THOUGHTFUL RESPONSES.
105
Bibliography
EBSCO Online : Business Journal
www.citehr.com
HR Magazine. FindArticles.com. 20 Mar, 2010.

http://findarticles.com/p/articles/mi_m3495/is_10_50/ai_n15760176/
Mayo clinic staff, May 31,2008,Work-Life balance: Ways to restore harmony &
reduce stress.http://www.mayoclinic.com/health/work-life-balance/WL00056
Managing Work/Life balance(2003) Work Life Initiatives: The Way Ahead report
on the year 2003 Survey.http://www.worklifebalance.com/au
Konrad. Alison M & Mangel Robert(2000) The impact of Work-Life

programmes on firm productivity Strategic management Journal 21:1225-1237
Forsyth, Stewart (2002) The value of balance Employment Today August 2002
Evans, John M (2001) Firms contribution to the Reconciliation between work &
Family life Labour Market & Social Policy Occasional Papers
Galinsky, Ellen & Bond, (2007) Work-Life balance A must for every
organization, International Journal of Human Resource management Apr 2008 vol
19.
106

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A Project Report

A study of Work Life balance with

UNDER THE GUIDANCE OF :

NETAJI SUBHASH INSTITUTE OF

Sr. TOPIC Page No.

3. Research Methodology 12-13

4. Introduction to the B.P.O. Industry 14-18

5. Data Analysis 19-89

8. Conclusion and Recommendations 93-94

9. Limitations in the Research 95

10. Appendices 96-103

11. Bibliography 104

The literature surveyed is a mixture of academic literature and surveys of firms by

(Konrad and Mangel, 2000).

There are positive effects on employee commitment from having

Work-life balance is a broad concept including proper prioritizing between "work"

Although very slightly touched in class, work-life balance is viewed as a strategic

1. Priorities and circumstances change.

Creating the Balance

To encourage work-life balance in any organization, the following strategies could be

3. Prepare to implement solutions. To address the work-life problems in the workplace

Benefits of Work Life Balance Initiatives

Benefits for employers include:

Benefits for employees include:

MODE OF DATA COLLECTION

Research papers, business magazines, websites, Newspapers, text books.

Sample Size Distribution:

Business process outsourcing (BPO) is a broad term referring to outsourcing in all

Business Process Outsourcing (BPO) is the delegation of one or more IT-intensive

Different Types of Services Being Offered By BPO's

2. Technical Support Services

4. Employee IT Help-desk Services

6. Data Entry Services / Data Processing Services

7. Data Conversion Services

o Conversion of data across various databases on different platforms

8. Scanning, OCR with Editing & Indexing Services

o High speed Image-Scanning and Data capture services

9. Book Keeping and Accounting Services

10. Form Processing Services:

o Insurance claim form

11. Internet / Online / Web Research

o Internet Search, Product Research, Market Research, Survey, Analysis.

Ques 1: Do you feel stressed due to your job?

Valid Somewhat Agree 79 65.8 65.8 65.8

Neither Agree nor Disagree 41 34.2 34.2 100.0

Total 120 100.0 100.0

N Minimum Maximum Mean

Stress 120 1.00 2.00 1.3417

Valid N (listwise) 120

Ques 2: What are the factors that contribute to stress?

Valid Call volume 25 20.8 20.8 20.8

Performance Targets 19 15.8 15.8 36.7

Frequent Change in Shifts 32 26.7 26.7 63.3

Working Hours(Night & 31 25.8 25.8 89.2

No growth oppurtunity 13 10.8 10.8 100.0

Total 120 100.0 100.0

N Minimum Maximum Mean

Stress 120 .00 4.00 1.9000

Valid N (listwise) 120

Valid Family Engagement 10 8.3 8.3 8.3

Flexi Timing 32 26.7 26.7 35.0

Counselling 61 50.8 50.8 85.8

Others 14 11.7 11.7 97.5