SUMMER TRAINING PROJECT REPORT SUBMITTED TOWARDS THE

PARTIAL FULFILLMENT OF

BACHELOR OF COMMERCE HONOURS

PROJECT REPORT

ON

Study of “Work-life Balance in HR Sector of Tecnova India Pvt Ltd”

Submitted By:

Name of the Student: Muskan Gupta

Enrollment No. 51824088815

BATCH:2015-2018

Internal Guide: External Guide:

Name: Madhu Name: Shweta Tiwari

Designation: Assistant Professor Designation: HR Manager

Trinity institute of Professional Studies

Affiliated to Guru Gobind Singh Indraprastha University, New Delhi

 DECLARATION

I, Ms. Muskan Gupta, hereby declare that this project report is the record of authentic work
carried out by me during the period from 6th June 2017 to 15th July 2017, and has not been
submitted to any other University or Institute for the award of any degree.

Signature

Name of the student: Muskan Gupta

Enrollment No: 51824088815

Date
 CERTIFICATE

This is to certify that the project report [course code: B.Com(Hons)] entitled “Work-life
Balance in HR Sector of Tecnova India Pvt Ltd ”done by Ms. Muskan Gupta, Enrollment
No- 51824088815 is an authentic work carried out by her under guidance and supervision of Ms.
Madhu the matter entitled in this project work has not been submitted earlier for the award of
any degree or diploma to the best of my knowledge and belief. This Summer Project Report has
the requisite standard and to the best of our knowledge, no part of it has been reproduced from
any other summer project, monograph, report or book.

Guide: Ms. Madhu

Date
 ACKNOWLEDGEMENT

I would like to take this opportunity to express gratitude towards all the people who have in
various ways, helped in the successful completion of my project. I must convey my gratitude to
Ms. Madhu for giving me the constant source of inspiration and help in preparing the project,
personally correcting my work and providing encouragement throughout the project. I also thank
all my faculty members for steering me through the tough as well as easy phases of the project in
a result oriented manner with concern attention.

Muskan Gupta

51824088815

B.Com (Hons) 5th Sem,2nd Shift

CHAPTER 1
Introduction
1. 1 Industry Background

Consulting is a high-paying, high-profile field that offers you the opportunity to take on a large
degree of responsibility right out of school and quickly learn a great deal about the business
world. It's also a profession that will send you to the far corners of the country-and leave you
there for days and weeks on end while you sort out tough questions for a client that's paying your
firm millions of dollars. In essence, consultants are hired advisors to corporations. They tackle a
wide variety of business problems and provide solutions for their clients. Depending on the size
and chosen strategy of the firm, these problems can be as straightforward as researching a new
market, as technically challenging as designing and coding a large manufacturing control system,
as sensitive as providing outplacement services for the HR department, or as sophisticated as
totally rethinking the client's organization and strategy.

Management consultants must be skilled at conducting research and analyzing it. Research
means collecting raw data from a variety of sources including the client's computers, trade
associations in the client's industry, government agencies, and, perhaps most importantly,
surveys and market studies that you devise and implement yourself. It also means interviewing
people to gather anecdotal information and expert opinion. The interviewees may be anyone,
from industry experts to the client's top executives to the client's lowest-level employees. All this
data must then be analyzed, using tools from spreadsheets to your own brain. The idea here is to
spot behavior patterns, production bottlenecks, market movements and other trends and
conditions that affect a client's business.

One good thing about the advice business: Companies always seem to want more. As evidence,
the consulting industry has been on a sustained growth binge for well more than a decade. One
other thing about the consulting business: The product really is the people, and firms compete on
the basis of who's the smartest and the hardest working. As a result, each firm wants to hire the
best and the brightest. If you're one of them-you probably know if you are-you'll have a good
shot at landing one of these competitive jobs.
1.1.2 Types of Consulting Firms

 Financial services
Financial services are the economic services provided by the finance industry, which
encompasses a broad range of businesses that manage money, including credit unions,
banks, credit-card companies, insurance companies, accountancy companies, consumer-
finance companies, stock brokerages, investment funds and some enterprises. Financial
services companies are present in all economically developed geographic locations and
tend to cluster in local, national, regional and international financial centers such as
London, New York City, and Tokyo

 Information technology consulting

In management, information technology consulting (also called IT consulting, computer

consultancy, business and technology services, computing consultancy, technology
consulting, and IT advisory) as a field of activity focuses on advising organizations on
how best to use information technology (IT) in achieving their business objectives. In
addition to providing advice, IT consultancies often estimate, manage, implement,
deploy, and administer IT systems on behalf of their client organizations - a practice
known as "outsourcing".

 Management consulting

Management consulting is the practice of helping organizations to improve their

performance, operating primarily through the analysis of existing organizational
problems and the development of plans for improvement. Organizations may draw upon
the services of management consultants for a number of reasons, including gaining
external (and presumably objective) advice and access to the consultants' specialized
expertise. As a result of their exposure to, and relationships with numerous organizations,
consulting firms are typically aware of industry "best practices", although the specific
nature of situations under consideration may limit the transferability of such practices
from one organization to another. Consultancies may also provide organizational change
management assistance, development of coaching skills, process analysis, technology
 implementation, strategy development, or operational improvement services.
Management consultants often bring their own proprietary methodologies or frameworks
to guide the identification of problems and to serve as the basis for recommendations for
more effective or efficient ways of performing work tasks.

 Human resource consulting

The human resource consulting industry has emerged from management consulting and
addresses human resource management tasks and decisions. HR Consultants can fill two
typical roles (1) Expert Resource Consultant (2) Process/People consultant. These two
roles are defined by Steele F. (1975), Kubr, M. (1993, 1996); Niedereicholz (1996),
Curnow-Reuvid (2003) and Kipping, K. and Clarck (2014). The Expert Resource
Consultant suggests solution based on expertise and experience and assist in the
implementation. The role is very typical in information benchmarking and design
consulting (see examples of actual design practices in the subsequent section below).The
Process/People consultant assists in searching for solutions with methods that facilitate
and raise creativity of the client company so that they will be able to implement solutions
themselves. The role is traditionally demonstrated by organizational development and
change consulting.

 Hospitality industry
The hospitality industry is a broad category of fields within service industry that includes
lodging, event planning, theme parks, transportation, cruise line, and additional fields
within the tourism industry. The hospitality industry is a multibillion-dollar industry that
depends on the availability of leisure time and disposable income. A hospitality unit such
as a restaurant, hotel, or an amusement park consists of multiple groups such as facility
maintenance and direct operations (servers, housekeepers, porters, kitchen workers,
bartenders, management, marketing, and human resources etc.).
1.2 Company Profile

Tecnova is an independent India Entry consulting firm that helps international companies to be
successful in India. Through our strategic solutions and implementation assistance, we have led
some of the world’s strongest brands to enter and establish in India.

Our strong understanding of India, its policies and regulations, advantages and challenges
enables our clients to make decisions that ensure long term profitability and growth. We not only
help design strategy for clients but also implement what we recommend – be it an acquisition of
a local player, setting up a manufacturing facility, opening an office or hiring talent.

Tecnova is driven by a group of motivated individuals who believe in delivering only the Best to
their clients. Our team comprises of experts from various industries and functions with strong
business acumen and problem solving skills to provide actionable and timely solutions to clients.

1.2.1History Of the Company Tecnova India Pvt ltd

 1984- Tecnova India started operations in New Delhi, India as an affiliate of Tecnova
SA, France focusing on Technology Transfer for foreign companies into India.

 1987- Tecnova India bought out the name and worldwide rights of Tecnova SA.
 1991- Tecnova diversified into India Entry Advisory and Consulting Services.
 1995-Tecnova began to provide implementation services to clients (including setting up
of greenfield manufacturing facilities.
 1996-Tecnova entered into Franchise partnership with Boyden executive search and
launched its Headhunting practice focused on Top Executives.
 2007- Tecnova increased its strength to over 100 employees and moved to a bigger office
space.
 2008- Tecnova reached the milestone of serving more than 500 clients.
 2009- Tecnova started providing Mergers and Acquisitions services.
 2011- Tecnova began offering retail roll out services.
 2014- Tecnova completed 30 years in business successfully.
1.2.2 Founder of the Company Tecnova India Pvt ltd-

Our Goal is not just to make our clients happy but to make them successful as well”

Late Mr. Abhey Yograj

(Founder, Tecnova)

1.2.3 Board of Directors of the Company-

1. G. S. Gill, Chairman
2. Ajay Muttreja , Director
3. Shona Yograj Nath, Director & Vice President
4. Karan Singal, Director & CEO
5. Frank Elbe, Director
6. Gurdeep Singh, Non- Executive Director
7. Smita Singal, Director(Current)

1.2.4 Senior Management of the Company-

1. Gaurav Sharma, Senior Vice President

 2. Dilip Biswal, Vice President
3. Jyoti Mittal, Head, Human Resources
4. Partha Ghosh, Associate Vice President

1.2.5 Core Industries of the Company-

 Automotive

Our team of automotive consulting experts helps clients to increase customer value and focus
on profitable growth both at strategic and operational levels. Our clients range from the
leading two wheelers, passenger-cars and truck manufacturers to agricultural and
construction-equipment companies and leading tier-1 and tier-2 suppliers. Additionally, we
have a rich experience of leading niche component and machinery manufacturers to expand
and be profitable in a short span of time. Our services for the Automotive sector include-

 Strategy Planning
 Identifying trends, opportunities and competition for current products
 Expansion by identifying new growth avenues and markets
 Growth through Joint Ventures/ Acquisitions
 Establishing and monitoring performance of dealer networks
 Identifying the right customer segments and deciphering their needs and preferences
 Tying up with the right manufacturing partner
 Setting up a production facility
 Assess technology and market trends

The Indian automotive industry is expanding at a rapid pace not only based on the rising
domestic demand but also due to its advantages as a global sourcing hub. Automobile
industry accounts for over 20% of the country's manufacturing GDP and is expected to grow
further, driven by the government’s Automobile Mission Plan 2006–2016 and ‘Make in
India’ program.
 Indutrial
Tecnova has assisted numerous B2B companies from around the world to set-up and expand
their operations in India. Nearly 70% of our Consultants are engineers from reputed institutes
and with industry experience across functions such as manufacturing, construction, strategy,
sourcing, vendor development and quality assurance. This enables us to de-code new and
niche products and technologies, and to help our clients uncover current and future gaps,
alternate applications, competitive edge and new opportunities accurately. Our services for
the Industrial companies include-

1. Corporate and business unit growth strategy

2. Customer strategy including pricing, value addition and marketing
3. Performance improvement, including manufacturing cost reduction and supply chain
management
4. Tracking technology and market trends to identify new application areas
5. Due diligence, mergers and acquisitions, and post-merger integration
6. Formation of new business entity

 Pharmaceuticals & Healthcare

Tecnova has completed nearly 100 projects in the pharmaceuticals and healthcare domain –
covering the entire spectrum of research, product registration, partner acquisition,
distribution network and manufacturing facility set-up. Our team is experienced in handling
assignments across sub-segments such as:

 Animal Health
 Dental Products
 Hospital Furniture
 Nutritional Supplements
 Diagnostics
 Over-the-counter drugs
 Medical Devices
 Biotech Products
  Home Healthcare
 Generic Pharma
 Radio Pharmaceuticals
Our services for the Pharmaceuticals and Healthcare sectors include

 Drug, Medical Device and Cosmetic Registration with Drug Authority of India
 Identification & Selection of Partner (s) – Distribution, CRAMS, Clinical Trials and
others
 In-Licensing and Out-Licensing of Products
 Setting up offshore R&D Labs in India
 Market Research & India market entry strategy
 JV’s/Acquisitions
 Performance Improvement
 Project Management for setting up Greenfield/Brownfield
 Sourcing of API’s, Formulations and Intermediates from India.
 360 degrees competitive assessment
 Road shows to connect with key decision makers and influencers

A huge user base with unmet healthcare needs, vast rural market with limited options create an
attractive opportunity for the pharmaceuticals and healthcare companies in India. Nearly 70% of
India’s medical device requirements are met through imports; Govt. recently approved 100%
Foreign Direct Investment (FDI) in medical devices allowing foreign players to play a stronger
role. An increase in awareness towards lifestyle and chronic diseases, growth of India as a
medical tourism destination and the rising purchase power of the middle class are contributing to
the unprecedented growth of the healthcare market.
  Consumer Good and Retail

Tecnova has completed over 300 projects in the consumer & retail space helping a number of
our global companies to become market leaders in their categories in India. We provide end-
to- end support to clients to explore, evaluate & leverage the opportunities in this growing
market.We have experience of working across all major sub-segments, including

 Food and Beverage

 Consumer Durables
 Home Furnishing & Furniture
 Baby Care Products
 E-Commerce
 Fashion, Apparel & Accessories
 Fitness & Sports Equipment
 Staitionery & Office Supplies
 Fast Moving Consumer Goods
 Cosmetics
 Brand Retailers
 Luxury Products
Our services for the Consumer and Retail companies include

 Customized market study to define the precise addressable market & formulate the go-to-
market strategy.
 Consumer Insights to enable companies localize their offerings - Quantitative and
qualitative research (including focus group discussions, customer surveys and product
testing)
 Distribution roll-out – whether dealer and distributor search or setting up own network
 Product launch & PR management
 Retail roll-out support – from site identification to complete store set-up and financial
and operational management
 Marketing and Promotional Activities
 Sourcing and contract manufacturing partnerships
  Setting-up manufacturing facilities (Green Field Projects)
 Joint Ventures
 Acquiring companies to acquire brand or distribution

The Indian consumer and retail segment has been on a growth path with India now becoming the
3rd largest economy in the world in terms of purchasing power parity.

1.2.6 Services of the Company-

 Consulting
o India Entry Strategy
o Expansion and Growth Advisory
o Performance Improvement Services
 Implementation Services
o Company Incorporation & Regulatory Compliances
o Greenfield Manufacturing set-up
o Mergers & Acquisitions
o Retail roll-out
o Partner Search
o India Sourcing and Vendor Development
 Incubation and Business Development
 Executive Search
1.3 About the Topic

1.3.1 Work life Balance

Work–life balance is a concept including proper prioritizing between "work" (career and
ambition) and "lifestyle" (health, pleasure, leisure, family and spiritual development/meditation).
This is related to the idea of lifestyle choice. The work–leisure dichotomy was invented in the
mid-1800s. Paul Krassner remarked that anthropologists use a definition of happiness that is to
have as little separation as possible "between your work and your play". The expression "work–
life balance" was first used in the United Kingdom in the late 1970s to describe the balance
between an individual's work and personal life. In the United States, this phrase was first used in
1986.

According to 2010 National Health Interview Survey Occupational Health Supplement data,
16% of U.S. workers reported difficulty balancing work and family. Imbalance was more
prevalent among workers aged 30–44 (19%) compared with other age groups; non-Hispanic
black workers (19%) compared with non-Hispanic white workers (16%), and Hispanic workers
(15%); divorced or separated workers (19%) compared with married workers (16%), widowed
workers (13%), and never married workers (15%); and workers having a bachelor's degree and
higher (18%) compared with workers having a high school diploma or G.E.D. (16%), and
workers with less than a high school education (15%). Workers in agriculture, forestry, fishing,
and hunting industries (9%) had a lower prevalence rate of work–family imbalance compared to
all employed adults (16%). Among occupations, a higher prevalence rate of work–family
imbalance was found in legal occupations (26%), whereas a lower prevalence rate was observed
for workers in office and administrative support (14%) and farming, forestry, and fishing
occupations (10%).
1.3.2 Identity through work

By working in an organization, employees identify, to some extent, with the organization, as part
of a collective group. Organizational values, norms and interests become incorporated in the self-
concept as employees increase their identification with the organization. However, employees
also identify with their outside roles, or their "true self". Examples of these might be
parental/caretaker roles, identifications with certain groups, religious affiliations, align with
certain values and morals, mass media etc. Employee interactions with the organization, through
other employees, management, customers, or others, reinforces (or resists) the employee
identification with the organization. Simultaneously, the employee must manage their "true self"
identification. In other words, identity is "fragmented and constructed" through a number of
interactions within and out of the organization; employees don’t have just one self.

Most employees identify with not only the organization, but also other facets of their life (family,
children, religion, etc.). Sometimes these identities align and sometimes they do not. When
identities are in conflict, the sense of a healthy work–life balance may be affected. Organization
members must perform identity work so that they align themselves with the area in which they
are performing to avoid conflict and any stress as a result.

1.3.3 Role of gender and family

Work–life conflict is not gender-specific. According to the Center for American Progress, 90
percent of working mothers and 95 percent of working fathers report work–family conflict.
However, because of the social norms surrounding each gender role, and how the organization
views its ideal worker, men and women handle the work–life balance differently. Organizations
play a large part in how their employees deal with work–life balance. Some companies have
taken proactive measures in providing programs and initiatives to help their employees cope with
work–life balance. The conflict of work and family can be exacerbated by perceived deviation
from the "ideal worker" archetype, leading to those with caretaker roles to be perceived as not as
dedicated to the organization. This has a disproportionate impact on working mothers, who are
seen as less worthy of training than childless women. Many authors believe that parents being
affected by work–life conflict will either reduce the number of hour’s one works, where other
authors suggest that a parent may run away from family life or work more hours at a workplace.
This implies that each individual views work–life conflict differently.

Research conducted by the Kenexa Research Institute (KRI) evaluated how male and female
workers perceive work–life balance and found that women are more positive than men in how
they perceive their company’s efforts to help them balance work and life responsibilities. The
report is based on the analysis of data drawn from a representative sample of 10,000 U.S.
workers who were surveyed through Work Trends, KRI’s annual survey of worker opinions. The
results indicated a shift in women’s perceptions about work–life balance. In the past, women
often found it more difficult to maintain balance due to the competing pressures at work and
demands at home.

"The past two decades have witnessed a sharp decline in men’s provider role, caused in part by
growing female labor participation and in part by the weakening of men’s absolute power due to
increased rates of unemployment and underemployment" states sociologist Jiping Zuo. She
continues on to state that "Women’s growing earning power and commitment to the paid
workforce together with the stagnation of men’s social mobility make some families more
financially dependent on women. As a result, the foundations of the male dominance structure
have been eroded."

1.3.4 Changes in perceived gender roles

Today there are many young women who do not want to just stay at home and do house work,
but want to have careers. About 64% of mothers whose youngest child was under age six, and
77% of mothers with a youngest child age 6-17 were employed in 2010, indicating that the
majority of women with dependent care responsibilities cannot or do not wish to give up careers.
While women are increasingly represented in the work force, they still face challenges balancing
work and home life. Both domestic and market labor compete for time and energy. "For women,
the results show that only time spent in female housework chores has a significant negative
effect on wages". Many men do not see work alone as providing their lives with full satisfaction;
and want a balance between paid work and personal attachments, without being penalized at
work. These men may desire to work part-time, in order to spend more time with their families.
More men are realizing that work is not their only primary source of fulfillment from life. A new
study on fatherhood (2010) shows that more men are looking for alternatives to their 40-hour
workweek in order to spend more time with their family. Though working less means a smaller
paycheck and higher stress levels, men are looking for flexibility just as much as women.
However, with an ever-changing society, flexibility is becoming much more apparent. "It seems
that some traditional stereotypes are starting to lessen just a bit in terms of who’s responsible for
care of the children" says human resource specialist Steve Moore. Traditionalism is becoming
less frequent due to what’s actually practical for each individual family.Men often face unequal
opportunity to family life as they are often expected to be the financial supporter of the family
unit, "the masculine ideal of a worker unencumbered by caregiving obligations is built into
workplace structures and patterns of reward."

1.3.5 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 their 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 health, 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 strains could lead in the
long term to irreversible, physical signs of wear as well as to negative effects on the human
cardiovascular and immune systems. Prominent cultural beliefs that parenthood is the best
avenue for a happy fulfilling life may not be justified. In, The Joys of Parenthood Reconsidered,
what was found is the opposite, that parents actually suffer worse mental and physical health
than childless adults. This is associated with the high costs of parenthood described in the article.
Simon states that, "In America we lack institutional supports that would help ease the social and
economic burdens associated with parenthood." 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 fear of their 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 pursuit 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 does not exist. Who is nowadays
empty inside and burned out, is in the common language a Burnout. But due to the definitional
problems Burnout is till this date not a recognized illness. An attempt to define this concept more
closely, can be: a condition that gets only the passionate, that is certainly not a mental illness but
only a grave exhaustion (but can lead to numerous sick days). It can benefit 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. According to experts in the field, in addition to the ultra hard-working and
the idealists mainly the perfectionist, the loner, the grim and the thin-skinned are especially
endangered of a burnout. All together they usually have a lack of a healthy distance to work.
Another factor is also, that, for example decision-makers in government offices and upper
echelons are not allowed to show weaknesses or signs of disease etc., because this would
immediately lead to doubts of the ability for further responsibility. Only 20% of managers (e.g.
in Germany) do sports regularly and also only 2% keep regularly preventive medical check-up.
In such a position other priorities seem to be set and the time is lacking for regular sports.
Frightening is that the job has such a high priority, that people 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.

1.3.6 Stress

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”. 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.

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.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 divided 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.

According to a survey conducted by the National Life Insurance Company, four out of ten U.S.
employees state that their jobs are "very" or "extremely" stressful. Those in high-stress jobs are
three times more likely than others to suffer from stress-related medical conditions and are twice
as likely to quit. The study states that women, in particular, report stress related to the conflict
between work and family.In the study, Work-Family Spillover and Daily Reports of Work and
Family Stress in the Adult Labor Force, researchers found that with an increased amount of
negative spillover from work to family, the likelihood of reporting stress within the family
increased by 74%, and with an increased amount of negative spillover from family to work the
likelihood to report stress felt at work increased by 47%.

Common causes of stress at work

It's important to recognise the common causes of stress at work so that you can take steps to
reduce stress levels where possible.

Some common causes of stress include:

 Excessively high workloads, with unrealistic deadlines making people feel rushed, under
pressure and overwhelmed.
 Insufficient workloads, making people feel that their skills are being underused.
 A lack of control over work activities.
 A lack of interpersonal support or poor working relationships leading to a sense of
isolation.
 People being asked to do a job for which they have insufficient experience or training.
  Difficulty settling into a new promotion, both in terms of meeting the new role's
requirements and adapting to possible changes in relationships with colleagues.
 Concerns about job security, lack of career opportunities, or level of pay.
 Bullying or harassment.
 A blame culture within your business where people are afraid to get things wrong or to
admit to making mistakes.
 Weak or ineffective management which leaves employees feeling they don't have a sense
of direction. Or over-management, which can leave employees feeling undervalued and
affect their self-esteem.
 Multiple reporting lines for employees, with each manager asking for their work to be
prioritised.
 Failure to keep employees informed about significant changes to the business, causing
them uncertainty about their future.
 A poor physical working environment, eg excessive heat, cold or noise, inadequate
lighting, uncomfortable seating, malfunctioning equipment, etc.

1.3.7 Stress Management

Stress management refers to the wide spectrum of techniques and psychotherapies aimed at
controlling a person's levels of stress, especially chronic stress, usually for the purpose of
improving everyday functioning.In this context, the term 'stress' refers only to a stress with
significant negative consequences, or distress in the terminology advocated by Hans Selye, rather
than what he calls eustress, a stress whose consequences are helpful or otherwise positive.Stress
produces numerous physical and mental symptoms which vary according to each individual's
situational factors. These can include physical health decline as well as depression. The process
of stress management is named as one of the keys to a happy and successful life in modern
society. Although life provides numerous demands that can prove difficult to handle, stress
management provides a number of ways to manage anxiety and maintain overall well-being.
Despite stress often being thought of as a subjective experience, levels of stress are readily
measurable, using various physiological tests, similar to those used in polygraphs.
Many practical stress management techniques are available, some for use by health professionals
and others, for self-help, which may help an individual reduce their levels of stress, provide
positive feelings of control over one's life and promote general well-being.Evaluating the
effectiveness of various stress management techniques can be difficult, as limited research
currently exists. Consequently, the amount and quality of evidence for the various techniques
varies widely. Some are accepted as effective treatments for use in psychotherapy, while others
with less evidence favoring them are considered alternative therapies. Many professional
organizations exist to promote and provide training in conventional or alternative therapies.There
are several models of stress management, each with distinctive explanations of mechanisms for
controlling stress. Much more research is necessary to provide a better understanding of which
mechanisms actually operate and are effective in practice.

1.3.8 Stress Management in the Workplace

The Stress Management in the Workplace training program delivers trademarked stress
management tools that are unmatched in the measured results they will produce for you and your
organization.Stress management in the workplace requires more than helpful tips. Changing
economic times have us pulled in multiple directions. The pressures and demands between work
and personal life are blurred. As a result, the consequences of stress in the workplace come from
what is happening to each of us both on and off the job.Through highly interactive learning,
participants apply these stress management training tools to getting more of what's important to
them done in less time. Organizational skills are improved so that less things "fall through the
cracks."A realistic and positive Big Picture view is instilled that helps keep all stresses in
perspective. Specific practical tools are learned that produce immediate results. Applications
have a positive impact on stress levels both on and off the job.This Stress Management in the
Workplace training program builds on the proven 5 Steps to Better Work-Life Balance training
program and has unmatched proven results worldwide.
1.3.9 Improving work–life balance

1. Responsibility of the employer

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, they’ll burn out."

Work–life balance has been addressed by some employers and has been seen as a benefit to
them. Research by Kenexa Research Institute in 2007 shows that those employees who were
more favourable toward their organization’s 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. As of March 2011, paid leave
benefits continued to be the most widely available benefit offered by employers in the United
States, with paid vacations available to 91 percent of full-time workers in private industry.
Access to these benefits, however, varied by employee and establishment characteristics. In
private industry, paid vacation benefits were available to only 37 percent of part-time workers.
Paid sick leave was available to 75 percent of full-time workers and 27 percent of part-time
workers. Paid vacations were available to 90 percent of workers earning wages in the highest
10th percent of private industry employees and only to 38 percent of workers in the lowest 10
percent of private industry wage earners. Access to paid sick leave benefits ranged from 21
percent for the lowest wage category to 87 percent for the highest wage category. These data are
from the National Compensation Survey (NCS), which provides comprehensive measures of
compensation cost trends and incidence and provisions of employee benefit plans. 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 to discourage workaholic behaviour. 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 to parental leave and the non-discrimination of part-time workers.

According to Stewart Friedman—professor of Management and founding director of the

Wharton School’s Leadership Program and of its Work/Life Integration Project—a "one size fits
all" mentality in human resources management often perpetuates frustration among employees.
"[It’s not an] uncommon problem in many HR areas where, for the sake of equality, there's a
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." Friedman’s 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, Friedman’s Total Leadership program teaches
professionals how to successfully pursue "four-way wins"—improved performance across all
parts of life.Even with the more flexible schedule, working mothers opt not to work part-time
because these positions typically receive less interesting and challenging assignments; taking
these assignments and working part-time may hinder advancement and growth. Even when the
option to work part-time is available, some may not take advantage of it because they do not
want to be marginalized.[38] This feeling of marginalization could be a result of not fitting into
the "ideal worker" framework (see: Formation of the "ideal worker" and gender differences).
Additionally, some mothers, after returning to work, experience what is called the maternal wall.
The maternal wall is experienced in the less desirable assignments given to the returning
mothers. It is also a sense that because these women are mothers, they cannot perform as "ideal
workers".[38] If an organization is providing means for working mothers and fathers to better
balance their work–life commitments, the general organizational norm needs to shift so the
"ideal worker" includes those who must manage a home, children, elderly parents, etc.
2.Maternity leave

Maternity leave and parental leave are leaves of absence for expectant or new mothers
(sometimes fathers) for the birth and care of the baby. These policies vary significantly by
country (regarding factors such as the length of the leave and what amount of money is paid).
They may help create a work–life balance for families, yet in the United States most states do not
offer any paid time off for the birth of a child. As of 2015, the US was one of only three
countries in the world (the other two being Papua New Guinea and Suriname) that does not have
paid maternity leave.

Some new mothers (and fathers) in the US will take unpaid time off, allowed by the Family and
Medical Leave Act. The FMLA entitles eligible employees of covered employers to take unpaid,
job-protected leave for specified family and medical reasons with continuation of group health
insurance coverage under the same terms and conditions as if the employee had not taken leave.
Eligible employees are entitled to twelve workweeks of leave in a 12-month period for:

 the birth of a child and to care for the newborn child within one year of birth;
 the placement with the employee of a child for adoption or foster care and to care for the
newly placed child within one year of placement;

Some states will allow paid time off for maternity leave under the states Temporary Disability
Insurance (TDI).

State TDI Benefit

1.California 55%-60%of the highest quarterly earnings during a 12- month base period
up to $959(2009)
2.Hawaii 58% of average weekly wages up to $510 (2009)
3.New Jersey 66% of average weekly wages up to $524(2008)
4. New York 50% of weekly wages up to $170(2008)
5. Rhode Island 4.62% of employees highest calendar quarter wages in the base year ,up to
$671,plus dependent allowance of $10 or 7% of weekly benefit up to 5
dependents (2008)
At the state level, California was the first state to offer paid family leave benefits for its workers.
While the benefits only last for 6 weeks this is the first major step for maternity leave in the
United States. New Jersey lawmakers are pushing legislation that would make their state the
second state to add this worker benefit. Under one New Jersey proposal, workers who take leave
would be paid through the state’s temporary disability insurance fund, "augmented by a 0.1
percent charge on workers’ weekly wages." Traditionally, many conservatives have opposed
paid family leave, but there is a sign that this mindset is beginning to change. Reverend Paul
Schenck, a prominent member of the National Pro-Life Action Center recently stated that he
would support paid maternity leave on the assumption that it might encourage women to follow
through with their pregnancies instead of having abortions. According to Heyman, "Across the
political spectrum, people are realizing these policies have an enormous impact on working
families. If you look at the most competitive economies in the world, all the others except the
U.S. have these policies in place." The United States is not as workplace family-oriented as
many other wealthy countries. According to a study released by Harvard and McGill University
researchers in February 2007, workplace policies for families in the U.S. are weaker than those
of all high-income countries and even many middle-and low-income countries.Other differences
include the fact that fathers are granted paid paternity leave or paid parental leave in sixty-five
countries; thirty one of these countries offer at least fourteen weeks of paid leave. The U.S. does
not guarantee this to fathers.(survey) Sweden, Denmark and Norway have the highest level of
maternity benefits—Sweden provides 68 weeks paid maternity leave, Norway provides 56 weeks
paid maternity leave and Denmark provides 52.
 CHAPTER 2
Research methodology
2.1 Objective of the study-

 To study the nature and significance of human resources and the policies and procedures
of HR in Private Sector.
 To find out the procedures and Facilities of Work life balance of employees in selected
unit at Gurgaon.
 To analyze the effectiveness of work life balance in Tecnova India Pvt ltd
 To suggest the specific recommendations for the betterment.
2.2 Research
Research is searching for and gathering information, usually to answer a particular question or
problem. Research projects of various types and complexity are an integral part of the college
experience and offer you the opportunity to learn a valuable set of skills. In fact, the ability to
locate and evaluate information - which is the essence of research and a valuable skill in many
areas of life - is a large part of what it means to be an educated person.

Research is a process of steps used to collect and analyze information to increase our
understanding of a topic or issue". It consists of three steps: Pose a question, collect data to
answer the question, and present an answer to the question.

2.3 Research Design

An organization is said to be competitive and economically sustainable in the market if it
delivers quality goods and consistency in results. It is not just enough for them for simply
employing and paying the people. Working environment will be effective when there is work life
imbalance. The researcher thrown light in these issues and made some attempts to understand
what motivates the employees and drives them towards job satisfaction. The results revealed
employees generally expect not only appropriate and competitive pay for the work they perform
but also hope to achieve a balance between work and rest of their lives. After considering various
views from the collected literature reviews research design was formed. It includes the need for
the present study, specific objectives of the study, hypothesis of the study, scope and variables of
the study, methodology and sampling, statistical tools adopted in the study and also the
limitations and presentation of the study.
2.3.1 Types of research
1. Exploratory Research

Exploratory research is an important part of any marketing or business strategy. Its focus is on
the discovery of ideas and insights as opposed to collecting statistically accurate data. That is
why exploratory research is best suited as the beginning of your total research plan. It is most
commonly used for further defining company issues, areas for potential growth, alternative
courses of action, and prioritizing areas that require statistical research.When it comes to online
surveys, the most common example of exploratory research takes place in the form of open-
ended questions. Think of the exploratory questions in your survey as expanding your
understanding of the people you are surveying. Text responses may not be statistically
measureable, but they will give you richer quality information that can lead to the discovery of
new initiatives or problems that should be addressed.

2. Descriptive Research

Descriptive research takes up the bulk of online surveying and is considered conclusive in nature
due to its quantitative nature. Unlike exploratory research, descriptive research is preplanned and
structured in design so the information collected can be statistically inferred on a population.The
main idea behind using this type of research is to better define an opinion, attitude, or behaviour
held by a group of people on a given subject. Consider your everyday multiple choice question.
Since there are predefined categories a respondent must choose from, it is considered descriptive
research. These questions will not give the unique insights on the issues like exploratory research
would. Instead, grouping the responses into predetermined choices will provide statistically
inferable data. This allows you to measure the significance of your results on the overall
population you are studying, as well as the changes of your respondent’s opinions, attitudes, and
behaviors over time.

3. Causal Research

Like descriptive research, causal research is quantitative in nature as well as preplanned and
structured in design. For this reason, it is also considered conclusive research. Causal research
differs in its attempt to explain the cause and effect relationship between variables. This is
opposed to the observational style of descriptive research, because it attempts to decipher
whether a relationship is causal through experimentation. In the end, causal research will have
two objectives:

1) To understand which variables are the cause and which variables are the effect, and

2) To determine the nature of the relationship between the causal variables and the effect to be
predicted.

Research Design of the project: Descriptive Research

2.4 Data Collection

2.4.1 Data
Data is distinct pieces of information, usually formatted in a special way. All software is divided
into two general categories: data and programs. Programs are collections of instructions for
manipulating data.

Data can exist in a variety of forms -- as numbers or text on pieces of paper, as bits and bytes
stored in electronic memory, or as facts stored in a person's mind.

Strictly speaking, data is the plural of datum, a single piece of information. In practice, however,
people use data as both the singular and plural form of the word.

2.4.2 Data collection

Data collection is the process of gathering and measuring information on targeted variables in an
established systematic fashion, which then enables one to answer relevant questions and evaluate
outcomes. The data collection component of research is common to all fields of study including
physical and social sciences, humanities and business. It help us to collect the main points as
gathered information. While methods vary by discipline, the emphasis on ensuring accurate and
honest collection remains the same. The goal for all data collection is to capture quality evidence
that then translates to rich data analysis and allows the building of a convincing and credible
answer to questions that have been posed.
2.4.3 Methods of Data Collection

1. Primary Data:
Primary data is information that you collect specifically for the purpose of your research project.
An advantage of primary data is that it is specifically tailored to your research needs. A
disadvantage is that it is expensive to obtain.

Method of Collection:

 No of questions: 13
 Nature of Question: Multiple Choice Questions
 Population: Employees working in Private Organization
 Sample size:25
 Sampling unit: Employees working in Tecnova India Pvt.ltd
 Sampling Method: Convenience Sampling

2. Secondary Data:
Secondary data refers to data that was collected by someone other than the user. Common
sources of secondary data for social science include censuses, information collected by
government departments, organisational records and data that was originally collected for other
research purposes. Primary data, by contrast, are collected by the investigator conducting the
research.
 CHAPTER 3
Data Analysis
&
Data Interpretation
Feedback from Respondents
Q1.Are you

Married/Unmarried Number of Respondents Percentage

a)Married 20 80
b)Unmarried 5 20
Total 25 100

Are you Married/Unmarried

Percentage
Married Unmarried

20%

80%

Interpretation:

80% of the people in the organization are married and 20% of the people are unmarried in the
organization.
Q2.From how many years you are working in this organization?

Number of years Number of Respondents Percentage

a)0-5 years 6 24
b)5-10 years 16 64
c)10-15 years 3 12
d)More than 15 years 0 0
Total 25 100

From how many years you are working in this organization?

No.Of Respondent
18
16
14
12
10
8
6 No.of Respondent
4
2
0
0-5 years 5-10 years 10-15 years More than 15
years

Interpretation-

6 people are working for 0-5 years,16 people are working for 5-10 years,3 people are working
for 10-15 years, and None of the people are working for more than 15 years.
Q3. Are you satisfied with the working hours of the organization?

Number of working hours Number of Respondent Percentage

a)Yes 16 64
b)No 9 36
Total 25 100

Are you satisfied with the working hours of the organization?

Percentage

No
36%

Yes
64%

Interpretation-

64% of the people are satisfied with the working hours of the organization and 36% of the people
are not satisfied with the working hours of the organization.
Q4.Do you work in shifts?

Shift No. of Respondent Percentage

a)General Shift / Day Shift 9 36
b)Night Shift 9 36
c) Alternative 7 28
Total 25 100

Do you work in shifts?

No.of Respondent

9
8
7
6
5
No.of Respondent
4
3
2
1
0
General Shift/ Day Night Alternative
Shift

Interpretation:

9 people are working in general shift/ day shift and people are working in night shift and 7
people are working in alternative shift.
Q5. Do you have children?

Number of Children Number of Respondent Percentage

a)Yes 16 64
b)No 9 36
Total 25 100

70

60

50
Yes
40
No
30

20

10

0
No. of Respondent Percentage

Interpretation:

64% of the people in the organization have children and 36% of the people in the organization
does not have children.
Q6. Being an employed man/woman who is helping you to take care of your children?

Take care of children Number of Respondent Percentage

a)Spouse 5 20
b)In-Laws 7 28
c)Parents 11 44
d)Servants 0 0
e)Crèche/day care center 2 8
Total 25 100

Being an employed man/ woman who is helping

to take care of your children?
Percentage
Spouse In-Laws Parents Servants Creche/Day Care centers

0%
8%
20%

44%
28%
Interpretation:

20% of the children care is being done by Spouse,28% of the children care is being done by In-
Laws,44% of the children care is being done by Parents and None of the children care is being
done by Servant,8% of the children care is being done by Crèche/ day care center.
Q7. How many hours in a day do you spend with your child/children?

Number of Hours Number of Respondent Percentage

a)Less Than 2 hours 2 8
b)2-3 hours 5 20
c)3-4 hours 9 36
d)4-5 hours 4 16
e)More Than 5 hours 0 0
Total 25 100

How many hours in a day do you spend with your

child/children?
Percentage

0% 10%
20%
Less Than 2 hours
2-3 hours
25%
4-5 hours
4-5 hours
More Than 5 hours

45%
Interpretation:

2 people in the organization spend time with their children for less than 2 hours,5 people in the
organization spend time with their children for 2-3 hours,9 people in the organization spend time
with their children for 3-4 hours,4 people in the organization spend time with their children for
4-5 hours and None of the people in the organization spend time with their children for more
than 5 hours.
Q8. Do you generally feel you are able to balance your work life?

Balance your work life Number of Respondent Percentage

a)Yes 17 68
b)No 8 32
Total 25 100

Do you generally feel you are able to balance your

worklife?

Percentage

32%

Yes
No

68%

Interpretation:

68% of the people in the organization are able to balance their work life and 32% of the people
in the organization are not able to balance their work life.
Q9. How do you feel about the amount of time you spend at work?

Feel about the amount of Number of Percentage

time spend at work Respondent
a)Very Unhappy 1 4
b)Unhappy 1 4
c)Indifferent 10 40
d)Happy 11 44
e)Very Happy 2 8
Total 25 100

Very Happy

Happy

Indifferent Percentage
No.of Respondent

Unhappy

Very Unhappy

0 10 20 30 40 50

Interpretation:

1 people in the organization feel very unhappy about the amount of time spend at work,1 people
in the organization feel unhappy about the amount of time spend at work,10 people in the
organization feel indifferent about the amount of time spend at work,11 people in the
organization feel happy about the amount of time spend at work and 2 people in the organization
feel very happy about the amount of time spend at work.
Q10. Do you ever miss out any quality time with your family or your friends because of
pressure of work?

Miss out any quality of time Number of Respondent Percentage

a)Never 1 4
b)Rarely 9 36
c)Sometimes 12 48
d)Often 3 12
Total 25 100

Do you ever miss out any quality time with your

family or your friends because of pressure of work?
Percentage

12% 4%

Never
36% Rarely
Sometimes
Often
48%
Interpretation:

4% people in the organization never miss out quality of time with their family and friends
because of pressure of work,36% people in the organization rarely miss out quality of time with
their family and friends because of pressure of work,8% people in the organization sometimes
miss out quality of time with their family and friends because of pressure of work and 12%
people in the organization often miss out quality of time with their family and friends because of
pressure of work.
 Q11. Does your company have a separate policy for work-life balance?

Policy Of work life balance Number of Respondent Percentage

a)Yes 14 56
b)No 7 28
c)Not Aware 4 16
Total 25 100

Not Aware

Percentage
No
No.of Respondent

Yes

0 10 20 30 40 50 60

Interpretation:

14 people in the organization have separate policy for work life balance,7 people in the
organization do not have separate policy for work life balance and 4 people in the organization
are not aware of separate policy for work life balance.
Q12. If, yes what are the provisions under the policy?

If, yes Number of Respondent Percentage

a) Flexible starting time
b)Flexible ending time
c) Flexible hours in general
d) Holidays/ paid time-off
e) Job sharing
f) Career break/sabbaticals
g) Others, specify________
Total
2 14.28
2 14.28
5 35.71
4 28.57
0 0
0 0
1 7.14
14 100

If, yes what are the provisions under the policy?

Percentage

0%
0% 7%
14%

Flexible starting time

Flexible ending time
29% 14% Flexible hours in general
Holidays/ paid time-off
Job sharing
Career break/sabbaticals
Others

36%
Interpretation:

14.28% people in the organization are for flexible starting time,14.28% people in the
organization are for flexible ending time,35.71% people in the organization are for flexible hours
in general,28.57% people in the organization are for holidays/paid time off,None of the people in
the organization are for job sharing and career break/sabbaticals and 7.14% people in the
organization are for others.
Q13. Do any of the following help you balance your work and family commitments?

Help you balance you work Number of Respondent Percentage

and family commitments
a)Working from home 7 28
b)Technology like cell 6 24
phones/laptops
c)Being able to bring Children 2 8
to work on occasions
d)Support from colleagues at 6 24
work
e)Support from family 4 16
members
f)Others 0 0
Total 25 100
 Do any of the following help you balance your work and
family commitments?

No.of Respondents

7
6
5
4
3
2
1 No.of Respondents
0

Interpretation:

7 people in the organization are able to balance their work and family commitments by working
from home,6 people in the organization are able to balance their work and family commitments
by technology like cell phones/ laptops,2 people in the organization are able to balance their
work and family commitments by being able to bring Children to work on occasions,6 people in
the organization are able to balance their work and family commitments by getting support from
colleagues at work,4 people in the organization are able to balance their work and family
commitments by support from family members and None of the people in the organization are
able to balance their work and family commitments by others.
Q14. How do you rate the Flexible Working Hours provided by the company due to
current Work Life Management Policy?

Rate Flexible Working Hours Number of Respondent Percentage

a)Good 12 48
b)Average 10 40
c)Poor 3 12
Total 25 100

How do you rate the Flexible Working Hours provided by

the company due to current Work Life Management
Policy?
Percentage

12%

48%
Good
40% Average
Poor
Interpretation:

48%of the people rate flexible working hours good provided by the company due to current
Work Life Management Policy,40% of the people rate flexible working hours average provided
by the company due to current Work Life Management Policy and 12% of the people rate
flexible working hours poor provided by the company due to current Work Life Management
Policy.
Findings
 Findings
The Findings of the project are as follows-

 Majority of the respondents ( 64%) are working in the organization for 5-10 years.
 From the survey 64% of the respondents are satisfied with the working hours of the
organization.
 Majority of the respondents (36%) are working in General/Day Shift and Night Shift.
 From the survey (64%) of the respondents are having children.
 Majority of the respondent (44%) children are been taken care by their parents.
 From the survey 36% of the respondents spend time with their children for 3-4 hours.
 Majority of the respondent (68%) are able to balance their work life.
 From the survey 44% of the respondents feel happy about the amount of time spend at
work.
 Majority of the respondents (48%) sometimes miss out any quality of time with their
family or their friends because of pressure of work.
 From the survey 56% of the respondents have a separate policy for work life balance in
the organization.
 Majority of the respondents (35.71%) are comfortable with flexible working hours in
general as a provision under the policy of work life balance.
 From the survey 24% of the respondents are for Technology like cell phones/ laptops and
Support from family members helps them balance their work and family commitments.
 Majority of the respondents (48%) rate the Flexible Working Hours provided by the
company due to current Work life Management Policy as good.
Limitations
 Limitations

The limitations of the project are as follows-

Due to lack of time the present study was confined only to a sample of 25 employees and that too
of Gurgaon.The period of the study is only 60 days. It’s very difficult to cover the entire
organization.Most of the employees show hesitations to respond.
Suggestions
 Suggestions
It is suggested to insist the employees in selected organizations and to create awareness
about the importance of work life balance. It is suggested that the management of
selected organizations take necessary steps to overcome their inhibition and motivate
them to enhance their personality and performance. It is suggested that the employers
should take care of the wellbeing and provide eco-friendly environment by encouraging
informal and social gathering whenever required, if possible the select organizations may
provide periodical counseling to the employees and make them to overcome from their
work imbalance. It is suggested the management to consider the aging group employees
and to provide them extra provisions like more rest time, maximum leisure time for them
to get refreshed. It is observed that there is positive relation between the flexible starting
time on marital status. It is suggested the select organization to provide necessary
provisions related to hours of work. It is suggested to the management of selected
organizations to maintain flexi-time to increase the satisfaction level of the employees.
Conclusion
 Conclusion

Tecnova is an independent India Entry consulting firm that helps international companies to be
successful in India. Through our strategic solutions and implementation assistance, we have led
some of the world’s strongest brands to enter and establish in India.

Our strong understanding of India, its policies and regulations, advantages and challenges
enables our clients to make decisions that ensure long term profitability and growth. We not only
help design strategy for clients but also implement what we recommend – be it an acquisition of
a local player, setting up a manufacturing facility, opening an office or hiring talent.

With dual career couples widely prevalent in this modern era, there is a need for systematic
research into the nature of work-life conflict and further insight is required into ways by which
the work-home interface can be more effectively managed. The study was conducted to:

 To study the nature and significance of human resources and the policies and procedures
of HR in Private Sector.
 To find out the procedures and Facilities of Work life balance of employees in selected
unit at Gurgaon.
 To analyze the effectiveness of work life balance in Tecnova India Pvt ltd
 To suggest the specific recommendations for the betterment.

This study was able to measure employees’ work–life balance and found weekly hours of work
and the stress associated with work were very important determinants of employees’ work–life
balance, alongside their occupations, age and caring responsibilities. Conflicts in work-life
balance of working women affects their health who report more stress, headaches, muscle
tension, weight gain and depress than their male counterparts. Majority of the respondent in the
organization are able to balance their work life. From the survey the organization have a separate
policy for work life balance. From the survey 44% of the respondents feel happy about the
amount of time spend at work.
Juggling between the obligations towards the families and expectations of the organisation and
constant struggle to maintain a balance between work and family can have serious implications
on the life of an individual by affecting their well-being and overall quality of life. There is a
widespread demand from employees for the right to balance work and home life in today’s busy
world where finding time for oneself seems impossible. Health and wellness programs can, for
sure help working women in balancing their personal and professional life. But they alone cannot
be the answer to addressing the problems of imbalance. The problems and difficulties of women
are multi-dimensional as evident from the literature reviewed; therefore, they require further
probing to help working women in balancing their work and family life.
Bibliography
 Bibliography

Books Referred

 Bailyn, Lotte; Drago, Robert; and Kochan, Thomas A.; “Integrating Work and Family
Life – A Holistic Approach”. A Report of the Sloan Work-Family Policy Network.
 R. Baral & S. Bhargava; “HR interventions for work-life balance: evidences from
organisations in India”. International Journal of Business, Management and Social
Sciences, Vol. 2
 Bharat, S. 2003. “Women, work, and family in urban India, Towards new families?” in J.
W. Berry, R. C. Mishra, and R. C. Tripathi ed., Psychology in human and social
development, Lessons from diverse cultures pp.155-169 New Delhi, India, Sage.
 Clark SC (2000).Work/Family Border Theory: A NewTheory of Work/Family Balance.
Human Relations 53(6): 747–770.
 CLARK, A. E. [2007]: “Born to be mild? Cohort effects don’t (fully) explain why well-
being is u-shaped in age.” IZA Discussion Paper No. 3170.
 CLARK, A. E., DIENER, E., GEORGELLIS, Y., LUCAS, R. E. [2008]: “Lags and leads
in life satisfaction: A test of the baseline hypothesis.” Economic Journal, 118, 222-243.
 AYERS, S., BAUM, A., MCMANUS, C. [2007]: Cambridge handbook of psychology,
health and medicine. Cambridge: Cambridge University Press.

Website Referred

 www.wikipedia.com
 www.google.com
 www.technovaglobal.com
Annexure
 Questionnaire
Name - ____________________ Age - _____

Designation - ______________ Gender – Male/Female

Q1.Are you
a) Married
b)Unmarried

Q2. From how many years you are working in this organization?
a) 0-5 Years
b) 5-10 Years
c) 10 to 15 Years
d) More than 15 Years

Q3. Are you satisfied with the working hours of the organization?
a) Yes
b) No

Q4. Do you work in shifts?

a) General shift/day shift
b) Night shift
c) Alternative

Q5. Do you have children?

a) Yes, no. of children____________.
b) No

Q7. Being an employed man/woman who is helping you to take care of your children?
a) Spouse
b) In-laws
c) Parents
d) Servants
e) Crèche/day care centers

Q8. How many hours in a day do you spend with your child/children?
a) Less than 2 hours
b) 2-3 hours
c) 3-4 hours
d) 4-5 hours
e) More than 5 hours
Q9. Do you generally feel you are able to balance your work life?
a) Yes
b) No

Q10. How do you feel about the amount of time you spend at work?
a) Very unhappy
b) Unhappy
c) Indifferent
d) Happy
e) Very happy

Q11. Do you ever miss out any quality time with your family or your friends because of
pressure of work?
a) Never
b) Rarely
c) Sometimes
d) Often

Q12. Does your company have a separate policy for work-life balance?
a) Yes
b) No
c) Not aware

Q13. If, yes what are the provisions under the policy?
a) Flexible starting time
b) Flexible ending time
c) Flexible hours in general
d) Holidays/ paid time-off
e) Job sharing
f) Career break/sabbaticals
g) Others, specify________

Q14. Do any of the following help you balance your work and family commitments?
a) Working from home
b) Technology like cell phones/laptops
c) Being able to bring Children to work on occasions
d) Support from colleagues at work
e) Support from family members
f) Others, specify___________
Q15. How do you rate the Flexible Working Hours provided by the company due to
current Work Life Management Policy?
a) Good
b) Average
c) Poor