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“STUDY OF WORK-LIFE BALANCE OF FACULTIES OF

ENGINEERING & MANAGEMENT INSTITUTES WITH SPECIAL

REFERENCE TO MUMBAI & PUNE REGION”

Dissertation Submitted to the D. Y. Patil University, Navi Mumbai

Department of Business Management

in partial fulfillment of the requirements for the award of the

Degree of

MASTER OF PHILOSOPHY

in

BUSINESS MANAGEMENT

Submitted by

Ms. SNEHA PARYANI

(Enrolment No: DYP-M.Phil-11003)

Research Guide

Prof. Dr. R. GOPAL

DIRECTOR DEAN & HEAD OF THE DEPARTMENT

D.Y. PATIL UNIVERSITY, NAVI MUMBAI

DEPARTMENT OF BUSINESS MANAGEMENT,

Sector 4, Plot No. 10, CBD Belapur, Navi Mumbai – 400 614

July, 2014

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“STUDY OF WORK-LIFE BALANCE OF

FACULTIES OF ENGINEERING &

MANAGEMENT INSTITUTES WITH

SPECIAL REFERENCE TO MUMBAI &

PUNE REGION”

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DECLARATION

I hereby declare that the thesis entitled “Study of Work-Life Balance of Faculties of

Engineering & Management Institutes with special reference to Mumbai and Pune

region” submitted for the Award of Master of Philosophy (M.Phil) in Business

Management at the D.Y. Patil University, Navi Mumbai, Department of Business

Management is my original work and the dissertation has not formed the basis for the

award of any degree, associate ship, fellowship or any other similar titles.

The material borrowed from other sources and incorporated in the thesis has been duly

acknowledged.

I understand that, I myself, could be held responsible and accountable for plagiarism, if

any, detected later on.

The research papers published based on the research conducted out of an in the course

of the study are also based on the study and not borrowed from other sources.

Date:

Signature of the Student

Enrolment No: DYP-M.Phil-11003

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CERTIFICATE

This is to certify that the thesis entitled “Work-Life Balance of Faculties of Engineering

& Management Institutes of Mumbai and Pune region” and submitted by Ms. Sneha

Paryani is a bonafide research work for the award of the Master of Philosophy in

Business Management at the D. Y. Patil University, Navi Mumbai, Department of

Business Management in partial fulfillment of the requirements for the award of the

Degree of Master of Philosophy in Business Management and that the thesis has not

formed the basis for the award previously of any degree, diploma, associate ship,

fellowship or any other similar title of any University or Institution.

Place:

Date:

Signature of the

Head of the department Signature of the Guide

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ACKNOWLEDGEMENT

I am indebted to the D.Y. Patil University, Navi Mumbai, Department of Business

Management, which has accepted me for M.Phil program and provided me with an excellent

opportunity to carry out the present research project.

First, a big thanks to Dr. Prof. R. Gopal, Director Dean & Head of Department, D.Y.

Patil University, Navi Mumbai, Department of Business Management, my guide and

supervisor, he has been very kind and warm as a person. My refreshing encounters and

experience with him is noteworthy. His wisdom, knowledge and commitment to the highest

standards inspired motivated and encouraged me to accomplish this study.

My parents for giving me education and supporting me in all my endeavours; also my

larger family for their encouragement and goodwill.

I, would like to remember and thank Keerthi Menon & Shilpa Chheda for all their

support and guidance throughout the course. They have been very cooperative and patient in

answering and solving all my questions.

I, remain grateful to all the Faculties of various Institutes from Engineering &

Management background of Mumbai & Pune region who spared their valuable time in filling

up the questionnaire.

Finally, I am sincerely obliged to all those who have helped me directly and indirectly

in the completion of this study.

Place:

Date:

(Sneha K. Paryani)

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This thesis is dedicated to my husband

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TABLE OF CONTENTS

Chapters Title Page No.

TITLE 2

DECLARATION 3

CERTIFICATE 4

ACKNOWLEDGEMENT 5

LIST OF TABLES 10

LIST OF FIGURES 12

LIST OF ABBREVATIONS 13

GLOSSARY OF TERMS 14

EXECUTIVE SUMMARY 17

1. INTRODUCTION 31-58

1.1 Definition of Work-Life Balance 34

1.2 Work-Life Balance Policies 37

1.3 Factors influencing Work-Life Balance 40

1.4 Work-Life Balance: An Imperative for Business 46

1.5 Gap between Work-Life Balance Policy & Practice 48

1.6 Antecedents of poor Work-Life Balance 50

1.7 Outcomes of Work-Life Imbalance 52

1.8 Conclusion 58

2. LITERATURE REVIEW 60-97

2.1 What is Work? 60

2.2 What is Life? 62

2.3 Work-Family Conflict 64

2.4 Work-Life Balance 65

2.5 Trends of Research on work-Life Balance 85

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2.6 Work-Life Balance Policies 86

2.7 Outcomes of Work-Family Balance 91

2.8 Work-Life Balance related measures 92

2.9 Research Gaps 97

3. OBJECTIVES & RESEARCH METHODOLOGY 99-105

3.1 Introduction 99

3.2 Problem Statement 99

3.3 Research Design 100

3.4 Objectives of Study 100

3.5 Hypothesis of Study 101

3.6 Methodology of Study 101

3.7 Research Instrument 103

3.8 Sampling 103

3.9 Limitations of Study 105

3.10 Analysis of Data 105

4. INDIAN EDUCATION SECTOR: AN

OVERVIEW

107-122

4.1 Introduction 107

4.2 Structure of Education in India 108

4.3 Snapshot of current Higher Education sector in India 110

4.4 Higher Education in India: Current state of Play 112

4.5 Recent trends in Higher Education sector in India 113

4.6 Engineering Education in India 114

4.7 Management Education in India 118

4.8 Conclusion 122

5. DATA ANALYSIS & FINDINGS 125-168

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5.1 Introduction 125

5.2 Analysis of Factors 125

5.3 Analysis of Variables 137

5.4 Testing of Hypothesis 149

5.5 Pearson‘s Correlation 160

5.6 Analysis of Variance (ANOVA) 163

5.7 Findings of Study 168

6. SUGGESTIONS & RECOMMENDATIONS 172

7. CONCLUSION 175

8. ANNEXURE

- References

- Questionnaire

177

185

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LIST OF TABLES

Sr. No. Title Page No.

1.1 Summary of WLB definitions 36

5.1 Distribution of Sample: City 126

5.2 Distribution of Sample: Educational Course 127

5.3 Distribution of Sample: Gender 128

5.4 Distribution of Sample: Age Group 129

5.5 Distribution of Sample: Marital Status 130

5.6 Distribution of Sample: Spouse Employment 131

5.7 Distribution of Sample: Income Group 132

5.8 Distribution of Sample: Working Days 133

5.9 Distribution of Sample: Working Hours 135

5.10 Distribution of Sample: Travelling Hours in Day 136

5.11 Distribution of Sample: Work-Life Balance 138

5.12 Descriptive Statistics: Work-Life Balance 138

5.13 Range of Work-Life Balance Level 139

5.14 Distribution of Sample: Work provisions offered by institutes 140

5.15 Indicating mean & standard deviation of Work Provisions 140

5.16 Range of Work Provisions provided 141

5.17 Distribution of Sample: Work Facilities offered by institutes 142

5.18 Indicating mean & standard deviation of Facilities Provision 142

5.19 Range of Work Facilities provided 143

5.20 Distribution of Sample: Factors hindering WLB 144

5.21 Indicating mean & standard deviation of factors hindering WLB 145

5.22 Range of factors hindering WLB 145

5.23 Distribution of Sample: Factors indicating Organizational Policies 146

5.24 Indicating mean & standard deviation of factors indicating

Organizational Policies

148

5.25 Range of factors indicating Organizational Policies 148

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5.26 Levels of Work-Life Balance: Educational Course 149

5.27 Chi-square Test: Educational Course 150

5.28 Indicating mean & std. Deviation for Educational Course 151

5.29 z-test: Educational Course 151

5.30 Levels of Work-Life Balance: City 152

5.31 Chi-square Test: City 153

5.32 Indicating mean & std. Deviation for City 154

5.33 z-test: City 154

5.34 Levels of Work-Life Balance: Gender 155

5.35 Chi-square Test: Gender 156

5.36 Levels of Work-Life Balance: Marital Status 157

5.37 Chi-square Test: Marital Status 158

5.38 z-test: Marital Status 159

5.39 Pearson‘s Correlation 160

5.40 ANOVA: WLB and City 163

5.41 ANOVA: Work Provisions and City 164

5.42 ANOVA: Facilities Provision and City 165

5.43 ANOVA: Hindrance to WLB and City 167

5.44 ANOVA: Organizational Policies and City 167

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LIST OF FIGURES

Sr. No. Title Page No.

3.1 Distribution of Sample 25

4.1 Structure of Indian Education System 113

5.1 Pie-Diagram: Sample Distribution-City 126

5.2 Pie-Diagram: Sample Distribution-Educational Course 127

5.3 Pie-Diagram: Sample Distribution-Gender 128

5.4 Pie-Diagram: Sample Distribution-Age Group 129

5.5 Pie-Diagram: Sample Distribution-Marital Status 130

5.6 Pie-Diagram: Sample Distribution-Spouse Employment 131

5.7 Pie-Diagram: Sample Distribution- Income Group 133

5.8 Pie-Diagram: Sample Distribution-Working Days 134

5.9 Pie-Diagram: Sample Distribution-Working Hours 135

5.10 Pie-Diagram: Sample Distribution-Travelling Time 137

5.11 Bar Diagram: WLB & Type of Course 150

5.12 Bar Diagram: WLB & City 153

5.13 Bar Diagram: WLB & Gender 156

5.14 Bar Diagram: WLB & Marital Status 158

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LIST OF ABBREVATIONS

AICTE: All India Council of Technical Education

BRICS: Brazil, Russia, India, China and South Africa

CapEx: Capital Expenditure

DGET: Directorate General of Employment & Training

DHE: Directorate of Higher Education

FDI: Foreign Direct Investment

GDP: Gross Domestic Product

GER: Gross Enrolment Ratio

ICAI: Institute of Chartered Accountants of India

IGNOU: Indira Gandhi National Global University

ITC: Industrial Training Centres

ITI: Industrial Training Institutes

MBA: Master of Business Administration

MCI: Medical Council of India

NAAC: National Assessment and Accreditation Council

NBA: National Board of Accreditation

UGC: University Grants Commission

WLB: Work Life Balance

WTO: World Trade Organization

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GLOSSARY OF TERMS

Annualised hours: An employee will have a defined number of hours per year.

Working time can be scheduled around a number of core days or hours that must be

worked. Working time can be adjusted to meet business demands

Banking of hours: This means time worked in addition to normal working time can

be banked and taken as leave at the end of a period, usually between 4 and 6 weeks.

There are usually limitations on how much time can be banked and when the leave

must be taken

Bereavement leave: Leave given on the death of an immediate family member

Career break: A period of leave agreed by both the employer and employee for a

specified period, generally unpaid

Career's leave: An employee is entitled to unpaid leave to personally care for a

person full-time. All entitlements are governed by the Carer's Leave Act (2001)

Compassionate leave: Leave given to an employee for personal reasons

Compressed hours: Standard amount of hours worked over fewer days

E-Working: Forms of flexible working that utilise technology and

telecommunications to conduct work outside the workplace

Flexitime: An employee's starting and finishing time are made flexible within certain

core hours

Force majeure: A legal entitlement to emergency leave to deal with urgent family

crises

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Job sharing: An arrangement which divides one full-time job between two workers

with the responsibilities and time divided between them

Job splitting: An arrangement similar to job sharing which divides specific tasks

between two workers, giving them separate responsibilities

Long-hours culture: Working longer than standard hours in order to progress or

impress in the workplace

Maternity leave: Statutory leave given at the time of childbirth to a mother

Paternity leave: Leave given at the discretion of the employer at the time of the birth

of their child

Parental leave: Statutory leave of 14 weeks for parents to look after a child under 8

years or up to 16 years in the case of children with disabilities

Part-time work: Where an employee works less than full-time working hours in

their organisation

Presenteeism: Refers to an employee being valued for time spent at work rather than

outputs whilst there

Sabbatical: Period of absence from employment which may or may not be paid,

usually calculated by length of service

Teleworking: Similar term to E Working - using technologies for flexible location

working

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Term time working: Employees work only during school terms in order to fit in

with childcare demands. Their pay can be given on a pro rata basis or spread out over

the yearly pay period

Work-life balance: A balance between work and domestic responsibilities

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EXECUTIVE SUMMARY

The pressure of increasingly demanding work culture in India is perhaps the biggest and

most pressing challenge to the mental health of employees. The effect of increased working

hours is having an important effect on the lifestyle of huge number of people, which

damages their mental well being. Stressful job conditions and work-life imbalance are

pieces of a more complex puzzle. While not definite, it can be suggested that employer

actions to address workload distribution could provide employees who experience work-life

conflict with a better balance. The need for employers to address work load and work

schedules is root cause of work life imbalances. The tangible benefits of providing

environment that supports work-life balance need to be more effectively and widely

communicated. According to a survey done by Human Solutions, workers who reported of

having a good balance between work and personal/family life experience less stress than

workers who lack this balance. The high incidence of job stress among knowledge workers

raises concerns about the sustainability and cost of the job and career pressures the

employees‘ face. Employees need to assess the business and personal risks of job stress,

focusing specifically on knowledge workers who put in excessive hours.

Work-life balance and stress go hand in hand. What seems to matter in this regard is the

importance workers place on balance between their lives and the effectiveness of work

place policies and practices in supporting them to achieve the goal. This research has

focused on the work life of both employers and employees‘ and has also suggested how

work life-balance has to be achieved. The employers needs to frame polices that would

minimize the work load of employee without affecting the productivity of the organization,

for achieving successful work-life balance.

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From the beginning, life on earth followed the natural laws, but human being always tried to

learn by experiments even though divine knowledge spotlights everything. The entire

creature on earth aligned with natural ways of living by instinct. So, people always faced

problems to manage their work and life balance, and always struggled to improve it. If they

try to set it on artificial criteria, as personal experiences developed, it is stated accordingly,

but on other hand it is defined, that this balance under natural ways, have to find it from

divine knowledge; where no change occurs with the passage of time. Work has to be

organized along life, as life is assumed about family activities, mystical developments,

pleasure and leisureliness, while work is supposed for a person‘s aspiration and professional

responsibilities. When people need to split their time in these two important and vital

elements of our living, they have to build a balance between them. Priorities should be set

according to age, family status, profession, living standard and ambition which make a

balance in life and work in comfortable manner. In fact a lifestyle of job oriented person is

different from a businessman and same chart of time management could not be made for

them.

Work life balance has always been a concern of those interested in the quality of working

life and its relation to broader quality of life. The concept of work life has been

abstracted from the job satisfaction level of an employee, which is an extrinsic factor of job

satisfaction. It aimed to provide quality of life for an employee at the same time retaining

the productivity levels of an employee at the workplace. The balance work life score

provides an organization with a productive and innovative employee, whereas disparity in

the work life balance tends to develop depressed and dissatisfied staff.

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Though work-life balance is a very broad subject which speaks about both career

development on one side and the family care on the other side, it is very necessary to know

how the people balance the professional demands and domestic compulsions.

Professional life means the aim to grow and earn respect in the organization and society at

large and Personal life means taking care of family, children, parents, health and spending

the leisure time effectively. With the development in educational, economical and social

standards, things have improved to a great extent and the role of faculty in balancing their

lifestyle is less taxing. Work – life balance for teaching professional has become one of the

greatest challenges in today‗s world. Teachers work load not only demand their time in the

institution but also extend to their home so as to get prepared for the following day, apart

from maintaining student records and attending to various institution related functional

requirements. Teachers need to spend extra hours every day to be effective and productive

in their profession so that they could reach higher levels and face the challenging

atmosphere. Moreover, teachers not only look forward towards teaching, but need to also

focus on soft skills and life skills so that they not only produce good professionals but also

develop good citizens.

Finding a suitable balance between work and daily living is a challenge that all workers

face. Families are particularly affected. Work is taking over the lives of many individuals in

today‘s fast-paced, global environment, and if they do not guard themselves against work–

life imbalance, there could be increasing work–family conflicts and stress resulting from

long hours and workload escalation. Vacations are getting shorter and are often clubbed

with work, or even worse, many do not have the time for a vacation. Quality family time is

getting invaded by the omnipresence of media and the internet.

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Many employees have ongoing, predictable demands on their time outside of work. These

demands may include dependent children, an ill family member, a long commute, a desire

for increased education, or a commitment to community or religious activities. To meet

these demands, and to get a paying job done, such individuals often need to work at a

different time or in a different place than the traditional ―9 am to 5 pm, five days/week, face

time at the workplace‖ rubric.

Employees care about work life balance more than money. The modern economy has

resulted in better opportunities, jobs and salaries. The flip side of the coin is that this has

also brought in extended working hours, leaving very little time for individuals to balance

their work. It is not surprising that Indians consider work life balance as their main concern

although job security remains central to all activities of life. Concerns such as health,

children's education and caring old parents, etc; also figures in the work life cycle to cope

with. The Indian concern of parents‘ welfare and happiness is a unique and typical mindset,

rarely seen in any other society the world over. But concerns differ across regions and even

individuals. The present paper has attempted to understand the research gap in balancing of

work life of working couples serving educational institutions. It is found that women

employees need to make more adjustments as compared to male counterpart and also

couples working in same organization have more balance in their work and life and also

support their children to have better work life balance.

Work is central to an individual‘s lives. It provides them with a sense of achievement,

recognition and above all a means of income to meet out their basic and material needs.

Balancing work and home life is a growing concern for both employers and employees.

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Work-life and personal life are two sides of the same coin. Striking a balance between work

and life is critical for an employee to achieve his personal and professional goals. At the

same time its impact is very significant for the organizations since the employee‘s attitude,

loyalty to the organization and productivity are directly dependent on how well one

balances one‘s time between two lives.

Global competition, growing consumerism, rapid advances in technology and changes in

family as an institution are together impinging and impacting the ‗time-money squeeze‘

between family caring responsibilities and demands of work.

As professionals, people strive for work-life balance, or perhaps more accurately, a sense of

mutual fulfillment or overall contentment. Here, they conceptualize balance as an alignment

between their use of time and their personal and professional goals and priorities. Formal

definitions of work-life balance vary but generally converge around the idea that this

balance is not about equivalent distribution of time between professional and personal

activities, but rather general satisfaction with one's life (Berry, 2010). Others have offered

the notion of work-life integration, since balance seems too simplistic and fails to reflect

increasingly blurry boundaries in the digital age (Ashkenas, 2012). Regardless of the term

used, achieving this elusive state of contentment—as opposed to guilt, resentment, or

regret—can be challenging because of its dynamic, highly personal nature. While academics

may have more flexible schedules than other professions, this positive aspect of their

positions can complicate efforts to achieve some resemblance of balance because of the

seemingly fluid (or absent) boundaries between work and home, particularly when one

adopts non-traditional schedules or telecommutes. Faculties commonly work long hours,

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including nights and weekends, and desire greater separation between their work and

personal lives (Kinman & Jones, 2008).

Although research on this topic is limited, work-life balance issues appear to be especially

salient for academicians, particularly those in tenure-track positions who feel pressured to

―publish or perish‖ (Allen, Taylor, & Bedeian, 2011). In school psychology, junior

faculties also juggle teaching, supervision, service, and practice responsibilities. These

pressures can be exacerbated when faculty struggles to find ways to rationalize and create

time away from professional activities because of the concern that they should work all the

time and always be doing more (Solomon, 2011). Not surprisingly, early career faculties are

especially at risk of burnout. Given these constraints, many scholars will find it beneficial to

engage in purposeful activities to foster well-being and satisfactory sense of balance in one's

professional and personal lives. Research suggests that the happiest faculties are those who

have a sense of control over their work and schedules, and support within their institutions

(Kinman & Jones, 2008).

Work/life balance is at best an elusive ideal and at worst a complete myth, with regards to

perception of today‘s faculties. But by making deliberate choices about which opportunities

they‘ll pursue and which they‘ll decline, rather than simply reacting to emergencies, leaders

can and do engage meaningfully with work, family, and community. They‘ve discovered

through hard experience that prospering in the senior ranks is a matter of carefully

combining work and home so as not to lose themselves, their loved ones, or their foothold

on success. Those who do this most effectively involve their families in work decisions and

activities. They also vigilantly manage their own human capital, endeavoring to give both

work and home their due—over a period of years, not weeks or days. Deliberate choices

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don‘t guarantee complete control. Life sometimes takes over, whether it‘s a parent‘s

dementia or a teenager‘s car accident. But many of the executives have studied—men and

women alike—have sustained their momentum during such challenges while staying

connected to their families.

Although ―work-life balance‖ is hardly a new concept, employees everywhere continue to

debate how best to achieve it. For millennial, a generation that‘s grown up with smart

phones and can work remotely even from vacation in the Hawaii, perhaps the better

question is whether work-life balance is even possible. In the debates around managing

personal and professional responsibilities, the only certainty is that no single technique

works for everyone. The key is finding out what‘s most important for an individual— in

their career as well as in their personal life — and making sure they prioritize it in their

daily schedule.

Research Gaps

After reviewing the literature, there appears to be a limited amount of research studies

available in regards to work-life balance of faculties associated with engineering and

management institutes in Mumbai & Pune region. Apart from this, various variables that

were still unexplored are: Level of stress among faculties of engineering and management

institutes, Work-Life Balance provisions and amenities provided by educational institutes,

Relationship between Job satisfaction and Work-Life Balance.

Purpose of the Study

Many studies have focused on faculties strains when it comes to the balance between paid

work and family responsibilities. Also, various studies have reported that Indian Education

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sector, especially undergraduates & post-graduates is not well established in introducing

WLB initiatives. The primary purpose of this study is to understand the WLB initiatives

taken by various educational institutions of Mumbai & Pune region for their Employees.

The secondary purpose is to analyze the impact of such initiatives on faculty‘s professional

& personal life.

Objectives of Study

The current research study is an attempt to understand the work life schedule of Faculties of

Engineering & Management institutes of Mumbai & Pune region. Also, the study will

highlight the relation between the level of stress and the demographics of an individual. The

present study is formulated with the following objectives:

i. To study work life schedule of faculties of engineering & management

institutions

ii. To study the level of stress among faculties of engineering & management

institutes

iii. To study the impact of demographic variables on work-life balance

iv. To study the existing Work-Life Balance policies in organizations

Hypothesis

To pursue the proposed study, the following hypothesis is framed and their validity tested

through research techniques:

H01= There is no association between Work-Life Balance and demographic

variables (City, Course, Gender, Marital Status)

H11= There is an association between Work-Life Balance and demographic

variables (City, Course, Gender, Marital Status)

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H02= There is no significant association between Work-Life Balance and

Employer‘s contribution to WLB

H12= There is a significant association between Work-Life Balance and Employer‘s

contribution to WLB

Sample Size

The sample related to the present study included the entire population of Faculties from

Management & Engineering institute all over India. But the potential respondents (element)

are selected from two cities of Maharashtra i.e. Mumbai and Pune. Judgmental Sampling is

used for this research and the sample included faculties from all genres like Lecturer, Asst.

Professors, Associate Professors, Professors, and Head of Departments. Sample size

selected for this study is 200 & following is the bifurcation for the same:

Methodology

Methodology relates to plan of study, which includes Data collection, types of

Questionnaire, Processing of data and finally interpretation of data. Basically, the data is

collected from Secondary as well as Primary Sources. Secondary data is collected from

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Internet, Books, Magazines, etc. Primary data is collected in the form of Survey‘s done

through questionnaires.

Findings of the Study

The association between the level of work-life balance of Engineering and Management

Faculties is significant. It was observed that Management faculties have good Work-Life

Balance, because the mean score of engineering faculties is 62.04 and Management is 69.20.

Also, comparing the locations of the respondents, it was found out that, there is significant

association between Work-Life Balance of Faculties belonging to Mumbai & Pune region.

The mean score of faculties of Mumbai city is 68.8 and Faculties of Pune city is 62.44, hence

faculties belonging to Mumbai city have good Work-Life Balance. The marital status of

respondents also has an impact on the level of Work-Life Balance. It was found out that,

there is significant association between Work-Life Balance and Marital status of respondents.

The mean score of married faculties is 61.16 and unmarried faculties are 71.06, hence

faculties who are unmarried are able to manage their personal & professional.

The study found out that, the coefficient of correlation between Work-Life Balance and Work

policies score is positive but not significant. Work policies include factors like: Flexible

start/end time, Flexible working hours, Paid time off, Career breaks & Sabbaticals. Therefore,

it is observed that there is an association between the organizational policies and Work-Life

Balance but, it is not significant. Telephone & Counseling Services, Health Programs,

Parenting & Family support programs, Recreation & Transportation are the various Work-

facilities provided by the institutions. Therefore, the study revealed that there is an

association between the facilities provision and Work-Life Balance to a certain level but, it is

not that significant.

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Various attributes like Negative attitude of management & colleagues, Technologies such as

Laptops/Cell phones & Travelling can create obstructions in maintaining Work-Life Balance.

It was found out that, there is an association between the Hindrances to Work-Life Balance

and Work-Life Balance to a certain level but, it is not that significant. The coefficient of

correlation between Work-Life Balance and Organizational Policies is positive and

significant. Organizational policies include factors like Work Practices, Work Environment,

Remuneration, Employee Morale, Fringe Benefits, Organization Structure, Job

responsibilities, Employee-Employer relations etc. Therefore, it was observed that there is a

significant association between Employer‘s Contribution and Work-Life Balance.

Recommendations/Suggestions

The study reveals that there is no consultation or dialogue between faculties and management

when it comes to provision of any family support programs across the institutes. Hence, it is

advised to the management that a coordinating committee with the representatives of

management and employees should be constituted which itself is a great initiative from

employee‘s point of view. The committee can give broad guidelines to the management in

creating a family friendly and work support environment in their respective departments

which can also become a platform for employees to voice their concerns about work-life

issues.

Institutions need to create counseling services in their respective organizations by appointing

full time counselors who can help employees in balancing their mental and physical rhythm

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Sabbaticals & Part-time work arrangements need to be promoted in institutes as Education is

gender unbiased sector. These work life initiatives also offer good opportunity for institutions

to manage their tight salary budgets in periods of tough competition and declining revenues.

Free health checkups, health insurance & exercise facilities are the initiative not only

expected by the employees but they are also the initiatives which will be the critical

influencing factors for employees in making choice of employment. These can be used not

only as work life initiatives but also as good retention tools in times when health care is very

expensive.

It is advised to employees that careful planning and personal effort is important for balance in

work and personal life. Employers can only facilitate work life balance with many schemes

that can attract employees and satisfy their needs but it is employees, who have to plan,

prioritize and schedule their work and life obligations.

Cost effective retention strategies like creating a retention culture in the organization,

ensuring freedom of expression to employees, creating friendly work environment and

instituting competitive reward schemes are a few strategies institutes can be experimented

with in talent retention.

Conclusion

The growing diversity of family structures represented in the workforce, including dual-

earner couples, single parents, blended families, employees with elder care responsibilities

and the increasing number or people choosing to live alone, has heightened the relevance of

balancing work and life roles for a substantial segment of employed men and women. These

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societal developments have greatly increased the complexities of the interface between work

and life roles especially in case of educational institutions.

Institutions should consider child supervision to be better regulated than employees do. At the

same time, employees‘ expectations of balance in this area are high. It should therefore be

pointed out to employers that more attention could be devoted to this area. Apart from this,

flexible working time is also an area which requires particular attention from management.

The incorporation of Work-Life Balance strategies into annual planning of educational

institutions can, in fact, have positive impact on employee‘s well-being.

Therefore, it is equally important for employees to express their expectations and needs, since

otherwise they cannot expect management or the institutions to resolve matters for them on

their own initiative.

Future Scope of Study

There is future scope for doing a research on wider basis i.e. for whole state of Maharashtra

or India or on international basis. Future research must focus on a wider sample in order to

get more generalized results. Moreover, it must be directed at understanding individual

differences so that employee specific initiatives to improve work life balance could be

initiated by organizations. The size of the sample used to determine the dimensions of the

scale is small. As a result, the stability of the results is uncertain.

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Chapter-I

INTRODUCTION

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Chapter-I

INTRODUCTION

In organizations and on the home front, the challenge of work/life balance is rising to the

top of many employers and employees consciousness. In today/s fast-paced society, human

resource professionals seek options to positively impact the bottom line of their companies,

improve employee morale, retain employees with valuable company knowledge, and keep

pace with workplace trends. In society filled with conflicting responsibilities and

commitments work/life balance has become a predominant issue in the workplace.

Today, in the fast running phase of life, people really find it difficult to manage a balance

between the pressures of work place and the duties of a home-maker, be it a male or female.

Their life hops at either end of a see-saw and often ends up in a juggling life. This

contemporary managerial issue has become a challenging factor of not only the young

corporate who had just started their family life but also the young and middle-aged parents

who needs to provide constant attention to their children who are fast-growing

students/young adults. Adapting to a strategy where an emotional intelligence becomes the

lead factor would help achieve equilibrium of Work-Life Management.

The term "work-life balance" was first coined over 20 years ago in reaction to the trend of

the 1970s and 1980s when men and women began prioritizing work and career goals over

family, friends, community affairs, and leisure activities. Today, there is an entire industry

dedicated to this field.

The term work-life balance is commonly used as a more comprehensive expression to

describe policies that have been previously termed 'family-friendly', but are now extended

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beyond the scope of the family. Work-life balance refers to the flexible working

arrangements that allow both parents and non-parents to avail of working arrangements that

provide a balance between work responsibilities and personal responsibilities. The term

‗work-life balance‘ was preferred due to the fact that it encompasses the experiences and

needs of parents and non-parents alike, and is a more progressive theoretical framework in

which to think about new ways of living and working that are satisfactory to all. In practice,

it involves ―adjusting work patterns so that everyone, regardless of age, race or gender can

find a rhythm that enables them more easily to combine work and their other responsibilities

and aspirations‖ (Pillinger 2001: 1).

Drew, Humphreys and Murphy point out ―that personal fulfillment was important inside

work and that satisfaction outside work may enhance employees' contribution to work‖

(2003:13). Thus, work-life balance is now the term of choice.

Work-life balance is an issue not just for individuals, but for employers, the market, the

state and society as a whole. The future workforce and consumer market is dependent on

women bearing, and parents raising children. The move from a single male breadwinner

family model to one where both parents participate in paid employment has made it

increasingly difficult to raise children while the workplace continues to be modeled on male

breadwinner workers.

―Work-family balance‖ evolved into ―work-life balance‖ partly in response to workers

without family responsibilities who felt that employees with children were getting benefits

that they were not. The term ―life‖ applies to any non-paid activities or commitments. While

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the term does not generally include ―unpaid work‖ when referring to work, it could be

extended to cover that.

Work-life balance issues appear to affect some groups of people more than others – those

working long hours, those whose work spills over into the home as a result of modern

technology, those in non-standard employment such as shift work, those on low incomes,

those trying to juggle parenting and paid work, and those with cultural obligations beyond

the family and paid work.

In very past years, organizations looked at ―work‖ and ―life‖ as independent domains.

Employees were expected to place the organizations‘ interests ahead of their own. In the

past, organizations reacted that, what happens to employees outside the office is their own

business; what they do in the office is their business.‖ With changing time, attitudes have

changed. Organizations and managers today have come to accept the impact that work-life

has on personal life and vice-versa. Recent years have seen a growing number of

organizations operate under the assumption that personal life and work life are

complementary to each other and not competing priorities. It helps employees balance their

work lives with their personal life and leads to positive outcomes for the employee and the

organization.

Therefore, a growing number of organizations have begun to adopt ―work-life (family)

programs‖ or ―family-friendly practices‖. Work-life balance is the term used to describe

those practices at work place that acknowledge and aim to support the needs of employees

in achieving a balance between the demands of their family life and work lives.

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Work Life Balance can be defined as the perfect integration between work and life both not

interfering with each other. In the current business world, people and organizations are

working round the clock to meet the ever-growing demands. A slight delay in meeting the

schedules or expectations is considered to be an organizational failure. To avoid delays and

failures, employees are working hard and giving their heart and soul to achieve work-life

balance which is creating an enormous pressure on them and hence they are forced to finish

their jobs irrespective of time limit. The most-often used phrase among the employees is

that they don‘t have time or they have a hectic schedule. A day of 24 hours is no longer

enough to perform work-related and personal-related duties or responsibilities. The problem

seems simple but difficult to solve and handle. Employees who have to play another role of

daughter/son/spouse/parents are not able to manage their roles. Observing the day-to-day

lives of many employees, two main issues to be addressed to achieve work-life balance are

time and stress. Managing these two variables is the secret of a perfect work-life balance.

The HR department of the organization should assist the employee to maintain a work-life

balance. The HR manager must carefully identify the issue and find a solution with the co-

operation of the employer. Organization must include providing work-life balance as an HR

policy.

1.1 Definition of Work-Life Balance

Work/life balance, in its broadest sense, is defined as a satisfactory level of involvement or

‗fit‘ between the multiple roles in a person‘s life. Although definitions and explanations

vary, work/life balance is generally associated with equilibrium, or maintaining an overall

sense of harmony in life. The study of work/life balance involves the examination of

people‘s ability to manage simultaneously the multi-faceted demands of life.

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Although work/life balance has traditionally been assumed to involve the devotion of equal

amounts of time to paid work and non-work roles, more recently the concept has been

recognized as more complex and has been developed to incorporate additional components.

1. Time balance, which concerns the amount of time given to work and non-work

roles.

2. Involvement balance, meaning the level of psychological involvement in, or

commitment to, work and non-work roles.

3. Satisfaction balance or the level of satisfaction with work and non-work roles.

This model of work/life balance, with time, involvement and satisfaction components,

enables a broader and more inclusive picture to emerge. For example, someone who works

two days a week and spends the rest of the week with his or her family may be unbalanced

in terms of time (i.e. equal measures of work and life), but may be equally committed to the

work and non-work roles (balanced involvement) and may also be highly satisfied with the

level of involvement in both work and family (balanced satisfaction). Someone who works

60 hours a week might be perceived as not having work/life balance in terms of time.

However, like the person who works only a few hours a week, this individual would also be

unbalanced in terms of time, but may be quite content with this greater involvement in paid

work (balanced satisfaction). Alternatively, someone who works 36 hours a week doesn‘t

enjoy his or her job and spends the rest of the time pursuing preferred outside activities may

be time-balanced but unbalanced in terms of involvement and satisfaction. Thus, achieving

balance needs to be considered from multiple perspectives.

The following is the summary of definitions on Work-Life balance given by various

authors:

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Table 1.1: Summary of WLB definitions

Year Authors Definition

1993 Kofodimos

Work-Life Balance is, ―a satisfying, healthy and

productive life that includes work, play and love...‖

(p xiii)

1996

Marcks &

MacDermid

Role balance is, ―the tendency to become fully

engaged in the performance of every role in one‘s

total role system, to approach every typical role

and role partner with an attitude of attentiveness

and care. Put differently, it is the practice of that

even-handed alertness known sometimes as

mindfulness.‖ (p.421)

2000 Kirschmeyer

Living a balanced life is, ―achieving satisfying

experiences in all life domains, and to do so

requires personal resources such as energy, time,

and committed to be well distributed across

domains.‖ (p.81)

2000 Clark

Work Life Balance is ―satisfaction and good

functioning at work and at home with minimum

role conflict.‖ (p.349)

2002 Rapaport et al

Propose ―Work-personal life integration‖ instead of

balance to encompass different parts of life and

their integration depends on one‘s priorities, which

not necessarily need to demand equal amount of

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personal resources.

2003

Greenhaus,

Collins &

Shaw

Work Life Balance: ―the extent to which an

individual is equally engaged in- an equally

satisfied with- his or her work role and family

role.‖ (p.513). Propose three components of work-

life balance: 1. Time Balance 2. Involvement

Balance 3. Satisfaction Balance

2003 Frone

―Low levels of conflict and high levels of inter-role

facilitation represent work-family balance.‖ (p.145)

2006

Greenhaus &

Allen

Define work-life balance: ―the effectiveness to

which an individual‘s effectiveness and satisfaction

in work and family roles are compatible with

individual‘s life-role priorities at a given point in

time.‖ (p.10)

2007

Grzywacz &

Carlson

―...as accomplishment of role related expectations

that is negotiated and shared between an individual

and his/her role partners in the work and family

domains.‖ (p.459)

1.2 Work-Life Balance Policies

Work – Life Balance is concept with several connotations and varied consequences within

and among stakeholders. Over the past two decades the phrase work – family and work –

life balance have received significant attention from employers, workers, politicians,

academics and the media. The concept, dubbed a ‗barbecue-stopper‘ by Australian Prime

Minister John Howard, has been described as the ―biggest policy they have‖. Concerns

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about work – life balance have become salient for a number of reasons. Demographic and

social changes have resulted in more women entering the workforce, working mothers

becoming the norm rather than the exception. Technological advancement (e.g., cell phones,

e-mail, fax) have made it easier for work demand to intrude into family and personal life.

Furthermore, the move towards global competition has increased pressure on organizations

and individual employees alike to be more flexible and responsive to change.

However, it is in the context of current skill shortages and the prospect of an ageing

workforce that it is now imperative for organizations to embrace work/life balance practices

to attract and retain talent, not only from traditional sources but also from untapped and

diverse social groups. These are social groups whose lifestyles can often demand greater

attention to work/life balance: working mothers, mature workers and some minority groups.

For future commercial sustainability, organizations need to ensure they not just encourage

but mandate a practical and workable work/life balance policy, benefiting and meeting the

needs of both the organization and its employees. And importantly, organizations not

providing real opportunity for employee work/life balance are opening themselves up to

increasing numbers of dissatisfied and unproductive employees and hence increased

attrition rates. Merely creating a work/life policy framework is not enough; fostering an

organizational culture that supports the use of available policies is also of great importance.

In the climate managing the boundary between home and work is becoming more

challenging. There is a need for employers and employees alike to find flexible and

innovative solutions that maximize productivity without damaging employees well – being,

their family relationships and other aspects of life. Furthermore, the provision of work – life

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balance policies is likely to play a role in recruiting and retaining good – quality employees

and maintaining a competitive edge in a demanding market place.

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

flexitime

term-time working

shift working

annualized hours

compressed hours

teleporting / e-working

home working

career breaks

study leave

zero hours contracts

V-Time

The general aim of such working time policies is to strike a balance between employment

and domestic commitments that is equitable and beneficial to both employer and employee.

The most successful of these policies are those that have been implemented after a

consultation process between employer and employee.

Some of the terms used in the literature on work-life balance are not commonly used or may

be unfamiliar, thus explanations and definitions are given below:

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WLB: Work-life Balance also referred to as family friendly work arrangements (FFWA),

and, in international literature, as alternative work arrangements (AWA).

V-Time: This is voluntary overtime to meet production needs; extra hours are 'banked' and

taken as time off or as extra pay. It differs from flexitime where starting and finishing times

are staggered, and can mean reduced or increased weekly working hours over a period of

time.

Zero hours contract: this is a flexible contract that does not specify the amount of time a

worker will spend per year on their employment, leaving it open to meet demand.

E-working: the term used to describe flexible working that can be done from any location

using technologies such as laptops, wireless internet connection and mobile phones.

Teleworking: This is where the location is flexible by using technologies to complete work

- this allows work to be done from home; also known as e-working.

Term-time working: This is when a parent is allowed to work only during school term

times, with all school holidays off. Payment can be calculated either by usual payment, with

no payment during holidays, or salaries can be spread out across the year.

[For a more comprehensive glossary of terms see Appendix 1.]

1.3 Factors influencing Work – Life Balance

In the global competitive world the term Work – Life Balance is gaining importance and it

is time for companies to start thinking strategically and come up with innovative solutions,

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which provides better balance between work and life for its employees. Some key factors

influencing work – life balance are listed below:

1. A Balance of Family, Life and Work

2. Work/Life Conflict

3. The End of the Zero-Sum Game

4. Must Success Cost So Much?

5. Management Women and the New Facts of Life

6. What Do Men Want?

7. The new psychological contract

1.3.1 A Balance of Family, Life and Work

In recent years, the term ‗work/life balance‘ has replaced what used to be known as

‗work/family balance‘. Although the concept of family has broadened to encompass

extended families, shared parenting and a wide range of social and support networks and

communities, the semantic shift from work/family to work/life arises from a recognition that

care of dependent children is by no means the only important non-work function. Other life

activities that need to be balanced with employment may include study, sport and exercise,

volunteer work, hobbies or care of the elderly. ‗Eldercare‘ in particular is becoming a

growing issue for employers. The timing of these care-giving responsibilities is important

because, generally, people are established in their careers before the issue arises. Hence,

eldercare has the potential to generate greater corporate interest and response than did

childcare

1.3.2 Work/Life Conflict

Work/life balance is out of picture when the pressures from one role make it difficult to

comply with the demands of the other. This is known as work/life conflict. This means that

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if the individuals do not feel they have a ‗good‘ mix and integration of work and non-work

roles, they may experience negative or conflicting outcomes. This implies a bi-directional

relationship where work can interfere with non-work responsibilities (work/life conflict) and

vice versa (life/work conflict). Employees who experience increased stress due to work/life

conflict are less productive, less committed to, and satisfied with, their organization and

more likely to be absent or leave the organization. Individuals experiencing interference

between work and personal lives are also significantly more likely to suffer from reduced

psychological they‘ll-being and physical health. In one study, people who experienced

life/work conflict they‘re nearly 30 times more likely to suffer from a mood disorder (e.g.

depression), 10 times more likely to have an anxiety disorder and 11 times more likely to

have a substance-dependence disorder (e.g., heavy drinking), 3 times more likely to suffer

from heart problems, infections, injuries, mental health problems, and back pain and 5 times

more likely to suffer from certain cancer (Social Development Canada 2004). On the other

hand, employees with lower levels of work/life conflict report higher job satisfaction

overall.

1.3.3 The End of the Zero-Sum Game

Most companies view work and personal life as competing priorities in a zero-sum game, in

which a gain in one area means a loss in the other. From this traditional perspective,

managers decide how their employees work and personal lives should intersect and often

view work-life programs as just so much social welfare. A new breed of managers,

however, is trying a new jack, one in which managers and employees collaborate to achieve

work and personal objectives to everyone‘s benefit.

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These managers are guided by three principles. The first is to clearly inform their employees

about business priorities and to encourage them to be just as clear about personal priorities.

The second is to recognize and support their employees as a whole people, not only

acknowledging but also celebrating their roles outside the office. The third is to continually

experiment with the way work gets done, looking for approaches that enhance the

organization‘s performance and allow employees to pursue personal goals.

By following the principle mentioned above managers operate under the assumption that

work and personal life are not competing priorities but complementary ones. In essence they

have adopted a win-win philosophy.

1.3.4 Must Success Cost So Much

Undeniably, many people who reach executive positions in organizations do so at the

expense of their personal lives. They spend long hours at difficult and tension jobs and

retreat to their homes not for comfort and substance but for a place to hide and vent feelings

left over a bad at the office. Yet other executives who endure the same long hours and

tension-filled jobs come home full of energy and excited by the day. What distinguishes the

two groups of people is the psychological differences aside, the executives who successfully

cross the line from job to private life are able to do three things better than the other

executives. They adapt well to change in jobs, they find the right jobs for them, and they

handle career disappointments well. The potential negative emotional spill over; and how

the organizations might obstacles to coordinating one‘s private and professional lives and

the important points of discussion.

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1.3.5 Management Women and the New Facts of Life

Women managers cost more to employ than men. Turnover is higher. So companies are

more likely to lose the money they invest in developing women managers. The disparity in

cost has two causes: maternity and tradition. Many women take maternity leave and some

find it difficult to return to work on schedule. But even an extended maternity leave is a

small portion of a whole career. The real cost differential – lost investment in women is a

result of the clash between male and female expectations.

Smart competitive, career-primary women are effective managers and serve as beacons for

the younger women companies need. Career-and-family women on the other hand are

willing to trade ambition for the flexibility to raise their families. This willingness to forgo

advancement but still give their best can greatly upgrade middle management.

Opportunity, flexibility and family support are the keys to retaining the best women and

eliminating the extra cost of employing them. Opportunity means judging and promoting

ambitious women on the same terms as men. Flexibility means allowing women to share

jobs, work part-time, work from home while there are young. Family support means

principally, child care.

1.3.6 What Do Men Want

While there has been a lot of talk regarding the ―mysterious‖ needs of women, there have

been fewer questions on what men wanted especially in the realm of work. After all, a

man‘s profession and ability to bring home a pay check have traditionally defined who that

man was. And given that most men grew up believing in the conventional symbols of

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manhood, status, there are still clear emotional and financial costs involved in making other

choices.

A new organization man has indeed emerged, one who wants to be an involved father with

no loss of income, prestige and corporate support and no diminished sense of manhood. But

since many companies still seem dedication to career the sole marker of professional

success, this new man may believe that he has to hide his participation at home. Instead of

taking advantage of his company‘s parental leave policies, for instance he‘s likely to use

sick days to watch over a new baby. If the organizations do not develop suitable policies

and strategies they also lose their best and brightest men if they don‘t address the needs of

the 1990s man.

1.3.7 The New Psychological Contract

A great deal has been written about the changing psychological contract between employees

and employers (Cavanaugh and Noe, 1999). The rise in global competition and advances

in information technology are considered to be two of the major forces behind the new

contract (Schalk and Rousseau, 2001) In order to determine what may have changed, it is

important to understand the basis for comparison. The old psychological contract was

characterized by the paternalism of employers towards their employees (Cavanaugh and

Noe, 1999). Under the traditional arrangement which is essentially non-existent today,

employers offered a lifetime career in a single organization in exchange for continued loyal

service (Hall and Mirvwas, 1996). Some have argued that the old contract was more

mythical than real. Today‘s psychological contract is characterized by recognition that the

employee and employer share responsibility for maintaining the relationship for as long as it

is mutually beneficial (Altman and Post, 1996; Sparrow, 2000).

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The new psychological contract has created a canvas of commitment, but the loyalty is still

possible under the new contract. This can be achieved through development opportunities

and flexibility in exchange for performance and adaptability and assume that individual

employees are to be completely responsible for their own career development. Employers

unwilling to bear any of the responsibility for employee‘s professional development are

likely to find themselves in violation of the psychological contract. Research shows that

high levels of violation of psychological contract have a number of potentially negative

repercussions, including increased likelihood of exit, neglect behaviors and decreased

demonstration of loyalty and organizational commitment.

1.4 Work-Life Balance: An Imperative for Business

1.4.1 Skill Shortages

In the past, the provision of flexible work options is often viewed by the organizations as an

optional ‗fringe benefit‘. However in the present demographic and economic climate,

policies and strategies promoting work/life have become crucial. Many developed countries

are facing serious shortages of skilled workers across industries. This is due to the ageing

workforce that will grow proportionally over the next 20 years. Research conducted by

Australian Government Productivity Commission (2005) shows one-quarter of Australians

will be aged 65 years or more by 2044–45, giving rise to economic and fiscal impacts that

pose significant challenges for organizations of all types and sizes. Drop in fertility levels in

women also contribute to this ‗structural ageing‘. In 1996, the total fertility rate fell below

replacement level (2.1 births per woman) and a record low of 1.3 births per woman occurred

in 2005. From an organizational perspective, the adoption of work/life balance practices can

help ease the problem of skill shortages by attracting and retaining previously ‗untapped‘

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pools of talent – including mothers returning to the labor market, mature workers and

certain minority groups – by creating work environments that would have been previously

untenable.

1.4.2 Expensive Empty Desks

Work/life balance policies and practices can improve the ‗employee experience‘ and hence

help organizations to retain their staff. Turnover is a major issue for many businesses

because of the costs of hiring and training new personnel, as well as the costs of not having

departed employees working toward organizational goals. The established link between the

provision of flexible work options and reduction in turnover means that work/life balance is

now a strategic human resource issue. Research suggests that where employee‘s preferences

for cultures and values are consistent with actual organizational cultures and values,

turnover is decreased. This is known as person/organization fit. However, when priorities

and goals are incompatible, employees are more likely to seek consistent cultures elsewhere

1.4.3 Why Work Here?

In addition to staff turnover issues, organizations genuinely promoting and supporting

work/life balance policies often receive community recognition as ‗good‘ corporate citizens,

or ‗employers of choice‘. Where skill shortages are evident or where skilled applicants have

a number of job offers, the willingness or otherwise of an organization to accommodate

employee‘s work/life balance may be a deciding factor in accepting a job offer. In this war

for talent it becomes very crucial for employers to come up with attractive work – life

policies and programs in order to hire and retain their best talent. Environments that support

employee‘s work/life balance have been found to improve organizational commitment,

higher job satisfaction, less absenteeism and less inclination to leave the organization

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directly affecting the bottom line – defined as a belief and acceptance of organizational

goals and values, a willingness to put forth efforts toward these goals and a desire to

maintain organizational membership.

1.5 The gap between Work – Life Balance Policy & Practice

Despite an apparently widespread commitment to the principles of work/life balance, the

reality for many employees is not always consistent with the rhetoric. Empirical studies

show that the mere availability of extensive and generous work/life policies does not

necessarily result in widespread utilization by employees or subsequent improvements in

work/life balance and reductions in work/life conflict. The low uptake in some

organizations appears to be related to different organizational environments, also known as

‗organizational work/life cultures‘, which affect the extent to which flexible work options

can be utilized and work/life balance achieved. Five distinct aspects of work/life culture

have been identified from previous studies, all of which should be considered by

organizations when attempting to improve employee‘s work/life balance-

1.5.1 Managerial Support

Managers play an important role in the success of work/life programs because they are in a

position to encourage or discourage employee‘s efforts to balance their work and family

lives, where superiors enthusiastically support the integration of paid work and other

responsibilities, employees will be more likely to take up available work/life programs. It

has also been found that even in ‗family-friendly‘ organizations managers discourage

employees using available benefits and programs contributing to increased work/family

conflict and vice-versa. Hence managers play a vital role in employee‘s decisions to use

available benefits and programs.

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1.5.2 Career Consequences

Another strongly associated factor with the under-utilization of work/life policies is the

perception of negative career consequences. There is a negative perception that employees

who use family-friendly policies are seen as less committed to work and the organization,

overlooked for training, promotions, fringe benefits etc. This shows why family-friendly

policies tend to be underused. Importantly, participation by managers themselves in

work/family programs challenges the perception of work/life policy utilization and career

progression as being mutually exclusive paths within the organization.

1.5.3 Time Expectations

The third factor that influences the use of work/life policies is organizational time

expectations the number of hours employees are expected to work. A supportive work/life

culture in terms of organizational time expectations has been found to reduce work/family

conflict, improve job satisfaction and increase productivity. There is a false impression that,

if an individual wants to succeed, one has to be at work, one has to be there for long hours,

and one has to continuously commit to work as a top priority. Working long hours though,

hinders the ability of employees to meet conflicting responsibilities and subsequently forces

some employees to choose between achieving balanced roles and progressing in their

careers. However, a move from the traditional notion of long hours at the workplace as the

primary measure of productivity to performance-based assessment requires a significant

paradigm shift for some organizations. The shift to evaluating performance on the basis of

outputs rather than time spent physically at the workplace is however an essential part of

developing a culture that supports work/life balance.

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1.6 Antecedents of poor Work-Life outcomes

1.6.1 Multiple roles

It is generally agreed that work-life balance has become more difficult. Within the past

decade or so, the global workplace has seen increased numbers of working women, dual-

career and single parent families, and increased numbers of employees with eldercare

responsibilities; a decrease in job security; and a blurring of work-family boundaries due to

technological change (Brown, 2004; Duxbury & Higgins, 2001). Indeed, people hold

various roles in their life, such as, for example, the role of a student, worker, parent, or

citizen. Each of these roles includes a line of expected behaviors. When formalized, these

expected behaviors become norms. Roles can be defined as the sum of behaviors, rights,

and obligations that one has to display in a given social situation (Sverko, et.al. 2007). In

cases when the role expectations of these two domains they‘re not compatible, most

research has shown that two separate types of conflict can arise (Frone et .al 1992): conflict

due to the disrupting interference of work to family life (work-to-family conflict) and

conflict due to the disrupting interference of family to work life (family-to-work conflict).

Individuals generally tend to fulfil expectations and satisfy norms, and therefore play roles.

In some stages of life individuals play multiple roles at once, but all these roles are not

equally important to them.

Usually two or three roles are the most prominent (salient), while others are peripheral.

Salient roles represent the essence of a person; they are the basis of personal identity and are

essential for life satisfaction (Super, et .al. 1996). When they are held simultaneously,

different roles interact and affect each other. Roles can support or complement each other,

but can also be in mutual conflict and become a source of stress when the role demands are

not compatible, or when they exceed the capabilities of an individual.

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1.6.2 Family-supportive culture

It has been argued that managers play an important role in the success of WLBPs because

they make implicit or explicit choices regarding the adoption of workplace practices and are

therefore, in a position to actively encourage or discourage employees' efforts to balance

their work and family lives (Thompson et al., 1999). When supervisors are supportive,

employees are likely to take up available WLBPs. The fear of negative career consequences

also discourages employees to utilize WLBPs such as working flexitime. Co-workers

perceive employees who utilize WLBPs to be less committed and that significantly

influence subsequent reward allocation, advancement opportunities and salary increases

(Allen, 2001).

For example, an employee might hesitate to use the full period of maternity leave due to

concerns of not being promoted. Such perceptions suggest compelling reasons why WLBPs

tend to be underutilized by employees. Another construct that is reported to influence the

utilization of WLBPs is, the 'time demands' or norms concerning the number of hours,

which employees are supposed to devote to work or work- related activities (Thompson et

al., 1999) and because of the strong norms of 'face time' and workaholic hours (Blair-Loy

& Wharton, 2002).

1.6.3 Congruence between individual needs and organization’s solutions

Sometimes such programs may look impressive but in reality they might not be of any help

to employees who do not see any value in them. For example, hardly efforts are taken to

understand the needs of employees and design the programs accordingly. Personal values

may discourage employees from using WLBPs. An ambitious employee may decide to

concentrate on his/her career waiving the advantages of these programs (Glass & Finley,

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2002). Incongruence between individual work and family values and organizational

responsiveness towards work-family issues is certainly a challenge to effectiveness of

WLBPs.

1.6.4 Work-family climate

The construct of work-family climate, or how supportive an organizational workgroup is of

the integration of its employees' work and family lives, has been referred to as culture

(Thompson, Beauvawas, & Lyness, 1999; Warren & Johnson, 1995), organizational

perceptions (Allen, 2001; John, Thompson, & Kopelman, 2003), and climate (Adams,

Woolf, Castro, & Adler, 2005; Anderson, Morgan, & Wilson, 2002; Hannigan, 2004).

The climate of an organization focuses on each individual's perception they have of the

work environment, and depending on their perceptions, this may influence (either improve

or worsen) the outcomes of performance in the workplace (Bochner, 2003). There is

increasing evidence that the ways employees perceive their work environment may

influence their behavior in ways that support the objectives and the goals of the organization

(Rósete, 2006). A supportive work-family climate is one in which organizations understand

and support that a person's family is their first priority, even above the employee's work and

the organization. Another dimension of the unsupportive work-family culture/climate in

Thompson et al.'s definition is the perceived negative career consequences, implying that

workers are indirectly penalized for utilizing work-life benefits.

1.7 Outcomes of Work-Life Imbalance

Literature suggests that the absence of work-family balance, typically defined in terms of

elevated work-family conflict has been shown to affect important organizational outcomes,

such as job satisfaction (Netemeyer et al., 1996), organizational commitment (Wiley,

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1987), employee turnover (Netemeyer et al., 1996), absenteeism and tardiness (Goff,

Mount, & Jamwason, 1990; Hammer, Bauer, & Grandey, 2003; Thomas & Ganster,

1995), and job performance (Aryee, 1992; Frone, Yardley, & Markel, 1997; Kossek,

Colquitt, & Noe, 2001; Wayne, Muswasca, & Fleeson, 2004).

1.7.1 Work life policies and job commitment

Friendly work life policies are required to reduce negative impacts of work life conflict

which is defined by (Greenhaus and Beutell, 1985) as an incompatibility between

responsibilities from the work and family. Recently many researchers have attempted to

highlight significance of work life policies. Family-friendly policies should cater for the

specific 'family' circumstances of all employees (Lilley, 2004). In developed and developing

countries, raising proportions of dual earner families, increased female labor force

participation and the growing number of aged dependents means that a higher proportion of

employees have family responsibilities (Hall & Liddicoat 2005). Despite experiencing

work-life conflict, employees may maintain relatively high levels of organizational

commitment provided that they perceive the procedures used to plan and implement

organizational decisions are fair (Siegel et al, 2005). Spending more time at work can be an

outcome of employee commitment as (Lee & Hui, 1999) argues, "work interference with

family may be an indicator of how much devotion one has for work." Some researchers

consider organizational policies a source of work life conflicts (Meyer, Stanley,

Herscovitch & Topolnytsky, 2002) argue that it is possible that having a sense of being

"trapped" in an organization is both stressful for employees and a source of conflict in the

home. (Roehling, Roehling & Moen, 2001) suggests "flexible-time benefits are associated

with increased loyalty for men and women at all life stages. Dockel (2003), in his study on

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high technology employees, found that "work life policies have a strong and significant

relationship with organizational commitment".

1.7.2 Work life balance and performance

Most of the research conducted in different countries shows that there is a negative

relationship between personal life and employee performance. For instance Frone et al.

(1997) examined the impact of work-life conflict on performance and reported a momentous

relationship, he used a self reported scale to measure job performance. Aryee (1992)

reported that performance is related to job-parent conflict but not to job-spouse conflict in

his study. Blackhurst, Brandt & Kalinowski (1998) have found that organizational

commitment is negatively related to family life of the persons which leads to low

performance and hence high work-life conflict. Jackson and Schüler (1985) and Aven

(1988) wrote that the job affects personal life of employees and vice versa. It is said that in

terms of commitment that work-life conflict affects it and ultimately the performance of

employee is reduced. The same was investigated by Allen and Meyer (1990). Work to

family conflict has negative impact on performance of people according to Lee and Hui

(1999), when work affects the family the performance decreases but it is a good indicator of

measuring dedication one has for his job. Work-family conflict is drastically associated with

organizational commitment, and if an employee loses commitment then ultimately the

performance is reduced as per Ali and Baloch (1999). Netemeyer, Maxham and Pullig

(2005), in their study on customer service employees, customers and supervisors, found

direct and indirect effects between work-family conflict and employee performance where

the performances are rated by supervisor.. Brandt, Krawczyk and Kalinowski (2008)

found that there exists a conflict between life and job performance of employees.

Relationship between work-family conflict and performance ratings given to men and

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women have also been studied by Butler and Skattebo (2004). The overall performance is

found for men who experienced work-family conflict than men who did not, but no

difference in overall performance ratings were given to women who experienced the work-

life conflict and women who did not. Work-family conflict and job performance is tested by

inadequate number of empirical studies, and many studies out of them have produced

conflicting results concerning to the relationship between the two constructs i.e. work-life

conflict and employee job performance (Allen et al, 2000). Since there are number of

studies that tend to support the negative relationship between work-family conflict and job

performance.

1.7.3 Work life balance and employee's turnover

Turnover intent is the cognitive process of thinking, planning, and desiring to leave a job

(Mobley et. al, 1979). According to Mobley (1982); Steers and Mowday (1982); Black

and Stevens (1989) intention to stay is significantly negatively correlated with turnover.

Mitchell, et al., (2000) pointed that it is easier to measure turnover intent than voluntary

turnover as administrative records may be unavailable, incomplete, or inaccurate. In their

analysis of occupational turnover, Dalessio, Silverman, and Schuck (1986) stated: more

attention should be given to the direct and indirect influences of variables on intention to

quit as opposed to the actual act of turnover. From the employer" s standpoint, intention to

quit may be a more important variable then the actual act of turnover. If the precursors to

intention to quit are better understood, the employer could possibly institute changes to

affect this intention. However, once an employee has quit, there is little the employer can do

except assume the expense of hiring and training another employee. Work-life balance has

been described as the self-perceived, satisfactory integration of personal time, family care,

and work with a minimum of role conflict (Clark, 2000; Ungerson & Yeandle, 2005). An

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added source of stress in an employee‘s life is the phenomenon of work-family conflict

(Greenhaus & Parasuraman, 1999). In the contemporary world, more families (with or

without children) are required to earn a dual income in order to meet their financial

commitments, so that both partners are breadwinners (Skinner & Peacock, 2008). In order

to balance work and family commitments, an increasing number of contemporary women

and men are finding themselves involved in work and family arrangements that they‘re

largely unknown to their parents" generation (Barnett & Rivers, 1996; Hoshschild,

1997).This could also be the leading factor in creating work-family conflict.

1.7.4 Work life balance and job stress & burnout

According to the Employee Assistance Professionals Association in Arlington, Virginia. 75-

90 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. 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" (Paul, 1963). It is clear that

problems caused by stress have become a major concern to both employers and employees.

Symptoms of stress are manifested both physiologically and psychologically. Persistent

stress can result in cardiovascular diseases, sexual health problems, a weaker immune

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

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

also perpetuate or lead to binge eating, smoking, and alcohol consumption. According to

James Campbell Quick, a professor of organizational behavior at the University of Texas-

Arlington, "The average tenure of presidents at land-grant universities in the past ten years

has dropped from approximately seven to three-and-a-half years" (Bostheyll, 2007). The

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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 (Barker, 1993). This

increase in work hours over the past two decades means that less time is spent with family,

friends, and community as well as pursuing activities that one enjoys and taking the time to

grow personally and spiritually. Some individuals are "burning out" (Maslach & Leiter,

2003). Burnout has been described as "a state of physical, mental and emotional exhaustion

resulting from chronic, relentless stress" (Luban). Burnout symptoms include a general lack

of enthusiasm, dissatisfaction, emotional exhaustion, inability to concentrate, and apathy.

Burned-out individuals may feel as if they are working hard but accomplishing little. They

may be more quick-tempered than usual and find that they have lost their sense of humor

and ability to have fun.

1.7.5 Work life balance and social and economic costs (Peacock, 2007)

The 2002 OECD report which focused on work-family reconciliation in Australia, Denmark

and the Netherlands noted that a good work-family balance results in families better able to

stand the stresses of modern life, better child development outcomes, less public

expenditure and higher fertility (or at least enabling families to have their desired number of

children) (OECD 2002). International studies show that poor work-life outcomes are

associated with significant health costs that occur across the labor market. In 2001,

Canadian researchers estimated that the health costs in Canada of high work-life conflict,

attributable to high role overload alone, amounted to over C$6 billion. A further cost of C$5

billion could be traced to high care-giver strain, $C2.8 billion to high work-family spill over

and $C5 billion to family-work spill over (Duxbury & Higgins 2004). Recent research

using data from the Canadian National Longitudinal Survey of Children and Youth, found

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that children whose parents work non-standard hours (evenings, nights or on weekends) are

significantly more likely to have emotional and behavioral problems compared to children

of parents working standard weekday schedules (Strazdins et al. 2004). Data from the same

survey also indicated that dual-earner parents working non-standard work hours they‘re

more likely to report depressive symptoms, worse family functioning and less effective

parenting (Strazdins et al. 2006). US research using the National Survey of Families and

Households has found that non-standard work schedules put workers at significantly

increased rise of marital breakdown (Presser 2000). Presser concludes of her US studies

that while there are sometimes positive effects that arise from working non-standard

schedules, negative effects - especially upon marital quality and instability - are generally

stronger (Presser 2003). These especially affect the households and workers, given that

they are more likely to work non-standard hours. Systematic reviews and meta-analyses of

research studies have also supported this link between negative spill over between work and

life and a range of negative consequences for individuals, employers, and the wider

community.

1.8 Conclusion

The organizational consequences of work-life balance satisfaction have become an

important issue for every organization. The employees feel happy to work in the working

environment that helps them to balance between the needs of their own life and the needs at

the workplace. The literature indicates that work-life balance is correlated positively with

job satisfaction, performance, good health and organizational commitment. Therefore, it

shows that work-life balance has important impact on employee attitudes.

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Chapter-II

LITERATURE

REVIEW

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Chapter-II

LITERATURE REVIEW

As there is relatively few published literature (studies) available on Work-life balance of

faculties for engineering & management institutes, so, researcher has included studies of

other nations and other occupations that are relevant to their research.

This chapter is a documentation of the review of literature that has been carried out. It

contains empirical data that has relevance and significance to the present study. The review

contains studies on work – life balance.

2.1 What is Work?

The definition of work can be as narrow as paid employment or as broad as an activity that

involves effort. Porter (2004) suggests that ―the meaning of work has varied across time

and culture- a curse, a calling, a social obligation, a natural activity, a means to a better life

or simply what they do because they have to.‖ (Porter, 2004 p.425). The variety of

meanings expressed demonstrates how individual the concept of work is, and that it is

strongly influenced by the experiences of those defining it. The definition can be broad and

inclusive as it recognizes the wide variety of work situations that may be encountered.

In particular, (Lewis 2003) suggest that ―work is often defined in terms of obligated time,

whether paid or unpaid.‖ (p.344). This definition incorporates the multiplicity of activities

that people may consider are work related. It includes the time one spends going out to paid

employment, participating in volunteer activities, to the time spent to performing household

duties or obtaining education. Although it is clear there are many activities that can be

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classified as work which do not involve an individual being paid, for the purpose of this

research, work will be understood to paid work, as that provides a certain amount of clarity

when distinguishing ‗life‘ activities. The benefit of using this narrow definition of work is

that it will ensure subjects interviewed in this study will be able to clearly differentiate work

and life issues.

Individual perceptions about work will ultimately influence whether it is viewed from a

positive or negative perspective and whether this view will lead to positive or negative

outcomes for the organization (Douglas and Morris, 2006). There tends to be an

underlying assumptions expressed in some of the literature that work is something the

individual is compelled to undertake in order to earn an income, and that it is more or less

an intrusion into the activities in which he/she would much prefer to participate (Eikhof, et

al., 2007). It is this type of perception that leads to a negative view of what work means in

people‘s lives and can also lead to feelings of dissatisfaction and frustration which in turn

lead to a loss of productivity. Issues such as organizational design and work intensification

(Savery and Luks, 2000) can also put more pressure and stress on employees.

On the other hand there is a research that shows that work is a very positive activity in the

lives of many individuals. According to Eikhof et al. (2007), rather than being an intrusion,

work can be a source of self fulfillment and satisfaction. People are able to come to work

when there is a sense of purpose and clarity about what they are aiming to achieve; there is a

structure around what they are doing, and there are often clearly defined goals against which

they can measure their performance and therefore be clear about what they have achieved.

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One study conducted in the United Kingdom revealed that over 60 percent of men and

women are actually satisfied with their work situations and about 2.4 million workers prefer

work to home (Wasles, 2004 in Eikhof et al., 2007) indicating that work can provide a

sense of purpose and happiness in people‘s lives. Furthermore it could be suggested that the

enjoyment of work has very positive outcomes, as more motivated employees are less likely

to suffer from stress induced conditions leading to potentially leading to problems like

absenteeism (Burke, 2000). This attitude will affect the way the people view the amount of

time spent on work as opposed to the time they had available for what could be considered

‗life activities‘.

2.2 What is Life?

The technological revolution is supposed to bring an increased time for leisure (Lewis,

2003) and provide opportunities for individuals to pursue activities that gave them variety in

their lives. In fact, people are working longer hours than pre-industrial revolution workers.

(Evans, 2000)

Throughout history there have been changes in the way individuals allocate their time,

because the days were defined in terms of required activities. Typically from the 1950‘s

until the advent of more accommodating technology, workers would travel to the actual

place of employment, carry out their work requirements, and at end of day return to their

place of residence and undertake other duties or activities. (Connell, 2005). This might have

involved playing a sport, engaging in study, or having dinner with the family or even

extended family.

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The weekend is a time when, unless employment required shift work, the individual

participated in what would be seen as leisure activities or family time (Totheyrs et al,

2006). There is a clear distinction between ‗work‘ and ‗life‘.

With the introduction of technology and labor saving devices it has become more difficult to

distinguish between the two concepts (Lewis et al., 2003). The options these technological

devices provide have made it more of a challenge to determine how they define a leisure

activity. For the purpose of this research leisure can be considered from two different

perspectives. Firstly, there is an unallocated time they have for the activities they freely

choose to do, and then there is a time they spend doing the activities they associate with

enjoyment (Lewis, 2003). Thus, in terms of this definition, the life component of work-life

balance is ‗what they do when they are not committed to work schedule and when they

freely choose to participate in those activities.‘

For some the plethora of choices employees spend their time when they are not working,

include looking after family, enjoying a hobby, pursuing the many options for ongoing

education or seeking out opportunities to travel. The choices are also expanded due to the

vast number of entertainment options, surfing the readily available information on the

internet and communicating using the many new and instantaneous methods available

leading people to seek out the time to spend on these activities. Thus, individual need to

take the opportunity to make choices about how they allocate the time available to

maximize satisfaction from ‗life‘. This broad and inclusive view of leisure serves to provide

a distinction from the work definition minimizing ambiguity in the research.

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2.3 Work-Family Conflict

Bloom and Van Reenen (2006) found that work family conflict can also have negative

impact on the organization, both financial and non-financial-issue. Based on a study of 732

manufacturing firms in US, France, Germany and the UK. Organizations which offer better

work life balance practices enjoyed higher productivity. As far as non-financial aspects of

organizational performance is concerned, research shows that firms that adopt more better

work life balance policies can improve the level of job satisfaction and increase

organizational commitment among their employees.

Burke & Greenglass, 1987; Evans & Bartolome, 1984; Lambert, 1990; Payton,

Miyazaki & Brayfield, 1976; Repetti, 1987; Staines, 1980; Zeddeck, 1992 there are

number of mechanisms linking work & family: spill over, compensation, segmentation,

resource drain, congruence, and work-family conflict

Greehaus & Beutell (1985, p.77) Work family conflict, ―is a form of interrole conflict in

which the role pressures from work and family domains are mutually incompatible in some

respect.‖

The concepts ‗Work-life balance‘ and ‗Work-life conflict‘ have received much attention in

academic literature (Hayman, 2005; Moore, 2007; Peacock, 2005). The terms work-life

balance and work-family balance are often used interchangeably, but generally are applied

to the same concept (Hill, Hawkins, Ferris, & Theyitzman, 2001; Quick, Henley, &

Quick, 2004; Reiter, 2007).

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Often work-life balance is defined as the absence of conflict between work and family or

personal roles (e.g. Frone, 2003; Quick, et al., 2004). Balance and conflict are separate

constructs which coexists, whereby an individual can experience high levels of both

concurrently (Balmforth & Gardner, 2006; Hanson, Hammer, & Colton, 2006; Wayne,

Muswasca, & Fleeson, 2004). Work-life balance is the degree to which an individual can

simultaneously balance the emotional, behavioral and time demands of both paid work,

family and personal duties (Hill, et al., 2001). In contrast, work-life conflict occurs when

involvement in one domain, for example work or personal life interferes with involvement

in the other domain (Hanson, et al., 2006).

Work-Life Spillover theory states that a person‘s attitudes, emotions, skills and behaviors

produced in one domain (either work or personal life) flow into the other (Balmforth &

Gardner, 2006; Frone, 2003; Zedeck, 1992). Spillover can have positive or negative

effects, and can occur in both directions work to personal life and personal life-to-work

(Balmforth & Gardner, 2006; Hanson, et al., 2006; Hill, et al., 2001).

2.4 Work-Life Balance

Work-life balance is a concept that deals with the ability of individuals, irrespective of the

age or their gender, to get ‗into a flow‘ that allows them to combine the demands of work

and other non-work responsibilities and/or activities (Hughes and Bonzionelos, 2007).

2.4.1 Emerging concept

Much research has been conducted about work-life or work-family balance as it has become

an increasingly important issue for both individuals and organizations (Ezzedeen, 2004;

Ahmad, 2003; Noor, 2004). There are three significant approaches to the way this concept

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has been researched. Firstly, there is the company focused approach to work-life balance

(Rayman, Baylin, Dickert and Carre, 1999; Dex and Scheible, 2001). This involves

work being central to what one does in life, and therefore how a company can make it easier

for individuals to ensure the work is done. Secondly, there is the more family centric theme

(Lewis et al., 2003; Keene and Quadango, 2004) which focuses on the provision of

policies that allow individuals to incorporate the needs of their families while achieving the

necessary work requirements. Although this research seems to be more ‗family‘ or ‗life‘

focused, the main aim seems to remain work-centric. The third theme is more about a

quality of life approach (Shelton,2006, Walker et al.,2008; Loscocco and Smith-Hunter,

2004) and involves discussion about making life choices such as downshifting (decreasing

work commitments and simplifying lifestyle), or incorporating other activities such as

community work, to regain balance.

The challenge of work-life balance has been a phenomenon for many years (Spinks, 2004).

Stemming from the time when women entered the workforce in large numbers during

World War II, it is essential for these women to manage both the role of employee and

homemaker whilst the men they‘re away fighting (Roberts, 2007). Although this is

recognized as issue for these employees it is not considered significant enough to warrant

any attempt to rectify it. There is some investigation in the following decade into shift work

and challenging work hours not specifically work-life balance (Roberts, 2007).

During this time there is a clear definition of the roles men and women played in society

and how they spent their time (Totheyrs et al., 2006). Women are responsible for the home

and men are responsible for earning the family income. This distinction allowed people to

allocate their priorities clearly as there they‘re no competing demands from the boss and the

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family. As time progressed and roles started to become less distinct, individuals started to

take on different levels of responsibility in both work and family domains, thus creating a

tension between competing demands (Connell, 2005).

The Baby Boomers started entering the workforce in the 1960s and increased the numbers

in the labor market significantly. Known as the ‗world‘s largest cohort‘ (Theysterman and

Yamamura, 2007p. 152) due to their numbers, they made an impact on businesses, society

and the economy. They also had to compete for jobs and they‘re willing to put in significant

hours as employer‘s recognized this willingness. Furthermore, they liked to consume and

required a good income to maintain their level of consumption thus working long hours and

sacrificing leisure time (Roberts, 2007; Walker and Webster, 2007). New trends in work

organization included increased participation by women in the workforce, skills shortages,

intensified workloads and down-sizing (Lewis, 2001).

2.4.2 Company focused approach

These changes in society impacted on business and work organization and hence work-life

balance has become a matter of organizational concern over the last few decades. The main

impetus for the focus on this issue is the need for recruitment and retention of employees

(Lewis, 2003; Wise and Bond, 2003). Organizations faced unacceptable levels of staff

turnover as employees found it difficult to manage the demands of work and family

resulting from the changing attitudes to work and life (Hill, Hawkins, Ferrwas and

Theyitzman, 2001). The main emphasis of the work-life balance interest in the early stages

of policy development is the company focused approach. This ―business case‖ (Tomlinson,

2004 p. 413) requirement of work-life balance for an organization (for example attracting

and retaining staff), created a need within organizations to accommodate the employees‘

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needs, however the focus is on improved company performance (Sheridan and Conway,

2001).

Research has shown some workers are increasing their hours significantly. This can be to

the detrimental to themselves and the organization (Savery and Luks, 2000) as productivity

can be adversely affected due to stress induced illness and such factors as absenteeism,

tardiness and accidents in the workplace (Posing and Kicked, 2004). The extreme of

overworking has been identified in Japan where the term ‗Karachi‘ has been created to

describe a person who dies of overwork (Savery and Luks, 2000 p.307). People who have

fallen to this condition they‘re working an average of 3,000-3,500 hours per year. Official

estimates cite as many as 10,000 people may succumb to ‗Karachi‘ each year (Do Rosario,

1991). Research conducted in different geographies, shows results are similar in Europe,

Canada and Australia (ABS, 2006; Totheyrs et al., 2006).

Research has suggested that employees in the UK have the longest working hours in Europe

but have the lowest productivity (Hughes, 2007). Other research (Roberts, 2007) shows

that the UK and Europe over the last 30 years have not significantly increased the actual

hours worked, but, due to work intensification, employees have a sense of being put under

enormous time pressure with UK employees exhibiting higher stress levels than those on the

Continent (Hughes, 2007). It may be that employees tend to perceive hours are increased

due to the fact that they no longer take lunch or tea breaks; rather they sit at their desks and

work through (Roberts, 2007). An alternative view is that working hours have increased for

certain workers but not for others (Totheyrs et al., 2006).

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It has been proposed that some workers have more hours than they want whereas others

might be underemployed (Lambert and Hayley-Lock, 2004). There has been a growth of

part-time and casual work (Sheridan and Conway, 2001; Walker et al., 2008) which has

provided flexibility for those who want to work under those conditions, but it may be

problematic for those seeking a greater number of hours. According to the Australian

Bureau of Statistics (2006) the growth in part-time work for men between 1985 and 2005

has been from 6 percent to 15 percent of the workforce, and for women it has grown from

37 to 46 percent.

The statistics show that there has been a decline in the average weekly hours worked by

Australians over the last two decades. The Bureau attributes the decline to the increased

reliance on part-time employees. Thus, it could be assumed that if there has been a slight

decrease in the average number of hours worked and an increase in the number of part-time

employees then there would be employees working full-time who are working increased

hours to keep the average high. This reinforces the findings in the UK, Europe (Roberts,

2007) and Canada (Totheyrs et al., 2006) that some individuals are working many more

hours whilst others are underemployed

2.4.3 Family centric approach

Increasing awareness of the above trends led organizations to recognize they‘re facing new

challenges managing their workforces. This encouraged them to introduce what are known

as ‗family friendly policies‘, designed with the intention of assisting employees to create

some balance between their work and family lives (Bardwell, 2003). Many of these policies

they‘re aimed at increasing flexibility for the employee (Maxwell et al., 2007), allowing for

the performance of work in a variety of settings such as home offices, or for work hours to

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be scheduled for when it best suited other demands such as attending to children‘s schedules

(Lewis, 2003; Bardwell, 2003). Initially the emphasis is on providing the opportunity for

women to be able to manage the competing demands of family and work, as women bore,

and continue to bear the primary responsibility for child rearing (Hacker and Dolan, 2003;

Daniel, 2004; Eikhof et al., 2007; Connell, 2005; Dex and Scheele, 2001). This emphasis

on work-family balance is potentially discriminatory as it seemed to favor those employees

with children who they‘re able to take advantage of ‗family friendly‘ policies such as

career‘s leave, but disadvantaged those without families who did not have reason to access

these benefits (Lambert and Haley-Lock, 2004; Wise and Bond, 2003). These policies

are typical of the family centric themed initiatives. The aim is to keep the employee

productive while accommodating the needs of the family.

2.4.4 Quality of life approach

Through recognition of the possibility the ‗work-family‘ policies could be exclusive, the

concept of ‗work-life‘ emerged in the 1990s. This is a term that is more inclusive and

gender neutral. It included the needs of men, women, those with or without family

responsibilities, and those who wanted to be involved in activities beyond the limits of the

workplace (Lewis, 2003). Hughes and Bozionelos (2007) point out those men also

experience issues with work-life balance, not necessarily because they want to spend time

on family matters but because they have hobbies, sports or friends that require their time.

It could be said that work-life balance policies tend to be based on the assumptions and

perceptions that work has a negative connotation and the demands of it are an imposition

(van Emmerick and Saunders, 2005), whereas life is something that is associated with

caring and has a positive feel (Eikhof et al., 2007). Hence, associated policies are aimed at

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providing the employee with the opportunity to spend less time at work and more time at

life.

Delsen & Smits (2010) To improve individuals' work–life balance, trade unions, employers'

organizations, governments and the European Commission currently promote a life course

perspective in activating labor market policies. In 2006, the Life Course Savings Scheme is

introduced in the Netherlands, which aims to increase labor participation and to improve the

work–life balance over the life course. What can they learn from the Dutch case? In 2006,

actual participation in the scheme is with 6% much lower than expected. Participation rates

they‘re higher among males, full timers, older employees, the higher income groups and

persons with partners. However, the multivariate analyses of data for over 500,000 civil

servants show that the higher participation rates of males, full timers and older employees

are related to the higher earnings of these groups, and that after control for earnings,

participation is higher among females, part timers and the young. This indicates that the

scheme has a potential to contribute to the work–life balance over the life-cycle.

Baral (2009) studied the scope and coverage of work-life balance practices in some of the

leading organizations in India. Based on review of literature, empirical study and analyses

of reports of news paper articles, research suggests the Indian organizations have to do a lot

to treat work-life balance practices as strategic aspect of organizational performance.

Organizations offer a lot of benefits in the name of work – life balance. However they do

not form an integral part of the companies polices. In knowledge centric organizations like

educational institutions where women workforce participation is relatively higher, statutory

policies such as maternity leave and benefits are common, while practices such as flexi-

time, work from home and part-time work are still yet to pick up pace. Stress management

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workshops and training programs on work-life balance are being conducted by

organizations as part of the welfare provisions, but companies do not follow them as regular

practices in most of the organizations. Research shows considerable difference between the

responses of HR managers and employees. It is found that even though organizations had

quite a few work-life balance programs their employees did not recognize so. This finding

shows that HR managers have to put more efforts to properly and effectively communicate

about the availability of different work-life balance practices in their respective

organizations to their employees.

Baral (2009) In a study of 730 managerial employees from various organizations in India, it

is found that family contributes extensively to work in terms of enhancing performance and

positive emotions at workplace. One of the key findings is availability of work-life balance

practices. When an organization offers its employees policies, practices, benefits and

services to help them integrate their work and family responsibilities, employees feel

committed to the organization and indulge themselves in organizational citizenship

behaviors.

Ferrer and Gagne (2006) in a study examined that in larger companies and those like

information technology and information technology enabled services industries, in

comparison to the older industries like mining and construction implemented more family

friendly policies that can ease the level of tension between work and life/family.

Pratt (2006) discovered in a survey of 1311 senior executives worldwide, conducted in

May 2006, 24% of those surveyed refused a promotion that would put their work life

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balance at risk, and 87% of them confirmed that work life balance is a key to their decision

to join and remain in an organization.

Ponzellini (2006) Explored that for employees to communicate to the employers the need

for work-family policies in the workplace; employees must be given the opportunity to

express their requirements. Further unions do not support the availability of flexible work

schedules and the option to work from home. However there would be an increase in the

availability of parental leave, special paid leave and job sharing options.

Pyman, Cooper, Teicher & Holland, (2006) Employees seem to be more effective when a

combination of different form is present. The better the employee is engaged and

encouraged to participate is associated with better organizational commitment and job

satisfaction. When employees are given an opportunity to speak they feel more satisfied,

hoping their work-life balance concerns can be expressed and hopefully addressed.

Rothbard et al (2005) surveyed 460 employees focusing on the extent to which individuals

desire to integrate or segment their work and non-work lives. They observed that people

who want more segmentation are less satisfied and committed to the organization when they

have greater access to integrating policies (e.g. onsite childcare) than when they have less

access to such policies. Conversely, people who want greater segmentation are more

committed when greater access to segmenting policies (e.g., flexitime) has. The fit between

the desire for segmentation and organizational policy has an effect on satisfaction and

commitment over and above the effects of demographic characteristics such as age, gender,

marital status, income, number of children and the ages of children

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MacInnes (2005) based on review of evidence from the British Social Attitudes Survey,

2002, explores the myth regarding the reduction of working hours in order to enhance work-

life balance. The author asserts that work-life policies designed for the reduction of working

hours are of particular interest to workers with family responsibilities. However workers in

Britain report that the kind of time-stress bought in by ―long hour‘s culture‖ has little

relationship between workers family situation and preferences for working few hours.

Families with responsibilities and young children may not be in a position to work for

shorter hours as they need the income to support their families that only substantial working

hours bring. On the contrary workers with no family responsibilities have the option to swap

income or career progression for increased leisure time.

Caster et al (2004) explores the features that influence supervisor‘s decision to refer

subordinates to work-family programs. The study reveals that program awareness and

instrumentality perceptions contributed individually to predicting the frequency of

supervisor‘s referrals to work-family programs. Supportive attitudes also predict referrals,

but only through their shared relationships with instrumentality perceptions.

Spector, Cooper, Poelmans (2004) explored that, urban Asians on an average worked for

2,149 hours per annum as compared to 2,068 hour for South Americans, 1,898 hours for

North Americans and 1,773 hours in Europe. The lowest work hours per annum they‘re

reported by Berlin and Germany at 1,667, with the average worker getting 30 days off every

year. Research has also found a stronger positive relationship between the number of work

hours and work-family stressors in Anglo countries.

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Rappoport, Lewis and Gambles (2004) Report that workplace tend to resemble the US

model to support people to be able to work more rather than less. This could be due to the

influence of Multinational Corporations policies and procedures. Indians still consider work

life balance as an issue. Work still takes priority over family life. Some companies show

themselves as being a family friendly workplace to attract more people towards the

organization. Instead of this companies should facilitate women to advance in the

workplace.

Training programs and career advancement opportunity are being provided to women by

organizations like WIPS (Women in Public Sector), are working with the British High

Commission and the standing Conference on Public Enterprises. Further the government

and multinational corporations have realized that they cannot afford to lose qualified,

experienced and talented employee‘s women halfway for family related reasons. Instead

organizations feel that it would be better to design human resource policies to enable

employees with family responsibilities to carry on both family and work responsibilities.

Hyman and Summers (2004) Research shows some major issues associated with work-life

balance. The reasons are Unevenness of adoption across different sectors and organizations,

Lack of formal policies, employees are not given the opportunity to express their views over

the introduction and implementation of policies, Policies are introduced primarily to meet

business needs, rather than those of employees, Domestic responsibilities are still conducted

primarily by women irrespective of their employment status. These are some of the major

issues research shows are the causes for work-life imbalance.

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Zimmerman (2003) studied the strategies that dual earner couples adopt in balancing

family and work. In a study of 47 middle-class, dual earner couples with children, who see

themselves as successful in balancing family and work, their thought is classified into six

general partnership themes such as shared housework, mutual and active involvement in

childcare, joint decision- making, equal access to and influence over finances, value placed

on both partners work life goals and shared emotion work. Couples who are successful ten

to share housework and emotion work. Naturally wives perform slightly more childcare and

are primarily responsible for organizing family life. Further Zimmerman notes that wives

perceive that husband‘s careers are slightly more prioritized.

Perrons (2003) examines that emergence of new technologies and patterns of working will

possibly reduce gender inequality by allowing more people with caring responsibilities to

get involved in paid work. Based on 55 in-depth interviews with new media owners,

managers and employees in small and micro enterprises in the new media hub of Brighton

and Hove, Diane‘s study signifies that while new media creates new opportunities for

people to combine interesting paid work with caring responsibilities, gender imbalance still

remains

White et al (2003) analyzed the data from national surveys of British employees in 1992

and 2000 and their results suggested a conflict between high performance practices and

work-life balance. Surprisingly, the study indicates that dual-earner couples are not

accountable to negative job-to-home spill over. Further, the presence of young children has

become less important over time.

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Bachmann (2000) Schwartz (1994) found that work arrangements such as flexitime,

telework etc. is depicted as an important factor of an individual‘s work preference towards

work time. There is a suggestion that such work arrangements will help the employee attain

a better blend between their work and non-work activities. This will help the organizations

recruit, retain and motivate their work force.

Perry-Smith et al (2000) in a study based on a national sample of 527 US firms, it has been

found that organizations that offer a wide range of work-family policies will have higher

perceived firm-level performance. The research also suggests that there is partial support for

the hypothesis that the relationship between work-family bundle and organizational

performance is stronger in older organizations and organizations that employee majority of

women.

Tompson (1999) found that work/family culture is a collective perception by members of

an organization that it ―supports and values the integration of employees work and family

lives‖

Hill et al (1998) summaries that qualitative research on virtual office and its effects on work

and work-life balance revealed the perception of greater productivity, higher morale,

increased flexibility and longer work hours due to telework, as they‘ll as an equivocal

influence on work-life balance and negative influence on teamwork. They studied 157 IBM

teleworkers and 89 others in traditional office setting. Using a quasi-experimental design,

quantitative multivariate analyses supported the qualitative findings related to productivity,

flexibility and work-life balance, but not the qualitative findings for morale, teamwork and

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work hours. Hill et all highlights the need for a multi-method approach, including both

qualitative and quantitative elements when studying telework.

Research findings show that work-life balance practices help employees manage their work

and family better (Thomas and Ganster, 1995) and enhance their approach and behaviors

such as organizational attachment (Grover and Crooker, 1995), job satisfaction (Koseek

and Ozeki, 1998) and intention to stay (Lobel and Kossek, 1996). Availability of work-life

balance practices reduces employee absenteeism (Dex and Scheele, 1999) and enhances

organizations productivity, (Sands and Harper, 2007). These practices are increasingly

being considered as strategic, innovative, crucial and progressive (Perry-Smith and Blum,

2000) worldwide. However there is lesser evidence of the status and impact of these

practices in Indian organizations (Poster 2005, Wang, Lawler, Shi, Walumbwa & Piao,

2008)

Greenhaus et al. (2003:513) describe WLB as "the extent to which an individual is equally

engaged in – and equally satisfied with - his or her work role and family role". In their

opinion, WLB consists of the following three components: time balance (an equal amount

of time devoted to work and family roles), involvement balance (an equal level of

psychological involvement in work and family roles) and satisfaction balance (an equal

level of satisfaction with work and family roles) which should be considered to attain a

balance between these two dominant spheres of life.

Hinkin and Tracy (2010) and Arbon et al. (2012) write that proactive scheduling appears

to be popular with employees. Their primary approaches to workplace flexibilities are job

sharing, compressed work week, and flexi-time.

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Hashiguchi (2010), Buehler and O’Brien (2011) mention working at home and switching

full-time to part-time hours.

Moore (2007) argues that organizations that provide long-term work-life balance cultures

create employee-company loyalty and positive employee attitudes to work. It is also argued

that work life balance benefits organizations indirectly through increased well-being,

decreased job stress and decreased burnout of its employees (Parks & Langford, 2008).

Good work-life balance and low work-life conflict are also linked to job satisfaction,

organizational commitment, organizational citizenship behavior, increased diversity and

equity, productivity, improved bottom line, and lower turnover intention (see Allen, Herst,

Bruck, & Sutton, 2000; Balmforth & Gardner, 2006; Waltman & Sullivan, 2007).

Importantly, satisfactory work-life balance and low work-life conflict they‘re also linked to

non-work outcomes, such as life, family, marital and leisure satisfaction and family

performance (Allen, et al., 2000).

Sakthivel Rania, Kamalanabhanb & Selvarania (2011) The main aim of research is to

analyze the relationship between employee satisfaction and work/life balance. The construct

used for this research consists of career opportunity, recognition, work tasks, payments,

benefits, superior subordinate relationship, employee satisfaction, and work/life balance.

This study makes a contribution to join two distinct research streams, namely employee

satisfaction, and work/life balance. Findings suggest that high correlation exists between

work task and employee satisfaction with a mediator variable namely work-life balance.

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Allen (2001) suggested that though age differences do not impact the use of WLBPs, the

choice of the practice differs with age. Older employees are found to use many dependent

care policies like Childcare, Elder care, Paid Maternity leave and the like. The study also

suggested that married employees are more likely to use these policies compared to

unmarried employees.

Fisher and Layte (2003) bring out three distinct sets of measures of work-life balance:

proportion of free time, the overlap of work and other dimensions of life, and the time spent

with other people. The variables such as the age, gender, life-cycle stage, ethnicity,

citizenship, and childcare arrangements also play a significant role in the measures of Work-

Life Balance of Employees (Wallace and Cousins 2004).

Frone and Yardley (1996) suggested that the age of the youngest child of the employee

influenced the use of policies like flexitime and compressed work week. Also, the number

of dependants influenced the use of child care facilities.

(Guest, 2002) Work-life balance is now a heavily researched area of interest. Work-life

balance has always been a concern of those interested in the quality of working life and its

relation to broader quality of life.

(Boers, 2005) It is believed that balancing a successful career with a personal or family life

can be challenging and impact on a person‘s satisfaction in their work and personal life‘s

roles.

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Dundas (2008) argues that work-life balance is about effectively managing the juggling act

between paid work and all other activities that are important to people such as family,

community activities, voluntary work, personal development and leisure and recreation.

(Agarwala Tanuja, 2007) Work-life balance is about adjusting work patterns to achieve

overall fulfillment. A good work-life balance enables the organizations to thrive and at the

same time enables the employees to easily combine work with other aspirations and

responsibilities. Work-life balance should not be understand as suggesting an equal balance

or scheduling equal number of hours for each of one‘s work and personal activities. A

positive work-life balance involves achievement and enjoyment. A good working definition

of work-life balance may be meaningful daily achievement and enjoyment in each of the

four quadrants of life - work, family, society and self. The best work-life balance varies for

an individual over time. The right balance for an individual today will probably be different

tomorrow. For instance, the right balance for an individual when he/she is single will be

different from when he/she gets married or when he/she is nearing retirement.

Fisher and Layte (2003) consider three distinct sets of measures of work-life balance, viz.

proportion of free time, the overlap of work and other dimensions of life, and the time spent

with other people. Several reviews have highlighted other issues such as age, gender, life-

cycle stage, ethnicity, citizenship, and childcare arrangements which also merit attention

(Wallace and Cousins 2004; Jager 2001).

Thornthwaite (2004) suggest that there is a strong, unmet demand among working parents

for shortened working hours, part-time work and flexible working time. Management must

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communicate their organization‘s family friendliness in such a way that all employees feel

that they have equal access to alternative working time provisions

Caroni (1997) unlike her peers takes a different stand on work life balance. Appreciative of

scholars and practitioners who are trying to promote balance between work and life, she

argues that much of the work in the field has been built on a language and logic based on

traditional models of bureaucratic organizations which further aggravates the problem. She

cites certain problems in the prevalent literature: first, the overarching goal oriented

approach to life that assumes people have great deal of choice and control over their lives,

and second, the sole focus on individual (and neglect of structural and relational) level of

analysis.

Drolet & Morissette (1997) analyzed the Survey of Work Arrangements (SWA) dataset

conducted by Statistics Canada and demonstrated that in the aggregate, for each Canadian

who chose to reduce his/her working hours, there they‘re four Canadians who would like to

work more hours. Another interesting finding is that older, they‘ll-educated workers had

relatively low unemployment rates and exhibited greatest propensity to desire shorter hours,

than did young workers with low levels of education who faced high unemployment rates

yet rarely desired fewer hours.

Tausig and Fenwick (2001) report that married couples without children reported higher

levels of work life balance and the presence of children – whether in single or two parent

households or dual earner is relatively low on work life balance issues. For an individual

who is not subject to high levels of family role expectations, being mentally preoccupied

with a job assignment while at home may generate only a small amount of work

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interference with home. For an individual who is pressurized by friends or family to

prioritize family over work, however, the experience of work interfering with family may be

more intense. Parental demands are believed to be greatest for people with infants and

preschool aged children and less for those with school aged children and even lowest for

with adult children who have left home (Parsuraman & Simmers, 2001).

Lingard (2004) examined whether or not an individual complies with family role

expectations, the pressure upon him/her over the job responsibilities would focus attention

on both domains. Wherein elements of work domain may interrupt family more prominent

or it can be vice-versa. An impending explanation for this relationship is that conforming to

family role expectations may result in role overload, generating time pressures and strain

which can spill over into the work domain, creating home interference with work.

Wiesenberger et al. (1986), Casper et al. (2002) explored that employees who work in

supportive or organizations are like to experience less amount of stress and more

organizational commitment. This in turn leads to less work life conflicts and greater

affective commitment towards the organization.

(Grover & Crooker, 1995; Kossek, 1998; Kossek & Nichol, 1992; Thompson, Beauvais,

& Lyness, 1999). As organizations increasingly hold managers accountable for addressing

and supporting their employees' work-life concerns, individuals must learn what it means to

be a supportive manager. As a start, it would be helpful for employees to learn about current

work-life initiatives offered by companies at the forefront and learn how to think creatively

about managing employees who have life circumstances different from their own. Most

important, employees should learn that many organizations view work-life initiatives as a

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strategic imperative and that reducing the stress associated with living multidimensional

lives will have positive effects on employee commitment, retention, and recruiting efforts.

Clutterbuck (2003, p. 8) provides a definition for work/'life' balance as 'a state where an

individual manages real or potential conflict between different demands on his or her time

and energy in a way that satisfies his or her needs for they‘ll-being and self-fulfillment'.

McLean and Lindorff(2000, p. 1) defined WFB as a state in which a range of needs is met

by allocating time to both work/family roles according to a combination of individual

priorities and demands.

Hill, Hawkins, Ferris, and Theyitzman (2001, p. 49) defined WFB as the 'degree to which

an individual is able to simultaneously balance the temporal, emotional, and behavioral

demands of both paid work and family responsibilities'.

Clutterbuck (2003), McLean and Lindorff(2000), and Greenhaus et al. (2003) highlight

a consistent theme of juggling multiple life roles in an attempt to achieve some satisfaction

or balance between these roles. Subsequently, these definitions are used to generate a

comprehensive definition of work/'life' balance. Thus, for the purpose of the current study

WLB is defined as a state in which a range of needs are met by allocating time to both work

and life roles according to a combination of individual priorities and the demands of work

and life.

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2.5 Trends of Research on Work-Life Balance

The literature of work – life balance is full of discussion about the lack of effective policies,

under utilization of work – life balance programs, job satisfaction, performance

management, organizational commitment, productivity and other related concepts.

The most important form of flexible work arrangement used in organization is four days a

week. It supports mothers, but at a cost because of gendered assumptions. The gendered

construction of the ideal worker and ideas of competence conflated with hegemonic

masculinity, remain powerful. This, together with a prevalent ―good mother‖ ideology,

undermines both gender equity and workplace effectiveness Lewis & Humbert (2010).

Indian organizations have to do a lot to treat work-life balance practices as strategic aspect

of organizational performance and effectively communicate about the availability of

different work-life balance practices, further family contributes extensively to work in terms

of enhancing performance and positive emotions at workplace Baral (2009). Firms that

adopt better work life balance policies can improve the level of job satisfaction and increase

organizational commitment among their employees Bloom and Van Reenen (2006).

Professionals viewed flexible workplace schedules as a key to employee retention and

placed this working condition at the top in order to control employee attrition Burke &

Collinson (2004). Lack of formal policies, employees not been given the opportunity to

express their views over the introduction and implementation of policies, Policies are

introduced primarily to meet business needs, rather than those of employees. These are

some causes for work-life imbalance. Employees seem to be more effective when they are

engaged and encouraged to participate and given an opportunity to speak hoping their work-

life balance concerns can be expressed and hopefully addressed Pyman, Cooper, Teicher

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& Holland, (2006). Managers who supported and encouraged employee‘s attempts to

coordinate work and family demands reported several positive outcomes. Such employees

felt less work/family conflict and at the same time reported less turnover, burnout,

absenteeism and increased organizational commitment. Ray & Miller (1994), Thomas &

Ganster (1995) and Warren & Johnson (1995)

2.6 Work-Life Balance Policies

Morgan and Milliken (1992) suggest that there are three types of work/family policies

created to assist employees in balancing their work and family lives; that is, the provision of

careers‘ arrangements, alternative work arrangements and offsite working arrangements.

Glass and Finley (2002) similarly identified three categories of policies. Specifically,

parental leave, alternative work arrangements and employer supported child care.

Lobel and Kossek (1996) grouped policies into four different categories using the labels of

time based, information based, money based and direct services.

De Cieri et al. (2003) highlighted the breadth of policies available but did not identify

clusters or categories within these policies. The previous clusters have failed to separate

flexible policies to identify whether the policies are designed to provide flexibility for time

off or provide flexibility to work part time or generate job sharing arrangements, and

provide a focus on provision for all types of career needs. In addition these categories are

limited because flexible leave options have been omitted from some whilst employer

supported child care category failed to include care for elders of disabled care. This is an

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important oversight as a number of studies have demonstrated the benefits of leave

arrangements.

2.6.1 Careers' Arrangements

Careers' arrangements refers to any form of benefit specifically designed to accommodate

employees with leave, facilities or flexibility to care for children, elders or other family

members. Careers' arrangements could be policies perceived by individuals necessary to

enhance their ability to achieve WLB (Glass & Finley, 2002), which found positive effects

on productivity (Kossek & Nichol, 1992), absenteeism, conflict reduction (Thomas &

Ganster, 1995) job satisfaction and turnover (Blair-Loy & Wharton, 2002).

2.6.2 Flexible work schedules

Den Dulk et al. (2014) write that flexible working arrangements allow employees to adapt

working hours or place of work to responsibilities outside work, for instance to work from

home in case in case of a sick child or other family member.

Galea et al. (2013) researched how employees experience the influence of flexible working

hours on their work life balance. The main finding is that working with flexible working

hours, if supported by the management and fitting in with the working culture, is highly

appreciated for both private and work-related reasons. The more family responsibilities the

respondents have, the more they tend to perceive flexible working hours as a necessity

rather than an extra benefit.

Helpern (2005), Davis and Kalleberg (2006), Van Dyne et al. (2007), Kelly et al. (2008)

and Kossek and Michel (2010) write that flexibility has a positive impact on Work Life

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Balance, Motivation, Job satisfaction, Productivity and retaining the best employees, as

they‘ll as better quality services and products, increased commitment to organization and

lower costs; all of which have positive impact on efficiency.

The term 'flexible work schedule' is used in this study to refer to employees' ability to start

and finish anywhere within a range of times negotiated between the employee and

employer, or compress their workweek into fewer days at work, whilst still performing a

standard 38-40 hour working week. Examining the effect of flexible work schedules on

employees (Rodgers, 1992) found that flexible work schedules lead to reduction in worker

stress and role strain. Similarly, when (Baltes, Briggs, Huff, Wright, and Neuman, 1999)

meta-analyzed a sample consisting of 31 studies across varied industries in both public and

private sector organizations, the findings revealed that flexible work schedules had positive

effects on employee productivity, job satisfaction and satisfaction with work schedule, and

reduced employee absenteeism.

Lewis & Humbert (2010) The most important form of flexible work arrangement used in

the organization, four days a week, is double edged and complex in its effects. It supports

mothers, but at a cost because of gendered assumptions. Despite a commitment to flexibility

and ―work life balance‖, the gendered construction of ideal worker and ideas of competence

conflated with hegemonic masculinity, remain powerful. This, together with a prevalent

―good mother‖ ideology, undermines both gender equity and workplace effectiveness.

Burke & Collin son (2004) In a recent poll by the members of Society for Human

Resource Management indicated that professionals viewed flexible workplace schedules as

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a key to employee retention and placed this working condition at the top in order to control

employee attrition.

2.6.3 Alternative work arrangements

For the purpose of this study 'alternative work arrangements' is referred to as a work week

of fewer than 5 days and flexibility to take time off without pay for hours not physically at

work. Eaton (2003) describes these types of flexible arrangements as providing an

alternative to working the 9-5, 5 days a week schedule, defining alternative work

arrangements as 'the ability to change the temporal and spatial boundaries of one‘s job.

Eaton (2003) also found that work/family policies they‘re more important to employees

where supervisors allowed more flexibility than the formally provided policies by the

employer, such as annual leave and sick leave.

Golden, Veiga and Simsek (2006) found that in 2005, that around one-third of American

employees have entered into telework and telecommunicating work arrangements. Though

this arrangement can improve work-life balance, it could have a different impact that

reduces Work Family Conflict but increases Family work Conflict. The impact that

advancement in the technological environment can have on Work Family Conflict is

moderated by family size, job autonomy and flexibility.

Hill et al (2001) A study conducted on 6,451 employees of IBM in USA observes how

perceived flexible work timings and location of work place impact work-life balance. The

study showed that individuals with the same workload and with perceived job flexibility

enjoy good work-life balance and are capable of working longer hours before workload

negatively impacts their work-life balance.

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(Chinchilla and al., 2010) It has been argued that the use of telecommuting is valued in

individualistic countries where people value autonomy but may not be valued in

―collectivistic countries‖ where people tend to give priority to strong social ties. Also,

―in order for telecommuting to work, companies need to provide employees with the

appropriate technology and there needs to be a quiet work space at home. In some countries,

employees live in large households with limited space and it may be too distracting to work

at home.

2.6.4 Offsite arrangements

The current study defines 'offsite' as any form of work conducted during the normal

business hours performed outside the traditional workplace site that does not require a

physical presence in the workplace. Research confirms that offsite arrangements enable

increased autonomy in the scheduling of paid work, housework and childcare

responsibilities (Wise & Bond, 2003). Working from home has been reported to improve

home communications and help families save on food, clothing and transportation costs

(Kossek, 2005). Research shows that offsite policies are correlated with increased

motivation and job satisfaction, helping employees have higher dedication and morale, and

a higher energy level on the job due to elimination of wasted time (Hill, Hawkins, &

Miller, 1996; Kurland & Bailey, 1999).

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2.7 Outcomes of Work-Family Balance

2.7.1 Employee Outcomes

Overall, a perceived satisfaction with work-family-balance leads to a higher degree of

satisfaction with family life and increased they‘ll-being and life-satisfaction in general

(Ayree et al., 1999: 505). Employees are happy with their two domains.

Considering the work-related outcomes, employees who experience a low work-family

conflict and realize thereby a favorable work-family-balance, report higher levels of job

satisfaction (Thomas/Ganster, 1995: 10). A high level of contentment with his or her own

work-family-balance implies a higher level of employee‘s loyalty for the firm (Kaiser et

al., 2010: 245) and lower intentions to change to another company (Anderson et al., 2002:

803). Furthermore, those employees who are expected by their supervisors to be satisfied

with their work-family-balance advance faster in their career (Lyness/Judiesch, 2008: 798).

In contrast, an unfavorable work-family-balance causes stress, which can lead to exhaustion

and feelings of helplessness. Thomas and Ganster show that an unbalanced situation of the

work and the family domain results in concrete deterioration of the health status

(Thomas/Ganster, 1995: 11). Frone et al. identify a strong relationship between an

unsatisfied evaluation of work-family-balance and depression (Frone et al., 1992: 72).

Martins et al. show that the more intense the perceived work-family conflict, the lower is

the contentment with the career satisfaction (Martins et al.2002: 403). With regard to

family life, there is a negative relationship between perceived work-family conflict and the

performance as a parent (Higgins et al., 2000: 52).

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2.7.2 Company Outcomes

Several outcomes of work-family-balance are direct outcomes for the employee and indirect

outcomes for the company. Employees, who are loyal, satisfied and committed, contribute

to the overall objective and positive outcome for the company, and that is improved

business performance and better results. Healthy employees are less vulnerable to diseases,

both physically and psychologically, which in turn decreases the absenteeism rate. This is a

factor that is increasingly becoming important, given the fact that especially psychological

diseases cause long periods of disability that is extremely expensive for the company.

Research confirms that companies that have they‘ll-balanced employees show a

significantly higher business performance than those firms where employees are confronted

regularly with work-family-conflicts (Perry-Smith/Blum, 2000. 1112).

In contrast, an average employee who perceives his work-family-balance as non satisfying

has a greater probability of moving to another company and is characterized by higher rates

of absenteeism, causing increased employee turnover rates for the company and higher

costs.

2.8 Work-Life Balance related Measures

2.8.1 Work related Measures

The measures which are offered by the employer are more popular than individual related

actions and can be divided into time-related, education-related or financial related measures

and direct services (Thompson et al., 2006: 285)

There are two types of working time models: they can either reduce the work load or they

make the given workload more flexible (Kaiser et al., 2010:235). Concerning the use of

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part-time work, which is a measure that reduces work demands by limiting the number of

hours worked, van Rijswijk et al. show that the use of part-time work reduces the level of

work interfering with family (van Rijswijk et al., 2004: 291). However, there are

individual differences regarding the benefit of part-time work. Those employees who are in

earner positions (technical, administrative or producing occupations) whose job plays a

more subordinate role, derive greater benefits from part-time work as they feel freed of

work pressures than do career employees (managerial or professional occupations), who are

highly involved in their job-life (Higgins et al., 2000: 28). Part-time work is often linked

with more basic, routine job and thus limits the use for career employees.

Flexibility of working hours, also known as flexitime, has become a common measure in

improving the feeling of job autonomy and control, thereby decreasing work-family-conflict

(Anderson et al., 2002: 799, Thomas/Ganster, 1995: 11). Michel et al. show that those

employees who are married or have a parental function benefit most from flexible work

schedules (Michel et al.,2011: 707).

Compressed work weeks are working arrangements where the employee works the same

number of hours as for regular employment, but compresses his/her work hours into fewer

workdays which are longer. Latack and Foster conduct a study on the effects of compressed

work weeks and find out that those employees who decided on their own to work on a

compressed work schedule perceived higher levels of their productivity. For the employer

this results in lower overtime and lower sick time costs (Latack/Foster, 1985: 88).

Working time accounts, and arrangements, where employees can accumulate working hours

in an intense working period, and work less in times of low workload, fall into the same

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category. Offers such as telecommuting, which is also known as home office, have an

ambivalent effect on work-family balance. Employees who work part of their time from

home report a lower incidence of work-family-conflict but a higher extent of family-work-

conflict compared to those who have a regular employment contract (Golden et al.,2006:

1345). Shamir and Salomon see one possible reason in the elimination of physical

boundaries between the two environments and the obligation to deal simultaneously with

demands from the two domains (Shamir/Salomon,1985: 460). Considering that not every

work activity can be done at home, as for example the possibility of telecommuting for

production plants is very limited, this is not an option in all cases.

Work leave options summarize possibilities like for instance maternity or paternity leave,

where one parent stops working for a determined period of time in order to care for the

child. Another leave option is a sabbatical, describing the work agreement in which the

employee receives a reduced salary for a certain period of time in order to then get one year

off when he or she still obtains a reduced salary. So far there is no research concerning the

effectiveness of work leave options on work-family-balance.

Education measures are personnel development actions such as coaching for the purpose of

better stress management or training to eat a more balanced diet. These measures serve to

strengthen the employee‘s resources in the scope of the work dimension. Scientific research

evaluates this measure as least expensive and a priori most cost-effective possibility for

employers. (Zedeck/Mosier, 1990: 245).

Financial-related measures are monetary supports offered by the company. These include

special payments for the birth of a child or cost-saving in-house purchase. Promises on

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behalf of the company to guarantee re-employment after a longer period absence such as

maternity or paternity leave can be likewise allocated in the category of financial-related

measures, as they ensure financial security.

Some companies provide their employees with company-owned fitness studios or free fruit

baskets in order to assure a healthy diet. In addition to direct services ―on the job‖ there are

additional services to carry out private obligations including laundry service, cleaning

services or errand services. Relocation services such as assistance in finding a flat for the

family, a new job for the spouse or the appropriate school for the children likewise fall in

this category.

Smith and Gardner analyze the relationship between the use of work-family-balance

measures and the perception of work-family-conflict and family-work-conflict

(Smith/Gardner, 2007). For each employee they calculate the average employment rate of

initiatives, and find a strong negative relationship between their use and perceived work-

family-conflict (Smith/Gardner, 2007: 9).Finally, the company culture represents an

essential lever to improve employees‘ work-family-balance. The introduction of a company

culture that is results-oriented and not based upon mere physical attendance helps the

employees to ameliorate their resource management (Stock-Homburg/Roederer, 2009:

29).

2.8.2 Individual-related Measures

Similar to the work-related dimension, individual-related measures can affect resources

and/or demands. This domain can only be influenced by the employee and not by the

company. Concerning existing demands it is essential for employees to define limits for the

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work load that can be managed without having a feeling of overload. These limits differ

substantially between employees. They can try to strengthen their social, psychological and

physical resources.

Social resources include: the family, the circle of friends or the relationship with

colleagues at work. These are vital resources which should be protected and fostered

constantly (Stock-Homburg/Bauer, 2007: 32).

Stress resistance and mental balance are psychological resources that can be learned

and developed.

The last pillar of personal resources is physical health. Various employees, and

especially managers with large workloads, treat their bodies as machines.

Often they don‘t care for physical needs and ignore warning signals. By doing

physical exercise and making use of sport activities offered by the company, the

employee enhances his or her power of endurance and maintains physical fitness

(Lovelace et al., 2007: 380).

In addition to sports, overall they‘ll-being can be enhanced by relying on balanced

nutrition and getting sufficient time for sleep and regeneration.

In summary, work-family-balance measures offered by the company can only be

effective if employees are willing to use them.

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2.9 Research Gaps

After reviewing the literature, there appears to be a limited amount of research studies

available in regards to work-life balance of faculties associated with engineering and

management institutes in Mumbai & Pune region.

Apart from this, various variables that they‘re still unexplored are:

Level of stress among faculties of engineering and management institutes

Work-Life Balance provisions and amenities provided by educational institutes

Relationship between Job satisfaction and Work-Life Balance

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Chapter-III

OBJECTIVES &

RESEARCH

METHODOLOGY

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Chapter-III

OBJECTIVES & RESEARCH METHODOLOGY

3.1 Introduction

Research is a process involving a number of activities which could be carried out either in a

sequential or in parallel. The Research depends on various factors like the person under

taking the research, his ability, research topic time available and budget allotted. The

Present research is undertaken with the aim to study Work-Life Balance of faculties‘

management and engineering institutes in Mumbai & Pune.

The purpose of this chapter is to focus on the methodology of the study, the process and

methods according to which the research is executed. The outline of this chapter includes

the objectives of the study, Hypothesis to be tested, the type of research design and related

methodology i.e. tools and procedures which included the population of the study, sampling

procedure and sample size, conceptualization of the main concepts, data collection

techniques and data analysis techniques of the study.

3.2 Problem Statement

Work-life balance has become a universal concern for organizations as they‘ll as individuals

in the fast paced digital age that they inhabit. Rise in the 365/24/7 Global Operations,

coping with the time zones with more and more businesses emphasizing on round the clock

customer services the concern for work-life balance for employees has become more

essential. Ironically technology has added to the speed of operation, rather than easing the

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work practice. Employees are expected to work long hours and cope with tougher deadlines.

Today‘s world literally doesn‘t go to sleep.

With all the above mentioned concerns regarding work – life balance this study focuses

primarily on faculties of engineering and management institutes. Apart from this, the

research will also focus on the relationship between various demographic factors like Age,

Gender, and Location etc on different variables. The variables selected for this study are:

Level of Stress, Work amenities & provisions provided by educational institution, Factors

promoting & hindering Work-Life Balance and Job Satisfaction.

3.3 Research Design

According to Kothari (2004), descriptive research studies are concerned with describing the

characteristics of a particular individual or a group with specific predictions, comparisons

and narration of facts. Since the present study focused on the levels of stress as experienced

by male and female management & engineering teaching professionals describing their

demographics in details in line with the objectives of the study, it can be appropriately

referred to as descriptive research design.

3.4 Objectives of Study

The current research study is an attempt to understand the work life schedule of Faculties of

Engineering & Management institutes of Mumbai & Pune region. Also, the study will

highlight the relation between the level of stress and the demographics of an individual.

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The present study is formulated with the following objectives: The present study is

formulated with the following objectives:

i. To study work life schedule of faculties of engineering & management

institutions

ii. To study the level of stress among faculties of engineering & management

institutes

iii. To study the impact of demographic variables on work-life balance

iv. To study the existing Work-Life Balance policies in organizations

3.5 Hypothesis of Study

To pursue the proposed study, the following hypotheses are framed and their validity tested

through research techniques:

H01= There is no association between Work-Life Balance and demographic variables

(City, Course, Gender, Marital Status)

H11= There is an association between Work-Life Balance and demographic variables

(City, Course, Gender, Marital Status)

H02= There is no significant association between Work-Life Balance and

Employer‘s contribution to WLB

H12= There is a significant association between Work-Life Balance and Employer‘s

contribution to WLB

3.6 Methodology of Study

Methodology relates to plan of study, which includes Data collection, types of

Questionnaire, Processing of data and finally interpretation of data. Basically, the data is

collected from Secondary as they‘ll as Primary Sources. These classifications are made

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according to the objective of the research. In some cases the research will fall into one of

this category, but in other cases research will fall into another category.

3.6.1 Secondary Data:

Before going through the time and expense of collecting primary data, one should check for

secondary data that previously may have been collected for other purpose but that can be

used in the immediate study. Secondary data may be internal to the firm, such as Business

Development Strategy, In-House Research Team, Documented Papers or many are external

to the firm such as published data or commercially available data. Secondary data has the

advantage of saving time and reducing data gathering costs. The disadvantage is that the

data may not fit the problem perfectly and that the accuracy may be more difficult to verify

for secondary data than for primary data.

Sources of secondary data for this research are: Websites, Articles, Magazines, Publications,

and Annual Reports, Journals as well as Thesis & Dissertations and other project on the

same or related topic.

3.6.2 Primary Data:

Primary data collection is necessary when a researcher cannot find the data needed in

secondary sources. Three basic means of obtaining primary data are observation, surveys,

and experiments. The choice will be influenced by the nature of the problem and by the

availability of time and money.

In this research Sample survey technique is used for the purpose of Primary data collection.

The data for this study is collected from faculties of Engineering and Management

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Institutes. A sample of 100 from each of the city i.e. Mumbai and Pune was collected. The

collection was done through personal interview and questionnaire method personally.

3.7 Research Instrument

For this study, the survey-questionnaire instrument was used to achieve the main objective

of the study. The questionnaire was designed after referring to extensive literature available

on same as they‘ll as related topic. A self-administered questionnaire was distributed to the

faculties. The questionnaire included 30 questions of open-ended, close-ended & Likert

scale type of questions. The research instrument is divided into three categories of Personal

Information, Work related Information & Information on Work-Life Balance.

3.8 Sampling

Sampling refers to the way that observations are selected from a population to be in the

sample for a sample survey. The sample related to the present study will basically include

the entire population of Faculties from Management & Engineering institute all over India.

But the potential respondents (element) are basically selected from two cities of

Maharashtra i.e. Mumbai and Pune. Judgmental Sampling was used for this research and the

sample included faculties from all genres like Lecturer, Asst. Professors, Associate

Professors, Professors, and Head of Departments.

3.8.1 Sampling Method

A Non-Probability Convenience sampling was used in this research. With non-probability

sampling methods, they do not know the probability that each population element will be

chosen, and/or they cannot be sure that each population element has a non-zero chance of

being chosen. Non-probability sampling methods offer two potential advantages -

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convenience and cost. The main disadvantage was that non-probability sampling method

was that it does not allows to estimate the extent to which sample statistics are likely to

differ from population parameters. A convenience sample was nothing but, was made up of

people who are easy to reach.

3.8.2 Sample Size

The accuracy of a sample is based on its absolute size, not its proportion of the total

population. A larger sample will always be more reliable than a smaller sample whatever

the total size of the population. As a general rule, 200 is regarded a minimum reliable

sample size. Whatever the size of the customer base a sample of 500 would provide a very

reliable result at the overall level. It is not a large customer base that creates a requirement

for a large sample but the number of segments that the results need to be broken down into.

As a rule of thumb, a sample of 50 is regarded as the minimum per segment, and preferably

100. For the present study 200 samples is selected.

3.8.2.1 Sample Size Distribution:

3.8.3 Potential Respondents

The sample related to the present study will basically include the entire population of

Faculties from Management & Engineering institute all over India. But the potential

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respondents (element) are basically selected from two cities of Maharashtra i.e. Mumbai and

Pune. The potential respondents for this study they‘re academicians from all genres like

Lecturer, Asst. Professors, Associate Professors, Professors, and Head of Departments.

3.9 Limitations of Study

The perceived work-life balance remains a difficult variable and concept to measure and

understand within certain contexts. This is mainly because different researchers use

different concepts to measure the balance. Apart from this the domain of ―life of an

individual‖ remains the most difficult variable to measure.

The results of this study are a reflection of these shortcomings. The study is restricted to

understand the perceptions of faculties of education sector units of the Mumbai & Pune

region. The study is also restricted only to Engineering & Management institutes of

Mumbai & Pune region. The study findings cannot be generalized as the characteristics and

work culture of institutes could be different from employee to employee at the same level in

the different parts of the country.

3.10 Analysis of Data

The data is analyzed using the following statistical techniques.

1. Frequency Distribution

2. Microsoft Excel-2007

3. SPSS

4. Z-test

5. ANOVA

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Chapter-IV

INDIAN

EDUCATION

SECTOR: An

Overview

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Chapter-IV

INDIAN EDUCATION SECTOR: An Overview

4.1 Introduction

Education is the key to the task of nation-building. It is also they‘ll-accepted that providing

the right knowledge and skills to the youth can ensure overall national progress and

economic growth. The Indian education system recognizes the role of education in instilling

the values of secularism, egalitarianism, respect for democratic traditions and civil liberties

and quest for justice.

A progressive higher education sector plays a predominant role in economic growth and

development of a nation. India, being one of the largest networks of higher education

system in the world, comprises about 700 universities and over 35,000 colleges, offering

education and training facilities in almost all aspects of human creativity and intellectual

endeavor. The country has an annual enrolment of over 25 million students (including

enrolment under open and distance learning system).

India claimed 10 of the top 100 places in Times Higher Education's BRICS & Emerging

Economies Rankings 2014—the world's first ranking of universities in Brazil, Russia, India,

China and South Africa, as they‘ll as 17 other emerging economies.

Education in India falls under the control of both the Union Government and the State

Governments, with some responsibilities lying with the Union and the states having

autonomy for others. The various articles of the Indian Constitution provide for education as

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a fundamental right. Most of the universities in India are controlled by the Union or the

State Governments.

India‘s GDP has grown at an average of over 8% for the last 10 years, with the significant

contribution from services and manufacturing sector. Indian has the 2nd

largest base of

population worldwide with literacy rate of around 74% (2011) registering 9.2% decadal

growth (2001-2011 as per 2011 census). The 12th

Five year plan (2012-2017) aims at an

increase in literacy rates to 100 per cent. Realizing the potential in larger base seeking

education in the country, there is an enhanced focused on management and development of

education system in India.

The focus is to shape up the existing system in the changing scenario of globalization with

attempts to resolve the issues of getting trained manpower in the field of higher education

for sustainable growth and development of the nation. The rapid expansion of excellence in

education is evident as Indian boasts of various institutions of academic excellence such as

Indian Institute of Management Ahmedabad (IIM-A) ranking 11th

in the Financial Times

global MBA rankings for 2011 and Indian Institute of Technology (IIT) Bombay, IIT Delhi,

IIT Kanpur and IIT Madras at 47th

, 52nd

, 63rd

and 68th

rank respectively in the worldwide

engineering and technology rankings by Quarelli Symonds (QS).

4.2 Structure of Education in India

Over the last 50 years, the Government of India has provided full policy support and

substantial public funds to create one of the world‘s largest systems of higher education.

These institutions, with the exception of some notable ones, have however, not been able to

maintain the high standards of education or keep pace with developments in the fields

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especially in knowledge and technology. Over time, financial constraints with exploding

enrolments, and a very high demand from primary and secondary education has led to the

deterioration in the financial support provided by the government. On top of this, an overall

structure of myriad controls with a rigid bureaucracy has stifled its development. In terms of

higher education, however, on the science and technology side, India has however built up

the largest stock of scientists, engineers and technicians.

The growth of higher education in India has been phenomenal. Starting with 1950-51, there

they‘re only 263,000 students in all disciplines in 750 colleges affiliated to 30 universities.

This has grown by 2005 to 11 million students in 17,000 Degree colleges affiliated to 230

universities and non-affiliated university-level institutions. In addition, there are about 10

million students in over 6500 in vocational institutions. The enrolment is growing at the rate

of 5.1 per cent per year. However, of the Degree students only 5 per cent are enrolled into

engineering courses, while an overall 20 per cent in sciences. The demand for professional

courses is growing rapidly.

In India both public and private institutions operate simultaneously. In 2000-01, of the

13,072 higher education institutions, 42 per cent they‘re privately owned and run catering to

37 per cent of students enrolled into Higher education, that is, approximately 3.1 million out

of total 8.4 million. It is also likely that most of the growth in the rapidly expanding higher

education sector took place in private unaided college or in self-financing institutions. Since

grant-in-aid to private colleges is becoming difficult, many governments/universities have

granted recognition/affiliation to unaided colleges and many universities have authorized

new ‗self-financing‘ courses even in government and aided colleges. It is felt that as of now

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more than 50 per cent of the higher education in India is imparted through private

institutions, mostly unaided.

Government has created 221 Universities of which (6 are central Universities while 156 are

state Universities). There is also a concept of Deemed University. This status is given by

UGC to colleges of exceptional excellence. There are 39 Deemed Universities plus seven

open universities. There are 9703 colleges in India that provide mostly bachelors or

sometime Master‘s level of education. Of these, only 550 are engineering and technical

colleges, 655 medical and 600 management institutions.

Insofar as Universities are concerned, only the central or State Government can open a new

university and that too by legislation in the Parliament or State. Universities are empowered

to award their own degrees and take affiliate colleges. But UGC is empowered under its Act

to grant institutes of excellence ‗Deemed University‘ status which they have done in 39

cases. There are however, no private Universities so far. A Private Universities‘ Bill has

been proposed in the Parliament, but has not been approved so far. All self-financing

colleges, therefore, have to also seek affiliation with a University.

All of India‘s higher education is thus managed by the UGC and the various Councils. The

UGC, established by a statute 1952, has been empowered to promote and coordinate

university education in India and also approve grants to them.

4.3 Snapshot of Current Higher Education sector in India

India, today, is considered as a talent pool of the world, having qualified and educated

human resources in abundance. This has been one of the primary reasons for transformation

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of India into one of the fastest growing economies in the world since liberalization in the

1990s. As the economist Clark Kerr observed, ―On a global scale, wealth and prosperity

have become more dependent on the access to knowledge than the access to natural

resources.‖

India‘s aspirations to establish a knowledge society in the context of increasing

globalization, is based on the assumption that higher and technical education essentially

empowers people with the requisite competitive skills and knowledge. It has been realized

that it is the quality of education that prepares one for all pursuits of life and in the absence

of an acceptable level of quality, higher education becomes a mere formalism devoid of any

purpose or substance. As a result, from around the turn of the century, increasing attention

has also been paid to quality and excellence in higher education.

Post-independence India has witnessed an above average growth in the number of higher

educational institutions vis-à-vis its population. While there they‘re just about 20

Universities and 500 Colleges at the time of independence, today these numbers have grown

exponentially. Please find below a snapshot of the current higher education sector in India:

India has a total of 610 universities, 43 central universities, 299 state universities,

140 private universities, 128 deemed universities and 5 institutions established

through state legislation, 30 Institutions of National Importance

There are 45 technical institutes, 13 management institutes, 4 information technology

institutes, 6 science and research institutes and 3 planning and architecture institutes

Currently, the Government spends around 3.8% of its GDP on education

Less than 1% of the $38 bn of the Government spend on education is towards

Capex (2008-09)

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According to the 2011 census, the total literacy rate in India is 74.04% compared to

the world average of 83.4% (2008)

The female literacy rate is 65.46% and male literacy rate is 82.14%

FDI inflows in the education sector during May 2012 stood at $31.22 mn

4.4 Higher Education in India: Current State of Play

India possesses a highly developed higher education system, which offers the facility of

education and training in almost all aspects of human creativity and intellectual endeavors

like: arts and humanities; natural, mathematical and social sciences; engineering; medicine;

dentistry; agriculture; education; law; commerce and management; music and performing

arts; national and foreign languages; culture; communications etc. The institutional

framework consists of Universities established by an Act of Parliament (Central

Universities) or of a State Legislature (State Universities),

Deemed Universities (institutions which have been accorded the status of a university with

authority to award their own degrees through central government notification), Institutes of

National Importance (prestigious institutions awarded the said status by Parliament),

Institutions established State Legislative Act and colleges affiliated to the University (both

government-aided and unaided).

There are three principal levels of qualification within the higher education system in the

country:

Graduation level

Post-graduation level

Doctoral degree.

Source: UGC Annual Report 2010-2011- DGET; Ministry of Human Resource Development (HRD)

Annual Report 2011-2012; IDFC SSKI 2010; DISE 2009-10 Flash Statistics; MHRD Statistics: Higher &

Technical Education 2010; Planning Commission: Midterm Review of XI Plan

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Besides these three, there is another qualification called a Diploma. It is available at the

undergraduate and postgraduate level. At the undergraduate level, the duration of the

course varies between one to three years; postgraduate diplomas are normally awarded

after one year course, though some diplomas are awarded after two years of study.

4.4.1 Structure of Indian Higher Education Sector

In our view, the higher education sector can be divided into 4 broad categories as listed

below:-

4.5 Recent Trends in Higher Education Sector

Over the past few decades, the global economy has shifted from being manufacturing-

centric to a knowledge-driven one and as countries move up the ladder of development, the

contributions of hi-tech manufacturing and high value-added services to the GDP increases.

Success in leveraging knowledge and innovation is only possible with a sound infrastructure

of higher education. A successful education policy forms the foundation of all fields of

national development including political, social, economic, technical, scientific, and

Note: This report would focus only on formal education, technical & professional education. Sector Size & Growth

($ bn).

Source: Deloitte: Indian Higher Education Sector Opportunities aplenty, growth unlimited! October, 2012

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environmental. Thus, the higher the quality of university education in a country, the more

prosperous and competitive are the people.

Higher Education in India was decentralized under the DHE with separate councils

(e.g. AICTE, MCI etc.) responsible for the regulation of different streams

The UGC has allocated a general budget of Rs.5,244 crores for the year 2011-2012

to be distributed under eight broad categories

Private institutions in India are focusing more on professional courses such as

engineering, medical and MBA

GER has increased to 15% in 2009-2010 from 11.5% in 2005-2006. GER for 2010-

2011 has been estimated at 16%

Faculty-wise the figure of enrolment of higher education for the year 2006-2007 &

2010-2011 has been increased in certain streams. These include arts, science,

commerce/management, medicine and agriculture. It has increased 17.88%, 31.68%,

38.89%, 77.82% and 38.33% respectively

Estimated population in 18-23 age group:150 mn with GER of around 15%

4.6 Engineering Education in India

The past two centuries have witnessed tremendous advances in human achievement brought

about by applying fundamental scientific principles to creative invention and design.

Facilitating this process is arguably the primary mission of engineering education. The

ability of engineering education to succeed in this mission requires programs and curricula

that provide students with the foundation necessary to deduce, analyze, design and invent.

This foundation is not static. It evolves to incorporate new scientific discoveries and

technologies.

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The design and inventions are core duties of engineers. However in today‘s environment,

the engineers cannot work in isolation to achieve these goals. They usually are a part of an

organization or a set-up where the individual objectives and organizational goals, which

may be technical, financial or others, have to be aligned. The achievement of these

objectives would frequently require working as part of a team and harmonious working of

the teams becomes a prerequisite for success of the projects and the organizations.

Engineers also have to fulfil their obligations and duties towards society and issues like

safety features and environmental protection become as important in product design as the

basic performance parameters. In fact, in most of the products of the next generation, these

specifications are mandatory.

4.6.1 Present Framework of Engineering Education in India

In line with the current needs, undergraduate programs in engineering must first and

foremost provide the students with a general education with emphasis on providing a solid

foundation in sciences and help them develop analytical and critical thinking skills. In

addition, engineering programs should provide students with the necessary skills, including

core-engineering and soft skills to launch successful technical careers.

Some of the recommendations from AICTE, model curriculum bulletin are reproduced

below

A common first year syllabus with sufficient emphasis on humanities and science

and management studies shall be adopted for all branches of engineering.

Weight age of 15-20% shall be given to non professional (Basic Sciences and

Humanities) subjects and about 10 % to Management Subject.

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Wherever possible, the students should be involved in group discussions on topics of

current trends in Engineering and Technology.

In order to meet the demands of changing trends and emerging areas, a student be

given a choice to choose subjects offered as electives.

The curriculum should transcend traditional instructional modes, embrace novel

methods of teaching and enhance and embellish the learning process to produce

quality engineers for the future.

These recommendations from different countries with different cultures and languages all

emphasize the need for integrating humanities and sciences with engineering curriculum,

bridging the gap with a view to making better engineers who can meet present market needs

and design better products in line with the expectations of society.

4.6.2 Engineering Education: A paradigm shift

Our society faces significant challenges including international competition, the global

environment, an increasingly diverse population, and a rapid growth in information

technologies. Industry, government agencies, and educational institutions all have important

roles in meeting these challenges. Higher education, in general, has the role of providing the

professional preparation for the next generation of business leaders, technical professionals,

government officials, and educators at all levels. Engineering education, in particular, will

have a central role in our increasingly technologically-based society. The education of

engineers must prepare them for the full disciplinary nature of the problems they will face.

Engineering accompanied by significant changes in the challenges offered by the

engineering workplace bring an urgency to the need for broad change in the education of

engineering graduates

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There is a growing realization among engineering education planners that a new vision for

the education of engineers is evolving, a vision based upon the needs of engineering in the

21st century. The philosophy that forms this vision differs from the current more rigid and

more uniform basis of today‘s curricula. This vision welcomes and encourages all motivated

and talented students to become engineers. These students should discover engineering from

the beginning of their academic career and enjoy a nurturing environment.

The new paradigm depicts engineering education as broad and forward looking with a four

tier structure of Core Engineering, Emerging Technologies, Soft Skills & Environmental,

Safety, Social & Global

It describes an engineering education that provides a strong foundation in core engineering

with learning of new technology areas along with development of soft skills and

environmental and social concerns. The future engineering education will therefore:

offer a broad liberal education that provides the diversity and breadth needed for

engineering

offer a broad liberal education that provides the diversity and breadth needed for

engineering

offer a broad liberal education that provides the diversity and breadth needed for

engineering develop the motivation, capability and knowledge base for lifelong

learning.

The courses will include a broad range of concerns: environmental, political and social

issues, international context, historical context, and legal and ethical ramifications of

decisions.

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The overall goal of engineering curricula will be to develop engineering graduates who are

professional contributors and lifelong learners capable of succeeding in the current and

future global, multi-disciplinary markets.

Engineering education will be flexible enough to support the diverse career aspirations and

needs of our students as they‘ll as agile enough to enable rapid transformation in response to

emerging technological and social demands.

Engineering education has evolved over last few centuries to its present form. From domain

specific curriculum, the engineering programs have been becoming more broad based in

response to changing technological, social and market needs. The role of humanities and

sciences in engineering has been gaining more and more importance as the job environment

is becoming more competitive, global and socially responsive. Along with core engineering

knowledge, awareness of emerging technologies, development of soft skills or people skills,

analytical abilities and awareness for environment, safety and professional ethics have

become important ingredients for successful engineering careers. The engineering education

model has therefore evolved from a narrow single track system to a multi dimensional

system with parallel learning paths for core technologies, emerging technologies, soft skills

and environmental and social concerns. The 21st century vision envisages an agile

educational system to provide quick response to changing market and social dynamics.

4.7 Management Education in India

The Government of India has liberalized the business education in 1990s, which has

resulted in a rapid growth of Business Schools offering the programmes both at graduate &

undergraduate levels. Indian B-Schools are almost a replica of US Business education

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particularly in the area of pedagogy, curricula, industry interface & academic research

models, but it is observed that Indian B-Schools are struggling hard to introduce several

adaptations because of differences in the work culture system. That made Indian Business

education to face several issues in the area of academics, development of infrastructure &

financial support. The Govt. of India had also appointed various committees to take a

critical review & the overall growth of Business Education in the country. Owing to the

intense competition at the global level lot of changes are taking place in the industries. In

turn there is a need to make the changes in the Business education system all over the world.

India is no exception to it; but the pace is very slow.

Management education is in great demand especially after the change towards liberalization,

privatization and globalization. India being the part of global linkage in the aftermath of

WTO agreement is becoming a technology driven society. Nearly one lac management

graduates pass out every year in India, providing a tremendous potential to contribute to the

creation of a -knowledge society- There is also a need that our dependence on foreign

literature and techniques should be minimized and management teaching and thinking

should be based upon practical experiences deriving strength from Indian ethos.

Management education need to be made value based, rather than money based. India is

facing a crisis of quality management education. As compared to international standards the

Indian management institutions (with a few exceptions) are far behind. There is a need to

fill this gap. The Changing Scenario; Industry and Academia Interface; Teaching and

Evaluation in Management Education; Developing Competence of Management Teachers:

Management Education and Up gradation of Students Skills; Management Education and

Indian Ethos.

Page | 120

Presently there are more than 3000 management colleges exists across the India and many

among them like Indian Institute of Management (IIM) are counted among the best of the

world. India's entry in the globalization process also acted like a catalyst in this management

education boom. Because of the increasing number of global and Indian multinationals,

trained management graduates are in demand and this demand too actively fuelling the

interest of more number of students every day. In response of this growing demand, private

sector also entered in Indian management scenario and invested a hefty amount for this. A

large number of private management colleges along with government aided management

colleges came into the existence in last decade only.

4.7.1 Structure of Management Education in India

To realize the full potential from the resources devoted to management education, all

management education organizations have to be brought in line with the governance norms

suggested by the Group. There are presently six types of management education

organizations. These are:

1. Indian Institutes of Management (IIMs) set up by the Government of India.

2. University departments of management studies

3. Colleges (government or private) affiliated to universities

4. Private or government institutes approved by the All India Council for Technical

Education (AICTE)

5. Private colleges or institutes not affiliated to any universities nor approved by

AICTE.

6. Private colleges or institutes offering MBA courses in India in collaboration with

foreign universities, where degree/diploma/certificate is awarded by the foreign

university.

Page | 121

Now-a-days, learning has become students centric. Branding has accelerated the

management education. Top B-Schools are continuously changing the contents & delivery

modes. It is equally imperative to Indian B-Schools to strive continuously to make

management education context specific. But the present proliferation of B-Schools raises a

serious question on the quality of management education. Where will this proliferation of

B-Schools leave the country? What will be the quality of managers which are produced by

these B-Schools. This sudden proliferation has led to a considerable decline in the quality of

management education.

The best in India is not the best internationally. The IIMS particularly Ahmedabad, Calcutta,

Bangalore, Luck now consistently have been ranked among the top by almost all surveys.

These B – schools are ranked in India & Asia – Pacific, but when they are compared to

global rankings, they fail to appear in top 100 B – Schools in the ranking surveys of

Business week, Financial times & Forbes

At present no Indian B – School has international accreditation from the Association of

Advanced Collegiate School of Business (AACSB, USA.) or the European quality

improvement system. However, very recently management development institute (MDI),

Gorgon (Delhi) has been accredited by the association of Britain (AMBA) making it the

first B – School to receive an international accreditation.

The key ingredients to be a world class B – School are considered as:

1. Faculty commitment to research and teaching excellence.

2. Committed professional staffs who understand higher education.

3. Quality of students admitted.

Page | 122

4. Financial resources and

5. Leadership of the Deans and Directors.

4.8 Conclusion

As they are in third millennium, India‘s education is undergoing a major transition.

Internationalization, cross cultures, strategic alliances, partnership & mergers are the new

trends in management education. But Compared to US & Japan where do they stand? One

of the important reasons of Japan‘s Climbing to the top ladder of Industrial world is that

they believe in ―developing people before developing products,‖ Indian education has to

think in this direction.

Page | 123

Page | 124

Chapter-V

DATA ANALYSIS

&

FINDINGS

Page | 125

Chapter- V DATA ANALYSIS & FINDINGS

5.1 Introduction

The present chapter is based on the analysis of data and interpretation and discussion of

results. However valid, reliable and adequate the data may be, it does not serve and purpose

unless the data is carefully processed, systematically classified, scientifically analyzed,

properly interpreted and rationally concluded.

After the data had been collected, it is processed tabulated using Microsoft Excel – 2007

Software. The statistical techniques adopted are means, standard deviation, and ANOVA z-

test. SPSS statistical software was used and the results obtained thereby have been analyzed

and interpreted. These have been done on Work-Life Balance of Faculties of Engineering &

Management Institutes. The purpose of the study is to find out how work interferes with

life, factors affecting work – life balance. The purpose of the study was also to find out the

relationship and impact between Level of Stress and Work – Life Balance.

The researcher also intends to find out the differences in the demographic variables namely,

gender, age, education course, location, marital status etc. of an individual.

5.2 Analysis of Factors

The stature of present study is based on Descriptive type of study, so certain factors have

been found out which would provide a base for conduction various analysis & interpreting

Page | 126

results. The following are the factors extracted from the survey done through

questionnaires:

5.2.1 Demographic Factors

5.2.1.1. City

The present research has been conducted in two cities of Maharashtra i.e. Mumbai & Pune.

These two cities were selected, to identify the Level of Stress & Balance in Personal &

Professional life of Faculties.

Table 5.1- Distribution of Sample: City

CITY Frequency Percent

Valid

Percent

Cumulative

Percent

Mumbai 100 50.0 50.0 50.0

Pune 100 50.0 50.0 100.0

Total 200 100.0 100.0

(Source: Researcher’s Analysis)

Above table indicates that out of total sample of 200, there is an equal distribution of

Sample in both Mumbai as well as Pune region. This information is presented using Pie

diagram as shown below:

Page | 127

From the above diagram it is clear that, out of total respondents 50% of them belonged to

Mumbai city and equally remaining 50% belonged to Pune

5.2.1.2 Education Course

The basic objective of the study is to identify the Work-Life Balance of Faculties belonging

to different background i.e. Engineering & Management. These two educational courses

were selected basically to examine the significance of Work-Life Balance with respect to

graduation & post graduation field.

Table 5.2- Distribution of Sample: Educational Course

COURSE Frequency Percent

Valid

Percent

Cumulative

Percent

Engineering 100 50.0 50.0 50.0

Management 100 50.0 50.0 100.0

Total 200 100.0 100.0

(Source: Researcher’s Analysis)

Above table indicates, that out of total sample of 200, there is an equal distribution of

Sample for both educational courses which are engineering & management. This

information is presented using Pie diagram as shown below:

Page | 128

From the above pie-chart, it is clear that of total respondents 50% of them belonged to

Mumbai city and equally remaining 50% belonged to Pune.

5.2.1.3 Gender

Information on demographic factor of gender is collected to study effectiveness of relation

between Gender Work-Life Balance. The classified information according to gender is

presented in the following table:

Table 5.3- Distribution of Sample: Gender

GENDER Frequency Percent

Valid

Percent

Cumulative

Percent

Female 99 49.5 49.5 49.5

Male 101 50.5 50.5 100.0

Total 200 100.0 100.0

(Source: Researcher’s Analysis)

Above table indicates that out of total 200 respondents, 101 are males and remaining 99 are

females. Above information is presented using Pie diagram as shown below:

Page | 129

The above pie-diagram indicates that, out of total sample size of 200, 51% are Males and

49% are Females.

5.2.1.4 Age Group

Information about age of respondent is collected and classified in to three categories.

Respondent of age below 30 years is classified as ‘Young age’, respondent of age 31 to 40

years is considered as ‘Middle age’ and respondents of age above 40 years is classified as

‘Elderly age’ group. Information of classified data is presented in the following table:

Table 5.4: Distribution of Sample: Age group

AGE GROUP Frequency Percent

Valid

Percent

Cumulative

Percent

Young 117 58.5 58.5 100.0

Middle 65 32.5 32.5 41.5

Elderly 18 9.0 9.0 9.0

Total 200 100.0 100.0

(Source: Researcher’s Analysis)

Above table indicate that out of total 200 respondents; maximum respondents are 117 from

‗Young age group‘, 65 respondents from ‗Middle age group‘, and 18 from Elderly age

group. Above information is presented using Pie diagram as shown below:

Page | 130

The above pie-diagram indicates that, out of total sample size of 200, 58% belong to

‗Young age group‘, 33% belong to ‗Middle age group‘ and 9% are from ‗Elderly age

group‘.

5.2.1.5 Marital Status

To understand the variables of Work-Life Balance in a better manner, respondent‘s marital

status is being studied. Information of classified data is presented in the following table:

Table 5.5: Distribution of Sample: Marital Status

MARITAL STATUS Frequency Percent

Valid

Percent

Cumulative

Percent

Married 110 55.0 55.0 55.0

Unmarried 90 45.0 45.0 100.0

Total 200 100.0 100.0

(Source: Researcher’s Analysis)

Above table indicate that out of total 200 respondents; maximum respondents are 110 who

are Married and 90 respondents are Unmarried. Above information is presented using Pie

diagram as shown below:

Page | 131

The above pie-diagram indicates that, out of total sample size of 200, 55% are Married and

45% are Unmarried.

5.2.1.5 Spouse Employment

The Employment of Spouse is studied to understand the impact of Spouse Employment on

the different variables of Work-Life Balance. Information of classified data is presented in

the following table:

Table 5.6: Distribution of Sample: Spouse Employment

SPOUSE

EMPLOYMENT

Frequency Percent

Valid

Percent

Cumulative

Percent

Yes 79 39.5 39.5 15.5

No 31 15.5 15.5 60.5

Not Applicable 90 45.0 45.0 100.0

Total 200 100.0 100.0

(Source: Researcher’s Analysis)

Above table indicate that out of total sample size 200, 97 respondents spouse are Employed,

45 respondents spouse are unemployed and this factor is not applicable for 58 respondents.

Above information is presented using Pie diagram as shown below:

Page | 132

The above pie-diagram indicates that, out of total respondents, 39% spouses are employed,

16% spouses are unemployed & this factor does not apply for 45% of respondents.

5.2.1.6 Monthly Income Group

Information about Monthly Income group of respondent is collected and classified in to four

categories. Respondent with Income group of Rs. 10,001-20,000 are classified as ‗Low

Income group‘, respondent with Income group of Rs. 20,001-30,000 are classified as

‗Middle Income group‘ respondent with Income group of Rs. 30,001-40,000 are classified

as ‗High Income group‘ and respondent with Income group of above Rs. 40,000 are

classified as ‗Very High Income group‘. Information of classified data is presented in the

following table:

(Source: Researcher’s Analysis)

Above table indicate that out of total sample size 200, 84 respondents belong to ‗High

Income group‘, 66 respondents belong to ‗Middle Income group‘, 27 respondents belong to

Table 5.7: Distribution of Sample: Income Group

INCOME GROUP Frequency Percent

Valid

Percent

Cumulative

Percent

Very High

High

27

84

13.5

42.0

13.5

42.0

42.0

53.5

Low 23 11.5 11.5 86.5

Middle 66 33.0 33.0 100.0

Total 200 100.0 100.0

Page | 133

‗Very High Income group‘ and 23 of them belong to ‗Low Income group‘. Above

information is presented using Pie diagram as shown below:

Above diagram indicates that out of total sample size 200, 42% respondents belong to ‗High

Income group‘, 33% respondents belong to ‗Middle Income group‘, 14% respondents

belong to ‗Very High Income group‘ and 11% of them belong to ‗Low Income group‘.

5.2.2 Work related Factors

5.2.2.1 Working days in a week

Number of working days in a week will define the Work-Life balance or imbalance of

faculties of institutes. Information of classified data is presented in the following table:

Table 5.8: Distribution of Sample: Working Days

Frequency Percent Valid

Percent

Cumulative

Percent

Five days 66 33.0 33.0 33.0

Six days 126 63.0 63.0 37.0

Seven days 8 4.0 4.0 100.0

Total 200 100.0 100.0

(Source: Researcher’s Analysis)

Page | 134

Above table indicates that out of total sample size 200, 126 respondents work Six days in a

week, 66 respondents work Five days in a week belong, 8 respondents work Seven days in a

week. Above information is presented using Pie diagram as shown below:

The above pie-diagram indicates that, out of total respondents, 63% faculties work for six

days in a week, 33% faculties work for five days in a week and 4% faculties work for seven

days in a week.

5.2.2.2 Working hours per day

Total number of working hours in a day helps in determining the level of Stress amongst

faculties, the more the number of hours, the more the level of stress and vice-versa.

Information of classified data is presented in the following table:

Page | 135

Table 5.9: Distribution of Sample: Working Hours

Frequency Percent

Valid

Percent

Cumulative

Percent

For 7 to 8 hrs 105 52.5 52.5 3.0

For 8 to 9 hrs 70 35.0 35.0 55.5

For 9 to 10 hrs 11 5.5 5.5 90.5

For 10 to 12 hrs 6 3.0 3.0 96.0

More than 12 hrs 8 4.0 4.0 100.0

Total 200 100.0 100.0

(Source: Researcher’s Analysis)

Above table indicates that out of total sample size 200, 105 respondents work for 7 to 8 hrs,

70 respondents work for 8 to hrs, 11 respondents work for 9 to 10 hrs, 8 respondents work

for more than 12 hrs and 6 respondents work for 10-12 hrs in a day. Above information is

presented using Pie diagram as shown below:

Page | 136

Above pie-diagram depicts, that out of the total sample size, 52% of the respondents work

for 7 to 8 hrs, 35% of the respondents work for 8 to 9 hrs, 6% of the respondents work for 9

to 10 hrs, 4% work for more than 12 hrs and finally 3% work for 10 to 12 hrs.

5.2.2.3 Travelling hours in day

Total number of travelling hours per day is studied to find out the relation between Work-

Life Balance and imbalance for faculties. The classified information according to travelling

hours in a day is presented in the following table:

(Source: Researcher’s Analysis)

The above table indicates that out of the total sample size of 200, 68 respondents travel for

nearly two hours to their work-place, 58 of them travel for nearly one hour, 49 of them

travel for less than half an hour and 25 of them travel for more than 2 hours to their work-

place. Above information is presented using Pie diagram as shown below:

Table 5.10: Distribution of Sample: Travelling hours in day

Frequency Percent

Valid

Percent

Cumulative

Percent

Less than half hr 49 24.5 24.5 24.5

Nearly one hr 58 29.0 29.0 37.0

Nearly two hr 68 34.0 34.0 66.0

More than 2 hrs 25 12.5 12.5 100.0

Total 200 100.0 100.0

Page | 137

The above pie-diagram indicates that, 34% of the total respondents travel for nearly two

hours, 29% travel for nearly one hour, 24% of the respondents travel for less than half an

hour and 13% of them travel for more than two hours.

5.3 Analysis of Variables

For the purpose of research on present study, certain variables have been found out which

would provide a base for conduction various analysis & interpreting results with the help of

factors explained above. The following are the variables drawn from the survey done

through questionnaires:

5.3.1 Work-Life Balance

Work-Life Balance variable helps the respondents to understand the balance between their

personal & professional life.

For the purpose of present study, information of the level of Work-Life Balance was

collected by using Likert scale as a tool for 5 statements given below. Responses given for

each statement were recorded and classified. Information after classification is presented in

the following table:

Page | 138

Table 5.11: Distribution of Sample: Work-Life Balance

Statements 1 2 3 4 5

I can devote sufficient time for household

responsibilities

13 32 51 77 27

I can manage my personal & professional life well 11 42 71 67 9

I often complete my work within stipulated time 8 44 69 66 13

I feel I have sufficient ‗me time‘ 12 42 46 85 15

I feel I am able to manage my family and other

relationships well

11 16 56 90 27

(Source: Researcher’s Analysis)

The responses given were rated in the following manner:

1= Strongly Disagree

2= Disagree

3= Neutral

4= Agree

5= Strongly Agree

After rating the responses, mean and standard deviation of the same were calculated, which

are presented in the following table:

Table 5.12: Descriptive Statistics: Work-Life Balance

N Minimum Maximum Mean Std.

Deviation

WLB Score 200 28.00 92.00 65.62 11.90

Page | 139

Above table indicate that mean score for WLB is 65.62 and standard deviation is 11.9. All 200

respondents are classified into 3 groups according to the level of possessing WLB. Respondents of

score below 53.71 are classified as ‗Low Level‘. Respondents of score between 53.71 and 77.53 are

classified as ‗Medium Level‘. Respondents of score above 77.53 are classified as ‗High Level‘.

The Levels of Stress has been tabulated in the following manner:

Table 5.13: Range of Work-Life Balance

WLB level Frequency Percent

Valid

Percent

Cumulative

Percent

Low 34 17.0 17.0 11.0

Medium 144 72.0 72.0 28.0

High 22 11.0 11.0 100.0

Total 200 100.0 100.0

(Source: Researcher’s Analysis)

5.3.2 Work Provisions

The reason behind choosing this variable was to identify different organizational policies

offered by institutions on WLB. Organizational Policies enhance flexibility in working style

of an employee, thus helping him to promote Work-Life Balance. The more the number of

these provision‘s, the better is Work-Life Balance.

Page | 140

Table 5.14: Distribution of Sample: Work provisions offered by institutes

(Source: Researcher’s Analysis)

For the purpose of this research, information on Organizational Policies was collected by

giving various Work Provisions options that an organization can offer. Responses given for

each statement were recorded and classified. Information after classification is presented in

table:

After recording the responses, mean and standard deviation of the same were calculated,

which are presented in the following table:

Table 5.15: Indicating mean & standard deviation of Work Provisions

N Minimum Maximum Mean Std. Deviation

WLB Score 200 .00 100.00 44.00 27.91

(Source: Researcher’s Analysis)

Work provisions Yes No

Flexible starting time 99 101

Flexible ending time 94 106

Flexible hours in general 105 95

Paid time off 49 151

Job sharing 107 93

Career break/ Sabbatical 74 126

Page | 141

Above table indicate that mean score of Organizational Policies is 44.00 and Standard

Deviation is 27.91. All 200 responses are classified in to three groups. Respondents having

score below .00 are classified into ―Low level‖. Respondents of score between .00 and

100.00 are classified into ―Medium level of Stress‖. Respondents of score above 100.00 are

classified into ―High level of Stress‖. The Organizational Policies provided by the

organizations has been tabulated in the following manner:

Table 5.16- Range of Work Provisions provided

Frequency Percent Valid

Percent

Cumulative

Percent

Low 24 12.0 12.0 27.0

Medium 146 73.0 73.0 15.0

High 30 15.0 15.0 100.0

Total 200 100.0 100.0

(Source: Researcher’s Analysis)

5.3.3 Facilities provided by organizations

Work facilities are nothing but supportive amenities provided by the organizations to

support their employees. These amenities will help the employees to live their professional

life in a smooth manner. Though, these amentites/facilties will not have any impact on

work/life balance but will indirectly reduce the stress level of employees.

For the purpose the study on Work-Life Balance, information on Work Facilities provided

by the institutes was collected by giving various Work Amenities options that an

organization can offer to its employees. Responses given for each statement were recorded

and classified. Information after classification is presented in table:

Page | 142

Table 5.17: Distribution of Sample: Work Facilities offered by institutes

Work Facilities Yes No

Telephone for personal use 99 101

Counseling Services 60 140

Health Programs 73 127

Parenting or Family support programs 95 105

Recreation facilities and choices 87 113

Transportation 91 109

(Source: Researcher’s Analysis)

After recording the responses of Work Facilities, mean and standard deviation of the same

were calculated, which are presented in the following table:

Table 5.18: Indicating mean & standard deviation of Facilities Provision

N Minimum Maximum Mean Std.

Deviation

Facilities

Provision Score

200 .00 100.00 42.08 21.32

(Source: Researcher’s Analysis)

Above table indicates that mean score of Work Facilities is 42.08 and Standard Deviation is

21.32. All 200 responses are classified in to three groups. Respondents having score below

.00 are classified into ―Low level‖. Respondents of score between .00 and 100.00 are

classified into ―Medium level of Stress‖. Respondents of score above 100.00 are classified

Page | 143

into ―High level of Stress‖. The Levels of Work Provisions provided by the organizations

has been tabulated in the following manner:

Table 5.19:- Range of Work Facilities provided

Frequency Percent

Valid

Percent

Cumulative

Percent

Low 47 23.5 23.5 23.5

Medium 109 54.5 54.5 76.5

High 44 22.0 22.0 100.0

Total 200 100.0 100.0

(Source: Researcher’s Analysis)

5.3.4 Aspects hindering balance in WLB

Apart from personal constraints, there are many constraints on Organizational front which

hinder balance in Work and Family Commitments. Many organizational factors such as Up

gradation in Technology, Superiors & Sub-ordinates have a huge impact on maintaining a

balance between professional & personal life.

For the purpose the study on Work-Life Balance, information on aspects hindering balance

in Work & Family commitments provided by the institutes was collected by using Likert

scale as a tool for 4 statements given below. Responses given for each statement were

recorded and classified. Information after classification is presented in table:

Page | 144

Table 5.20:- Distribution of Sample: Factors hindering WLB

Factors hindering WLB 1 2 3 4 5

Negative attitude of management 7 49 59 65 20

Negative attitude of colleagues 9 33 62 64 32

Technology such as laptops/cell

phones

7 44 79 61 9

Travelling away from home 4 42 64 72 18

(Source: Researcher’s Analysis)

The responses given were rated in the following manner:

1= Strongly Disagree

2= Disagree

3= Neutral

4= Agree

5= Strongly Agree

After rating the responses, mean and standard deviation of the same were calculated, which

are presented in the following table:

Page | 145

Table 5.21:-Indicating mean & standard deviation of factors hindering WLB

N Minimum Maximum Mean

Std.

Deviation

Aspects hindering in

WLB

200 35.00 100.00 64.95 11.82

(Source: Researcher’s Analysis)

Above table indicates that mean score of aspects hindering WLB is 64.95 and Standard

Deviation is 11.82. All 200 responses are classified in to three groups. Respondents having

score below 35.00 are classified into ―Low level‖. Respondents of score between 35.00 and

100.00 are classified into ―Medium level of Stress‖. Respondents of score above 100.00 are

classified into ―High level of Stress‖. The Levels of Aspects hindering WLB provided by

the organizations has been tabulated in the following manner:

Table 5.22:- Range of factors hindering WLB

Frequency Percent

Valid

Percent

Cumulative

Percent

Low 26 13.0 13.0 21.0

Medium 152 76.0 76.0 45.0

High 22 11.0 11.0 100.0

Total 200 100.0 100.0

(Source: Researcher’s Analysis)

Page | 146

5.3.6 Organizational Policies

Organizational Policies involves various factors an employer offers to its employees with

regards to overall organizational and individual development. On the basis of the factors

offered, an employee identifies the level of contentment he/she feels regarding their job.

Basically it isn't always easy to measure it, as the definition of satisfaction can be different

for different people. Individual‘s perceptions about their institution can also determine Job

satisfaction thereby enhancing their Work-Life Balance.

For the purpose the study on Work-Life Balance, Employer‘s Contribution provided by the

respondents was collected by using Likert scale as a tool for 12 statements given below.

Responses given for each statement were recorded and classified. Information after

classification is presented in table:

Table 5.23:- Distribution of Sample: Factors indicating Organizational Policies

Organizational Policies 1 2 3 4 5

Work Practices 11 24 47 82 36

Work Environment 16 21 32 75 56

Employee Morale 12 11 72 90 15

Organizational Structure 7 23 39 87 44

Job Responsibilities 14 20 72 72 22

Managing employee-employer

relations

14 22 36 75 53

Page | 147

Regular Meetings 8 14 29 86 63

Remuneration 14 24 32 81 49

Fringe Benefits 19 20 43 91 27

Social Events 37 70 56 24 13

Contribution towards family

welfare

43 83 38 34 2

Overall organization rating 3 5 9 112 71

(Source: Researcher’s Analysis)

The responses given were rated in the following manner:

1= Very Good

2= Good

3= Neutral

4= Poor

5= Very Poor

After rating the responses, mean and standard deviation of the same were calculated, which

are presented in the following table:

Page | 148

Table 5.24:- Indicating mean & standard deviation of factors indicating

Organizational Policies

N Minimum Maximum Mean Std. Deviation

Org. Policies 200 25.00 100.00 68.98 11.94

(Source: Researcher’s Analysis)

Above table indicates that mean score of Employer‘s Contribution is 68.98 and Standard

Deviation is 11.94. All 200 responses are classified in to three groups. Respondents having

score below 25.00 are classified into ―Low level‖. Respondents of score between 25.00 and

100.00 are classified into ―Medium level of Stress‖. Respondents of score above 100.00 are

classified into ―High level of Stress‖. The Levels of Job Satisfaction of an individual has

been tabulated in the following manner:

Table 5.25: Range of factors indicating Organizational Policies

Frequency Percent

Valid

Percent

Cumulative

Percent

Low 33 16.5 16.5 10.0

Medium 147 73.5 73.5 80.0

High 20 10.0 10.0 100.0

Total 200 100.0 100.0

(Source: Researcher’s Analysis)

Page | 149

5.4 Testing of Hypothesis

5.4.1 WLB & Type of Course

H01.1= There is no association between Work-Life Balance and Type of Course

H11.1= There is association between Work-Life Balance and Type of Course

The association between Work Life Balance and the type of course i.e. Engineering and

Management was tested using Chi-square and t-test. The results indicate that null hypothesis

was rejected and the alternative hypothesis was accepted as there was association work –

life balance and Type of Course

Table 5.26: WLB & Educational Course

Level of WLB

COURSE

Total

Engineering Management

Low 33 1 34

Medium 54 90 144

High 13 9 22

Total 100 100 200

(Source: Researcher’s Analysis)

Above table indicates that out of 200 respondents, 34 belong to ‗Low level of WLB‘, 144

respondents belong to ‗Medium level of WLB‘ and remaining 22 respondents belong to

‗High level of WLB‘.

Page | 150

Out of 34 respondents, 33 are from engineering and just a single respondent is from

management. Out of 144 respondents, 54 are from engineering and 90 respondents are from

management. And out of 22 respondents, 13 are from engineering and 9 respondents are

from management.

The above information can be represented using bar diagram as follows:

Results of Chi-square:

Table 5.27: Chi-Square Test: Educational Course

Value Df p-value

Pearson Chi-

Square

39.845a 2 .000

(Source: Researcher’s Analysis)

Page | 151

Above table indicates that, p-value is 0.00 which is less than standard value 0.05. Therefore

chi square test is rejected. Hence, null hypothesis is rejected and alternate hypothesis is

accepted.

Conclusion: There is association between WLB and type of course.

Results of z-test:

Table 5.28: Indicating mean & std. Deviation for Educational Course

COURSE Mean N Standard Deviation

Engineering 62.04 100 14.42

Management 69.20 100 7.15

Total 65.62 200 11.90

(Source: Researcher’s Analysis)

Above table indicates that, mean WLB score for engineering is 62.04 whereas mean WLB

score for management is 69.20.

Using above results, ‗z-test‘ is as follows:

Table 5.29: z-test: Educational Course

Course N Mean SD

SE of

diff of

Mean

Diff

of

Mean

Cal.

z-

value

Table

z-

value

Null

Hypothesis

Engg. 100 62.04 14.42 1.62 -7.16 -4.42 1.96 Rejected

Mgmt. 100 69.2 7.15

(Source: Researcher’s Analysis)

Page | 152

Above table shows that, calculated t- value (4.42) is greater than tabulated t- value (1.96).

Hence, null hypothesis is rejected.

Conclusion: There is significant association between work-life balance and type of course.

5.4.2 WLB & Type of City

H01.2= There is no association between Work-Life Balance and City

H11.2= There is association between Work-Life Balance and City

The association between Work Life Balance and the City i.e. Mumbai and Pune is tested

using Chi-square and t-test. The results indicate that null hypothesis is rejected and the

alternative hypothesis is accepted. Therefore, there is no association work – life balance and

Type of Course

Table 5.30: Levels of WLB: City

Level of WLB

CITY

Total

Mumbai Pune

Low 7 27 34

Medium 78 66 144

High 15 7 22

Total 100 100 200

(Source: Researcher’s Analysis)

Above table indicates that out of 200 respondents, 34 belong to ‗Low level of WLB‘, 144

respondents belong to ‗Medium level of WLB‘ and remaining 22 respondents belong to

‗High level of WLB‘.

Page | 153

Out of 34 respondents, 7 are from Mumbai and 27 are from Pune region. Out of 144

respondents, 78 are from Mumbai and 66 respondents belong to Pune region. And out of 22

respondents, 15 are from Mumbai and 79 respondents are from Pune city.

The above information can be represented using bar diagram as follows:

Results of Chi-square:

Table 5.31: Chi-Square Test: City

Value df p-value

Pearson Chi-Square 15.674a 2 .000

(Source: Researcher’s Analysis)

Above table indicates that, p-value is 0.00 which is less than standard value 0.05. Therefore

chi square test is rejected. Hence, null hypothesis is rejected and alternate hypothesis is

accepted.

Conclusion: There is association between WLB and City.

Page | 154

Results of z-test:

Table 5.32: Indicating mean & std. Deviation for City

CITY Mean N Standard Deviation

Mumbai 68.80 100 8.78

Pune 62.44 100 13.69

Total 65.62 200 11.90

(Source: Researcher’s Analysis)

Above table indicates that, mean WLB score for Mumbai is 68.80 whereas mean WLB

score for management is 62.44.

Using above results, ‗z-test‘ is as follows:

Table 5.33: z-test: City

Course N Mean SD

SE of

diff of

Mean

Diff

of

Mean

Cal

z-

value

Table

z-

value

Null

Hypothesis

Mumbai 100 68.8 8.78 1.64 6.36 3.89 1.96 Rejected

Pune 100 62.44 13.69

(Source: Researcher’s Analysis)

Above table shows that, calculated t- value (3.89) is greater than tabulated t- value (1.96).

Hence, null hypothesis is rejected.

Conclusion: There is significant association between Work-Life Balance & City

Page | 155

5.4.3 WLB & Gender

H01.3= There is no association between Work-Life Balance and Gender

H11.3= There is association between Work-Life Balance and Gender

The association between Work Life Balance and the gender i.e. Male and Female is tested

using Chi-square and z-test. The results indicate that null hypothesis is accepted and the

alternative hypothesis is rejected. Therefore, there is no association between work – life

balance and gender.

Table 5.34: Levels of WLB & Gender

Level of WLB

GENDER

Total

Female Male

Low 21 13 34

Medium 70 74 144

High 8 14 22

Total 100 100 200

(Source: Researcher’s Analysis)

Above table indicates that out of 200 respondents, 34 belong to ‗Low level of WLB‘, 144

respondents belong to ‗Medium level of WLB‘ and remaining 22 respondents belong to

‗High level of WLB‘.

Out of 34 respondents, 21 are Females and 13 are Males. Out of 144 respondents, 70 are

Females and 74 respondents are Males. And out of 22 respondents, 8 are Females and 14

respondents are Males.

Page | 156

The above information can be represented using bar diagram as follows:

Results of Chi-square:

Table 5.35: Chi-Square Test: Gender

Value df p-value

Pearson Chi-Square 3.610a 2 .164

(Source: Researcher’s Analysis)

Above table indicates that, p-value is 0.164 which is greater than standard value 0.05.

Therefore chi square test is accepted. Hence, null hypothesis is accepted and alternate

hypothesis is rejected.

Conclusion: There is no association between WLB and Gender.

Page | 157

5.4.4 WLB & Marital Status

H01.4= There is no association between Work-Life Balance and Marital Status

H11.4= There is association between Work-Life Balance and Marital Status

The association between Work Life Balance and the marital status i.e. Married and

Unmarried is tested using Chi-square and z-test. The results indicate that null hypothesis is

rejected and the alternative hypothesis is accepted. Therefore, there is an association

between work – life balance and marital status.

Table 5.36: Levels of WLB: Marital Status

Level of WLB

MARITAL STATUS

Total

Married Unmarried

Low 32 2 34

Medium 75 69 144

High 3 19 22

Total 100 100 200

(Source: Researcher’s Analysis)

Above table indicates that out of 200 respondents, 34 belong to ‗Low level of WLB‘, 144

respondents belong to ‗Medium level of WLB‘ and remaining 22 respondents belong to

‗High level of WLB‘.

Page | 158

Out of 34 respondents, 32 are Married and 2 are Unmarried. Out of 144 respondents, 75 are

Married and 69 are Unmarried respondents. And out of 22 respondents, 3 are Married and

19 respondents are Unmarried.

The above information can be represented using bar diagram as follows:

Results of Chi-square:

Table 5.37: Chi-Square Test: Marital Status

Value Df p-value

Pearson Chi-

Square 36.724

a 2 .00

(Source: Researcher’s Analysis)

Above table indicates that, p-value is .00 which is less than standard value 0.05. Therefore

chi square test is rejected. Hence, null hypothesis is rejected and alternate hypothesis is

accepted.

Conclusion: There is an association between WLB and Marital Status.

Page | 159

Results of z-test:

Table 5.38: Indicating mean & std. Deviation for Marital Status

MARITAL STATUS Mean N Std. Deviation

Married 61.16 110 12.43

Unmarried 71.06 90 8.56

Total 65.62 200 11.90

(Source: Researcher’s Analysis)

Above table indicates that, mean WLB score for Married respondents is 61.16 whereas

mean WLB score for Unmarried respondents is 71.06.

Using above results, ‗z-test‘ is as follows:

Table 5.38: z-test: Marital Status

Course N Mean SD

SE of

diff of

Mean

Diff

of

Mean

Cal.

z-

value

Table

z-

value

Null

Hypothesis

Married 100 61.16 12.43 1.52 -9.90 -6.53 1.96 Rejected

Unmarried 100 71.06 8.56

(Source: Researcher’s Analysis)

Above table shows that, calculated z- value (6.53) is greater than tabulated z- value (1.96).

Hence, null hypothesis is rejected.

Conclusion: There is significant association between Work-Life Balance and Marital Status

Page | 160

5.5 Pearson’s Correlation

To study correlation of WLB with different variables, Pearson‘s coefficient of correlation is

calculated. Results are presented as following:

The application of correlation is to measure the degree of association between the sets of

metric data (Nargundkar, 2003). The hypothesized facts to the motivation, entry barriers and

sustenance are tested using Pearson‘s correlation analysis. The correlation coefficient

indicated the strength of the association between the variables. The sign + or – can indicate

the direction of the relationship. The values can range from -1 to +1 with +1 indicating a

perfect positive relationship, 0 indicating no relationship and -1 indicating a perfect negative

relationship (Hair et al 2003). This technique is used to test the hypothesis.

Table 5.39: Pearson’s Correlation

WLB

score

Work

Provisions

Score

Facilities

provision

Score

Hindrance

Score

Org.

Policies

score

WLB

Score

Pearson

Correlation 1 0.110 0.057 -.012 .314

**

N 200 200 200 200 200

Work

Provisions

Score

Pearson

Correlation 1 .208

** -.148

* .082

N 200 200 200 200

Facilities

provision

Pearson

Correlation 1 -.040 .039

Page | 161

Score N 200 200 200

Hindrance

Score

Pearson

Correlation 1 -.160

*

N 200 200

Org.

Policies

score

Pearson

Correlation 1

N 200

** Correlation is significant at the 0.01 level (2-tailed).

*Correlation is significant at the 0.05 level (2-tailed)

From the above Pearson‘s Correlation matrix, we get following analysis:

WLB & Work Provisions:

The above table indicates that the coefficient of correlation between WLB and Work

policies score is positive but not significant. Work policies include factors like: Flexible

start/end time, Flexible working hours, Paid time off, Career breaks & Sabbaticals.

Therefore, it is observed that there is an association between the organizational policies and

Work-Life Balance but, it is not significant.

WLB & Facilities Provision:

The correlation matrix table indicates that the coefficient of correlation between WLB and

Facilities provision score is positive but not significant. Various facilities that organizations

provide include factors like: Telephone & Counseling Services, Health Programs, Parenting

& Family support programs, Recreation & Transportation. Therefore, it is observed that

there is an association between the facilities provision and Work-Life Balance to a certain

level but, it is not that significant.

Page | 162

WLB & Hindrance to WLB:

The correlation table indicates that the coefficient of correlation between WLB and

Hindrance to WLB is positive but not significant. Various attributes like Negative attitude

of management & colleagues, Technologies such as Laptops/Cell phones & Travelling can

create obstructions in maintaining Work-Life Balance. Therefore, it is observed that there is

an association between the Hindrances to WLB and Work-Life Balance to a certain level

but, it is not that significant.

Organizational Policies & WLB:

The above correlation table indicates that the coefficient of correlation between WLB and

Organizational Policies is positive and significant. Organizational policies include factors

like Work Practices, Work Environment, Remuneration, Employee Morale, Fringe Benefits,

Organization Structure, Job responsibilities, Employee-Employer relations etc. Therefore, it

is observed that there is an significant association between Employer‘s Contribution and

Work-Life Balance.

Results of Correlation Analysis

1. Coefficient of correlation between WLB & Organizational policies score is positive

but not significant

2. Coefficient of correlation between WLB & Facilities provision score is positive but

not significant

3. Coefficient of correlation between WLB & Hindrance score is positive but not

significant

4. Coefficient of correlation between WLB & Employers contribution score is positive

but not significant

Page | 163

Conclusion: If Employer‘s contribution scores increases, WLB also increases

5.6 Analysis of Variance (ANOVA)

5.6.1 WLB & City

Null Hypothesis: There is no significant difference in mean WLB scores of Mumbai and

Pune cities.

Alternate Hypothesis: There is significant difference in mean WLB scores of Mumbai and

Pune cities

(Source: Researcher’s Analysis)

Above table indicates that p-value is 0.000 which is less than standard value 0.05. Therefore

F-test is rejected.

Conclusion: There is significant difference in mean WLB scores of Mumbai and Pune

cities.

Table 5.40: ANOVA: WLB Score & City

Sum of

Squares

Df Mean Square F-calculated p-value

Between Groups 2022.48 1 2022.48 15.28 .000

Within Groups 26204.64 198 132.34

Total 28227.12 199

Page | 164

5.6.2 City & Work Provisions

Null Hypothesis: There is no significant difference in mean scores of work provisions of

Mumbai and Pune cities.

Alternate Hypothesis: There is significant difference in mean scores of work provisions of

Mumbai and Pune cities.

Table 5.41: ANOVA: Work Provisions Score & City

Sum of

Squares

Df

Mean

Square

F-

calculated

p-value

Between Groups 2450.00 1 2450.00 3.17 .07

Within Groups 152572.22 198 770.56

Total 155022.22 199

(Source: Researcher’s Analysis)

Above table indicate that p-value is 0.070 which is greater than standard value 0.05.

Therefore F-test is accepted.

Conclusion: There is no significant difference in mean scores of organizational policies of

Mumbai and Pune cities.

Page | 165

5.6.3 Facilities Provision & City

Null Hypothesis: There is no significant difference in mean scores of facilities provisions

of Mumbai and Pune cities.

Alternate Hypothesis: There is significant difference in mean scores of facilities provisions

of Mumbai and Pune cities.

Table 5.42: ANOVA: Facilities Provision Score & City

Sum of

Squares

df Mean

Square

F-

calculated

p-value

Between Groups 234.72 1 234.72 .51 .47

Within Groups 90286.11 198 455.99

Total 90520.83 199

(Source: Researcher’s Analysis)

Above table indicate that p-value is 0.47 which is greater than standard value 0.05.

Therefore F-test is accepted.

Conclusion: There is no significant difference in mean scores of Facilities provision of

Mumbai and Pune cities.

Page | 166

5.6.4 Hindrance in WLB & City

Null Hypothesis: There is no significant difference in mean scores of facilities provisions

of Mumbai and Pune cities.

Alternate Hypothesis: There is significant difference in mean scores of facilities provisions

of Mumbai and Pune cities.

Table 5.43: ANOVA: Hindrance in WLB Score & City

Sum of

Squares

Df Mean

Square

F-

calculated

p-value

Between Groups 72.00 1 72.00 .51 .47

Within Groups 27777.50 198 140.29

Total 27849.50 199

(Source: Researcher’s Analysis)

Above table indicate that p-value is 0.47 which is greater than standard value 0.05.

Therefore F-test is accepted.

Conclusion: There is no significant difference in mean scores of Hindrance to WLB of

Mumbai and Pune cities.

Page | 167

5.6.5 Organizational Policies & City

Null Hypothesis: There is no significant difference in mean scores of organizational

policies of Mumbai and Pune cities.

Alternate Hypothesis: There is significant difference in mean scores of facilities provisions

of Mumbai and Pune cities.

Table 5.44 Organizational Policies Score & City

Sum of

Squares

Df Mean

Square

F-

calculated

p-value

Between Groups 12960.50 1 12960.50 166.04 .00

Within Groups 15455.00 198 78.05

Total 28415.50 199

(Source: Researcher’s Analysis)

Above table indicate that p-value is 0.00 which is less than standard value 0.05. Therefore

F-test is rejected.

Conclusion: There is a significant difference in mean scores of Hindrance to WLB of

Mumbai and Pune cities

Page | 168

5.7 Findings of the Study

The association between the level of work-life balance of Engineering and Management

Faculties is significant. It was observed that Management faculties have good Work-Life

Balance, because the mean score of engineering faculties is 62.04 and Management is

69.20. Also, comparing the locations of the respondents, it was found out that, there is

significant association between Work-Life Balance of Faculties belonging to Mumbai &

Pune region. The mean score of faculties of Mumbai city is 68.8 and Faculties of Pune city

is 62.44, hence faculties belonging to Mumbai city have good Work-Life Balance. The

marital status of respondents also has an impact on the level of Work-Life Balance. It was

found out that, there is significant association between Work-Life Balance and Marital

status of respondents. The mean score of married faculties is 61.16 and unmarried faculties

are 71.06, hence faculties who are unmarried are able to manage their personal &

professional.

The study found out that, the coefficient of correlation between Work-Life Balance and

Work policies score is positive but not significant. Work policies include factors like:

Flexible start/end time, Flexible working hours, Paid time off, Career breaks & Sabbaticals.

Therefore, it is observed that there is an association between the organizational policies and

Work-Life Balance but, it is not significant. Telephone & Counseling Services, Health

Programs, Parenting & Family support programs, Recreation & Transportation are the

various Work-facilities provided by the institutions. Therefore, the study revealed that there

is an association between the facilities provision and Work-Life Balance to a certain level

but, it is not that significant.

Page | 169

Various attributes like Negative attitude of management & colleagues, Technologies such as

Laptops/Cell phones & Travelling can create obstructions in maintaining Work-Life

Balance. It was found out that, there is an association between the Hindrances to Work-Life

Balance and Work-Life Balance to a certain level but, it is not that significant. The

coefficient of correlation between Work-Life Balance and Organizational Policies is

positive and significant. Organizational policies include factors like Work Practices, Work

Environment, Remuneration, Employee Morale, Fringe Benefits, Organization Structure,

Job responsibilities, Employee-Employer relations etc. Therefore, it was observed that there

is an significant association between Employer‘s Contribution and Work-Life Balance.

Page | 170

Page | 171

Chapter-VI

SUGGESTIONS

Page | 172

Chapter-VI

SUGGESTIONS & RECOMMENDATIONS

The study reveals that there is no consultation or dialogue between faculties and management

when it comes to provision of any family support programs across the institutes. Hence, it is

advised to the management that a coordinating committee with the representatives of

management and employees should be constituted which itself is a great initiative from

employee‘s point of view. The committee can give broad guidelines to the management in

creating a family friendly and work support environment in their respective departments

which can also become a platform for employees to voice their concerns about work-life

issues.

Institutions need to create counseling services in their respective organizations by appointing

full time counselors who can help employees in balancing their mental and physical rhythm

Sabbaticals & Part-time work arrangements need to be promoted in institutes as Education is

gender unbiased sector. These work life initiatives also offer good opportunity for institutions

to manage their tight salary budgets in periods of tough competition and declining revenues.

Free health checkups, health insurance & exercise facilities are the initiative not only

expected by the employees but they are also the initiatives which will be the critical

influencing factors for employees in making choice of employment. These can be used not

only as work life initiatives but also as good retention tools in times when health care is very

expensive.

Page | 173

It is advised to employees that careful planning and personal effort is important for balance in

work and personal life. Employers can only facilitate work life balance with many schemes

that can attract employees and satisfy their needs but it is employees, who have to plan,

prioritize and schedule their work and life obligations.

Cost effective retention strategies like creating a retention culture in the organization,

ensuring freedom of expression to employees, creating friendly work environment and

instituting competitive reward schemes are a few strategies institutes can be experimented

with in talent retention.

Page | 174

Chapter-VII

CONCLUSION

Page | 175

Chapter-VII

CONCLUSION

The growing diversity of family structures represented in the workforce, including dual-

earner couples, single parents, blended families, employees with elder care responsibilities

and the increasing number or people choosing to live alone, has heightened the relevance of

balancing work and life roles for a substantial segment of employed men and women. These

societal developments have greatly increased the complexities of the interface between work

and life roles especially in case of educational institutions.

Institutions should consider child supervision to be better regulated than employees do. At the

same time, employees‘ expectations of balance in this area are high. It should therefore be

pointed out to employers that more attention could be devoted to this area. Apart from this,

flexible working time is also an area which requires particular attention from management.

The incorporation of Work-Life Balance strategies into annual planning of educational

institutions can, in fact, have positive impact on employee‘s well-being.

Therefore, it is equally important for employees to express their expectations and needs, since

otherwise they cannot expect management or the institutions to resolve matters for them on

their own initiative.

Page | 176

ANNEXURE

Page | 177

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Page | 185

Research on Work-Life Balance

Dear Sir/Madam,

My name is Sneha Paryani and I am M.Phil candidate at Dr. D.Y. Patil University,

Department of Business Management- Belapur (Navi Mumbai). Through this questionnaire, I

wish to collect information on the need for and the perceptions of yours towards work life

balance programs in general and also the existing practices in your organization and its

impact on your personal life.

I would like to invite you to participate in this study. I hope to get your honest and

spontaneous responses to the questionnaire. The feedback that I will get will be used purely

for academic purpose and the confidentiality of the source of information will be maintained.

Thanking you in anticipation,

Sneha .K. Paryani

M.Phil Candidate

Dr. D.Y. Patil University, Department of Business Management

Belapur (Navi Mumbai)

Page | 186

QUESTIONNAIRE FOR FACULTIES

A] Personal Information

1. Name (optional): ______________________________________

2. Age Group

Below 30 years 31 to 40 years Above 40 years

3. Marital Status

Married Unmarried

Others, please specify: ____________________

4. If married, is your spouse employed?

Yes No

5. No. Of children?

Nil One

Two More than two

6. Age group of your children (you can tick more than one and skip the question if not

applicable)

Below 2 yrs Between 2-5 Between 5-10

Between 10-15 Above 15

B] Work related Information

1. What is the nature of your employment?

Full Time

Part-Time

2. Your income group (per month):

Less than Rs. 10,000

Rs. 10,001 – 20,000

Rs. 20,001 – 30,000

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Rs. 30,001 – 40,000

Above Rs. 40,000

3. Your Designation

Lecturer

Asst. Professor

Associate Professor

Professor

Other, please specify______________

4. How long have you been working in this organisation?

Less than 1 year

1-3 years

3-5 years

Above 5 years

5. How many days in a week do you normally work?

Less than 5 days

5 days

6 days

7 days

6. How many hours do you normally work in a day?

7-8 hours

8-9 hours

9-10 hours

10-12 hours

More than 12 hours

7. How many hours in a day do you spend travelling to work?

Less than half an hour

Nearly one hour

Nearly two hours

More than two hours

Page | 188

8. Do you work overtime?

Yes

No

9. If yes, you do overtime because of: (Select only one option)

Too much work to do

Understanding the nature of work

Support colleagues and subordinates

Prefer staying in office rather than home or leisure

Do not want to be the first one to leave

Meetings/Functions

10. Are you paid overtime premium?

Yes

No

C] Information on Work Life Balance

1. Which of the following factors motivate you to work?

Personal Satisfaction

Financial Independence

Single earner in Family

Family Pressure

Others, please specify: _____________________

2. Please mark the most appropriate option indicating Work-Life Balance on the scale of

1-5 for the statements given below. (1=strongly disagree, 2=disagree, 3=neutral,

4=agree, 5=strongly agree)

Statements 1 2 3 4 5

I can devote sufficient time for household responsibilities

I can manage my personal & professional life well

I often complete my work within stipulated time

I feel I have sufficient ‗me time‘

Page | 189

I feel I am able to manage my family and other relationships

well

3. Does your organization provide you with following work provisions?

Statements Yes No

Flexible starting time

Flexible ending time

Flexible hours in general

Paid time off

Job sharing

Career break/ Sabbatical

4. Does your organization provide you with following facilities?

Statements Yes No

Telephone for personal use

Counselling Services

Health Programs

Parenting or Family support programs

Recreation facilities and choices

Transportation

5. Do any of the following hinder you in balancing your work and family commitments?

Statements Strongly

Disagree Disagree Neutral Agree

Strongly

Agree

Negative attitude of management

Negative attitude of colleagues

Technology such as laptops/cell phones

Travelling away from home

Page | 190

6. Do you ever miss out quality time with your family because of work pressure?

Yes

No

7. Have you taken advantage of any of the following policies in your organization?

Maternity/Paternity Leave Policy

Extended Leave/Sabbatical/Career Break (of more than 6 months)

Part time working system

Flexi time system

Job sharing

Others, please specify______________

8. Do you suffer from any stress related diseases due to work pressure?

Hypertension

Blood Pressure

Obesity

Diabetes

Headaches

Others, please specify______________

9. Does your organization encourage the involvement of your family members in work-

achievement reward functions?

Yes

No

10. How do you rate company‘s overall performance in the following areas?

Very

Good Good Neutral Poor

Very

Poor

Work Practices

Work Environment

Employee Morale

Organizational Structure

Job Responsibilities

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Managing employee-employer relations

Regular Meetings

Remuneration

Fringe Benefits

Social Events

Contribution towards family welfare

Overall organization rating

11. Is there any committee making recommendation to the management in your

organization relating to Work Life Balance?

Yes

No

12. If yes, how seriously such recommendations are taken by the higher management?

(Answer only if response to previous question is ‘yes’)

Very Seriously

Seriously

Don‘t know

Lightly

Indifferent

14. Can you offer any other ideas on what would help institutes and its people to develop new

or improved work-life balance practices or arrangements?

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________