WORK LIFE BALANCE

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CHAPTER-I

INTRODUCTION TO THE STUDY

INTRODUCTION INTRODUCTION

The

The proprojecject t aboabout ut “Wo“Work rk LifLife e BalBalancance” e” deadeals ls witwith h any any actactiviivity,ty, whi

which ch taktakes es plaplace ce at at eveevery ry levlevel el of of orgorganianizatzationion, , whiwhich ch seeseeks ks gregreateater r organizational effectiveness through the enhancement of human dignity organizational effectiveness through the enhancement of human dignity and growth.

and growth.

This helps to determine better for themselves what actions, changes This helps to determine better for themselves what actions, changes an

and d imimproprovemvementents s anand d dedesisirarablble e anand d woworkrkabable le in in orordeder r to to acachihieveve e aa balanced work life for the employees.

balanced work life for the employees.

In

In ththis is rarapipid d evevololviving ng woworlrld d EvEvereryonyone e fafaceces s ththe e isissusue e of of titimeme management at one point or another, but as more and more people deal management at one point or another, but as more and more people deal with working at one or more jobs, fighting long commutes, managing a with working at one or more jobs, fighting long commutes, managing a household, attending school or other training, raising one or more children, household, attending school or other training, raising one or more children, re

respsponondiding ng to to inincrcreaeasising ng wowork rk anand d titime me prpresessusureres s of of ththe e shshririnknkiningg workplace, and dealing with aging parents, the days often seem to last long workplace, and dealing with aging parents, the days often seem to last long into the night and vacation and leisure time seem to be consumed with into the night and vacation and leisure time seem to be consumed with issues other than relaxation and personal fulfillment.

issues other than relaxation and personal fulfillment.

It can be difficult to find a balance between our work and personal It can be difficult to find a balance between our work and personal lives sometimes. Whether you’re experiencing the end of a relationship, lives sometimes. Whether you’re experiencing the end of a relationship, the disappointment of plans falling through or conflicts with loved ones, the disappointment of plans falling through or conflicts with loved ones, the urge to allow your emotions to control all aspects of your life can be the urge to allow your emotions to control all aspects of your life can be ov

overerwhwhelelmimingng. . WhWhilile e sosommetetimimes es woworkrkining g cacan n brbrining g sosolalace ce anand d aa

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distraction from problems, other times you simply can’t concentrate. Your distraction from problems, other times you simply can’t concentrate. Your attention just isn’t there.

attention just isn’t there.

It can be difficult to find a balance between our work and personal It can be difficult to find a balance between our work and personal lives sometimes. Whether you’re experiencing the end of a relationship, lives sometimes. Whether you’re experiencing the end of a relationship, the disappointment of plans falling through or conflicts with loved ones, the disappointment of plans falling through or conflicts with loved ones, the urge to allow your emotions to control all aspects of your life can be the urge to allow your emotions to control all aspects of your life can be ov

overerwhwhelelmimingng. . WhWhilile e sosommetetimimes es woworkrkining g cacan n brbrining g sosolalace ce anand d aa distraction from problems, other times you simply can’t concentrate. Your distraction from problems, other times you simply can’t concentrate. Your attention just isn’t there.

attention just isn’t there.

During those times, it is important to remember that you work in During those times, it is important to remember that you work in order to have a good life, not the other way around. It is acceptable to have order to have a good life, not the other way around. It is acceptable to have days where you don’t feel 100% and can’t give your best. On the other days where you don’t feel 100% and can’t give your best. On the other hand, though, it is important not to be so preoccupied with your feelings hand, though, it is important not to be so preoccupied with your feelings that you are unable to come out of them and move forward after a bit of that you are unable to come out of them and move forward after a bit of time has gone by. Fortunately, there are ways that you can help yourself time has gone by. Fortunately, there are ways that you can help yourself balance your emotions and your commitm

balance your emotions and your commitments during hard times.ents during hard times.

Randall. S. Hansen says that how much of your work invading your Randall. S. Hansen says that how much of your work invading your personal life and how much of your personal life is affected by the stress of personal life and how much of your personal life is affected by the stress of

trying to balance all the

trying to balance all the responsresponsibiliibilities in your ties in your life is termed as life is termed as work lifework life balance

balance..

STEPS FOR BETTER BALANCE: STEPS FOR BETTER BALANCE:



 Slow Down:Slow Down: Life is simply too short, so don’t let things pass you inLife is simply too short, so don’t let things pass you in a blur. Take steps to stop and enjoy the things and people around a blur. Take steps to stop and enjoy the things and people around you. Schedule more time between meetings; don’t make plans for you. Schedule more time between meetings; don’t make plans for

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every evening or weekend, and find

every evening or weekend, and find some ways to some ways to distadistance yourself nce yourself from the things that are causing you the most stress.

from the things that are causing you the most stress. 

 Learn to Better Manage Your Tim Avoid Procrastination:Learn to Better Manage Your Tim Avoid Procrastination: For For many people, most of the stress they feel comes from simply being many people, most of the stress they feel comes from simply being disorganized -- and procrastinating. Learn to set more realistic goals disorganized -- and procrastinating. Learn to set more realistic goals and deadlines -- and then stick to them. You’ll find that not only are and deadlines -- and then stick to them. You’ll find that not only are you less stressed, but your work will be better.

you less stressed, but your work will be better. 

 Share the Load:Share the Load: Even though we may sometimes feel we’re theEven though we may sometimes feel we’re the only ones capable of

only ones capable of doing sometdoing something, it’s usually not the hing, it’s usually not the case. Getcase. Get your partner or other family members to help you with all your your partner or other family members to help you with all your personal/family responsibilities. Taking care of the household.

personal/family responsibilities. Taking care of the household. 

 Explore Your Option Get Help:Explore Your Option Get Help: If you are feeling overwhelmedIf you are feeling overwhelmed with your family responsibilities, please get help if you can afford it. with your family responsibilities, please get help if you can afford it. Find a sitter for your children, explore options for aging parents, and Find a sitter for your children, explore options for aging parents, and seek counseling for yourself. In many cases, you have options, but seek counseling for yourself. In many cases, you have options, but you need to take the time to find them.

you need to take the time to find them. 

 Take Charge, Set Priorities:Take Charge, Set Priorities: Sometimes it’s easier for us to allowSometimes it’s easier for us to allow ou

oursrselelveves s to to fefeel el ovovererwhwhelelmemed d rarathther er ththan an tatakiking ng chchararge ge anandd developing a prioritized list of things that need to get done. You developing a prioritized list of things that need to get done. You need to buck the trend. Develop a list. Set priorities. And then enjoy need to buck the trend. Develop a list. Set priorities. And then enjoy the satisfaction of crossing things off your list.

the satisfaction of crossing things off your list. 

 Simplify:Simplify: It seems human nature for just about everyone to take onIt seems human nature for just about everyone to take on too many tasks and responsibilities, to try to do too much, and to too many tasks and responsibilities, to try to do too much, and to ow

own n totoo o mumuchch. . FiFind nd a a waway y to to sisimpmplilify fy youyour r lilifefe. . ChChanange ge yoyour ur lifestyle. Learn to say no to requests for help. Get rid of the clutter lifestyle. Learn to say no to requests for help. Get rid of the clutter and baggage in your house -- and your life.

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FOUNDATIONS OF WORK LIFE: Strong Relationships:

There may be nothing more important to a balanced, fulfilling life than strong relationships. Relationships are how we experience ourselves. These are the mirrors in which we observe ourselves being who we are. Research studies confirm that strong relationships are important to happiness, longevity, and good health.

Meaningful Activities:

When the activities we engage in are meaningful to us, we engage ourselves with passion, energy, and purpose. It's important that we take on roles and responsibilities that feel "worth doing." What is meaningful is unique to each individual, based on purpose and values.

Interesting Activities:

We each have certain unique strengths and competences which set us apart from others. When we engage these strengths in our daily routines we are interested, engaged, and involved. Life feels balanced when our activities are meaningful and interesting.

Values Consistency:

Stress results when we find ourselves in a conflict between what we value and what is asked or expected of us. A person valuing honesty will be racked with stress if placed in a position of being less than fully honest.

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CHAPTER-II

OBJECTIVE OF THE STUDY

 To study about the work life balance of the employees.  To study about their working hours.

 To study about the support from other employees in the organization.

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CHAPTER-III

LIMITATIONS OF THE STUDY

 The study is based on employees self evaluation. So there is a possibility of change in the attitude in relation of the original

attitude.

 The study is restricted to the employees of one company and so the results can be generalized.

 Due to time constraint the sample size is limited to 100.

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CHAPTER-IV

DETERMINANTS OF THE STUDY

FACTORS AFFECTING THE WORK LIFE BALANCE

Work life balance:

Work-life balance is about effectively managing the juggling act between paid work and the other activities that are important to people. It's not about saying that work is wrong or bad, but that work shouldn't completely crowd out the other things that matter to people like time with family, participation in community activities, voluntary work, personal development, leisure and recreation.

Flexible working – an agreed working arrangement that differs from the ‘standard’ working arrangement. Quality flexible work allows employees to meet personal commitments, such as dropping children off at school or working as a volunteer, while at the same time the meeting the needs of the job and the workplace.

Compressed working week - contractual full-time hours are worked during the week but with a variance such as working longer hours over four days instead of a five-day week.

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. 74 Where supervisors enthusiastically support the integration of paid work and other

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

Working arrangements – the employer sets up services to assist employees in managing their busy lives such as arranging for dry-cleaning to be picked up from, and delivered back to, the business address.

Working from Home – the employee works from home either all or part of their working week, whether full or part-time. The employer normally provides technology in the employee’s home (such as a laptops) to allow

the employee to maintain contact with the office and clients.

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CHAPTER –V

COMPANY PROFILE

ABOUT TO THE ORGANISATION

The Burn standard company limited was initially started in the year 1890 by Henry Turner, a British Citizen, Later, it was handed over to burn and company limited of martin group in the year 1973. The management of burn and company limited and Indian Standard wagon company were taken over by the Government of Indian and nationalized in the year 1976, after merging then giving the name Burn standard company limited.

The Burn standard company is a gem of rare brilliance in the crown of Refractory industry. It is an ever- expanding industry having added many dimensions to it. The works of burn standard company are located at Howrah, Burnpur, Jelling ham, Raniganj, Durgapur, Ondal, Gutfabari, Jabalpur, Niwar and Salem. The Salem works of Burn standard company limited was formed in 1890 as a subsidiary of Bharat Bhari Udyog Nigam Ltd., (BBUNL), and its building area cover 3500 square feet. It is one of the largest refractory complexes in India.

Burn standard company limited, Salem is one of public sector under taking companies in India. The company has several units; Salem unit mainly deals with magnetic mines and manufacturing of magnetic bricks. The reason for its location can be attractive to be nearness of magnesite deposited which is the raw material required.

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OBJECTIVE OF THE FIRM

The result oriented marketing plan of Burn standard has established lesion centers to facilities availability of application and other relevant expertise at refractory consumption centers. The trained application engineers of the company are available to the users to provide not only technical advice and installation guidance but also for trouble shooting and cost reduction campaign to optimize refractory consumption towards the objective the company has following Philosophy.

 Market only high quality products

 Follow latest systems and methods to maintain constant quality  Keep unfailing delivery schedules

 Provide complete range of support services.

PROCESS INVOLVED THE FOLLOWING ACTIVITIES:  Drilling

 Blasting

 Spoil removal  Crude collection  Pressing the crude

 Sampling the crude stack

As the entire country rock contains magnesite in thick and thin veins, the entire strata are being blasted and magnesite is recovered.

Mining is done by open cast method. Drilling is carried out both by wagon drills and jack hammers using portable air compressor. The holes are blasted material the magnesite is recovered by hand picking.

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When all the possible magnesite has been picked from such blasted material, the left over spoils are removed using machineries. Spoil removal is done with the help of pay loaders and dumped far away at the spoil bunks using tippers. For mining machineries like loaders. Dozers,

dumpers, compressors and drillers are used.

Dressing is done usually to remove the extraneous impurities sticking to the surface of magnesite by breaking and chipping. Before stacking the material, he workers break the big lumps into smaller lumps and dress them by chipping.

The stracks are then sampled and analysis for grading it as refractory grade and non-refractory grade before dispatching.

Sampling involves tow methods. One method is representative sampling is done from properly sized and stacking material. This gives the true representative of the material for analytical purpose. Random sampling is picking up of pieces randomly from stracks and it gives an apparent idea of the quality on analysis.

The sample after preparing according to standard procedures is analyzed for knowing the chemical composition.

MARKET

 The major customer are:

 Major steel Plants-All sail Steel plants

 Mini Steel plants-Essar Steel, Wheel Axle plants,  GK Alloys, Etc.

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 Ferrous industries- As above

 Copper industries- Hindustan copper limited

 Sterilities industries-Sterilities industries, tuticorin  Zinc industries-Hindustan Zinc

 Glass industries- My sore lamps

 Cement industries- Madras cement. Konoria cement (Karnataka)

 At present the company is exporting our products to countries like Japan, gulf countries, Egypt, Srilanka, Bangladesh and Qatar.

THE MAJOR COMPETITORS  Orissa industries limited

 Tata Refractory

 Bharathi Refractory’s  Mithon ceramics

 SKG Refractories  Sarvesh Refractories

 Associated ceramics limited  Orissa Refractories

“Marketing is Burn standard company is committed to market only high quality produced”

PRODUCT PROFILE

In BSCL they are producing ceramics. The ceramics are used in high temperature places. In this product these are two types.

They are:

 Shaped products and  Unshaped products.

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SHAPED PRODUCTS

A shaped product contains 100 % magnesite, magnesia chrom 10 %, 90 % magnesite graphite. The next process in the shaped products is processing.

 Here the product is shaped according to the requirement of the customer.

 Hydraulic presses are to change the shapes.

UNSHAPED PRODUCTS

This is otherwise called as monolithic product. The three categories in unshaped products is

 Ramming mass  Gunning mass  Patching mass.

TURN OVER

The yearly turn over is 50 cores. They are producing 40 tons per day. Unshaped products production is about 800 tons to 1000 tons per moth.

APPLICATION

The ceramic product is used in:  Steel plants

 Cement industry  Copper smelters  Glass industry.

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ABOUT THE INDUSTRY

In Tamilnadu these are 4 or 5 major industries. But the basic refractory is Dalmia and burn standard company. Mostly these are used in high temperature places, like cement industries and steel plants, i.e., more than 10000c. The raw material are from Orissa and Salem and also the imported to China and Israel.

COMPANY

BSCL is gem of rare brilliance in the crown of the refractory industry. It is sprawled over a picturesque of 1500 acres about 5km away from Salem city. The arson for its location can be attributed to the proximity of magnate deposits which is the raw-material requires. It is one of the largest refractory complexes in the world, processing a wide range of refractory goods. It is engaged in the production of dead burned magnetite, firebricks, metal gold bricks, mag carbon, bulbs, calcium products and unfired bricks. It is an ever-excepting industry having added many dimensions to it. Hendry turner a British citizen incorporated this company in 1890.

PRESENT FACILITY

The present facilities of the command include captive mine of magnesite, largest deposits of the unit, Modern earth moving equipment expansion of state of act technology such as 150 TPD rotary Kiln for Dead Burning Magnesite, 1750 high temperature turned Kiln and high capacity Hydraulic pressure with a latest addition of 2500 tons vacuum Assisted hydraulic press. The activities are guided by vibrant research and development set up to keep pace with rapid changes taking place world wide in the field of refractories.

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BANKERS

United bank of India and bank of India are the bankers to B.S.C.L., if company gets the funds for refractory aspects.

AUDITORS

Chartered accountants, Calcutta were appointed as auditors of the company for the year 1993-94 by the department of company affairs, ministry of law, justice and company affairs on the advice of the Controller and Auditor General of India as per provision of sec, 619(2) of the Companies Act, 1956.

EXPORTS

The current phase of exports consists Magnestic gunning Mass and induction furnace ramming Mass, basic bricks specially Magnestic and Lightly calcined Magnestic power to countries like Japan, Srilanka Egypt, and Bangladesh etc.

MISSION STATEMENT

 Scientific and systematic exploration of mines and judicious management of mineral resources.

 Maintain strict quality control standard.  Eco-friendly mining.

 Continuous up gradation of technology for mining quality control measures and Mineral processing.

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VISION STATEMENT

 Market only high quality product.

 Follow latest systems and method to maintain constant quality.  Keep unfailing delivery schedule support service.

 Provide complete range of support service.

OBJECTIVE OF THE FIRM

The result oriented marketing plan of Burn standard has established lesion centers to facilitate availability of application and other relevant expertise at refractory consumption centers. The trained application engineers of the company are available to the users to provide not only technical advice and installation guidance but also for trouble shooting and cost reduction campaign to optimize refractory consumption towards the objective the company the following philosophy.

 Market only high quality product.

 Follow latest systems and method to maintain constant quality.  Keep unfailing delivery schedule support service.

 Provide complete range of support services.

KINDS OF DEPARTMENT  Purchase departments  Production department  Marketing department  Sales department  Account department  Personnel department 16

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CHAPTER-VI

RESEARCH METHODOLOGY

METHODOLOGY

The data collected from the employees are the primary data. To support the primary data, required particulars have been gathered by referring to reputed magazines, books and websites. The data so collected from both primary and secondary sources have been edited and presented in the appropriate places.

RESEARCH DESIGN:

The researcher has used descriptive research. It is the research on existing present environment and can report that what happens and what is happening. It is used for the purpose of describing the association of the variable.

SAMPLING UNITS:

The sampling units constitute 2 branches of “BURN STANDARD COMPANY LIMITED” branches in Salem district only.

SAMPLE SIZE:

Sample size of 126 employees was chosen in convenience basis to represent the total population.

DATA COLLECTION TOOLS:

 The task of data collection begins after a research problem has been defined and plan chalked out. There are two types of data collection tools to be used.

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PRIMARY DATA:

Primary data are those which are collected a fresh and for the first time and thus happen to be original in character. Primary data are collected through a questionnaire designed for the survey.

INSTRUMENTATION:

The questionnaire was specifically designed for collecting the primary data from the respondents. The questionnaire consisted of 24

structured questions.

STATISTICAL TOOLS:

Data collected through the questionnaire are analyzed and tabulated using SIMPLE PERCENTAGE ANALYSIS.

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CHAPTER-VII

DATA ANALYSIS

DATA ANLAYSIS AND INTERPRETATION OF DATA

In this chapter the information collected with the help of questionnaire are tabulated and analyzed using simple percentage.

SIMPLE PERCENTAGE METHOD:

The ratio are very often expressed as percentage in the calculation of percentage, the figure is taken as base and is represented by 100. The other figure is expressed as ratio of this base. The simple percentage refers to special kinds of ratio. Percentages are used in making comparison between two or more series of data. Percentages are used to compare relative items, the distribution of two or more series of data. Simple average method is one of the statistical tools used to calculate the percentage.

No of respondents

Simple average method = x 100

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TABLE- 7.1

TABLE SHOWING THE GENDER OF THE EMPLOYEES

GENDER NO.OF RESPONDENTS PERCENTAGE

Male 44 44

Female 56 56

Total 100 100

Interpretation:

From the above table we can reveal that female employees are more than the male employees.

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CHART- 7.1

CHART SHOWING THE GENDER OF THE RESPONDENTS

44 56 0 10 20 30 40 50 60 P e r c e n t a g e MALE FEMALE Gender

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TABLE- 7.2

TABLE SHOWING MARITAL STATUS OF THE EMPLOYEES

MARITAL STATUS NO OF RESPONDENTS PERCENTAGE

Married 72 72

Unmarried 28 28

Total 100 100

Interpretation:

From the above table we can reveal that married employees are more than the unmarried employees.

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CHART- 7.2

CHART SHOWING MARITAL STATUS OF THE RESPONDENTS

72 28 0 10 20 30 40 50 60 70 80 P e r c e n t a g e Married Unmarried Marital Status

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TABLE- 7.3

TABLE SHOWING THE EMPLOYEES HAVING CHILDREN

CHILDREN NO OF RESPONDENTS PERCENTAGE

Yes 64 64

No 28 28

Not applicable 8 8

Total 100 100

Interpretation:

From the above table we can reveal that 64% of the employees have children, 28% of the employees don’t have children and for 8% of the employees it’s not applicable.

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CHART- 7.3

CHART SHOWING THE RESPONDENTS HAVING CHILDREN

64 28 8 0 10 20 30 40 50 60 70 P e r c e n t a g e

Yes No Not Applicable

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TABLE- 7.4 TABLE- 7.4

TABLE SHOWING THE FLEXIBLE STARTING TIME TABLE SHOWING THE FLEXIBLE STARTING TIME FLEXIGLE FLEXIGLE STARTING TIME STARTING TIME NO OF NO OF R REESSPPOONNDDEENNTTSS PPEERRCCEENNTTAAGGEE A Aggrreeee 4400 4040 S

Sttrroonnggllyy aaggrreeee 1188 1188 Neutral

Neutral 1515 1515

D

Diissaaggrreeee 1144 1144

S

Sttrroonngglly y DDiissaaggrreeee 1133 1133 T

Toottaall 110000 110000

Interpretation: Interpretation:

From the above table, 18% of employees Strongly Agree and 40% of the From the above table, 18% of employees Strongly Agree and 40% of the employees Agree that their starting time is flexible. 13% of the employees employees Agree that their starting time is flexible. 13% of the employees Strongly Disagree and 14% of the employees Disagree that starting time is Strongly Disagree and 14% of the employees Disagree that starting time is not flexible. The difference in the opinion clearly reveals that majority of not flexible. The difference in the opinion clearly reveals that majority of the employees

the employees agreeagree that they have flexible starting that they have flexible starting time.time.

26 26

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CHART- 7.4 CHART- 7.4

CHART SHOWING THE FLEXIBLE STARTING TIME CHART SHOWING THE FLEXIBLE STARTING TIME

40 40 18 18 15 15 14 14 13 13 0 0 5 5 10 10 15 15 20 20 25 25 30 30 35 35 40 40 P P e e r r c c e e n n t t a a g g e e A

Aggrreee e SSttrroonnggllyy

Agree Agree

N

Neeuutrtraal l DDiissaaggrreee e SSttrroonnggllyy Disagree Disagree Flexible Strating Time

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TABLE- 7.5 TABLE- 7.5

TABLE SHOWING THE FLEXIBLE FINISHING TIME TABLE SHOWING THE FLEXIBLE FINISHING TIME

FLEXIBLE FINISHING FLEXIBLE FINISHING TIME TIME NO OF NO OF R REESSPPOONNDDEENNTTSS PPEERRCCEENNTTAAGGEE A Aggrreeee 4400 4400 S

Sttrroonnggllyy aaggrreeee 2200 2200 Neutral

Neutral 1414 1414

D

Diissaaggrreeee 1166 1166

S

Sttrroonngglly y DDiissaaggrreeee 1100 1100 T

Toottaall 110000 110000

Interpretation: Interpretation:

From the above table, 20% of employees Strongly Agree and 40% From the above table, 20% of employees Strongly Agree and 40% of

of ththe e ememplployoyeeees s AgAgreree e ththat at fifininishshining g titimme e is is flflexexibiblele. . 1010% % of of ththee employees Strongly Disagree and 16% of the employees Disagree that employees Strongly Disagree and 16% of the employees Disagree that finishing time is not flexible. The difference in the opinion clearly reveals finishing time is not flexible. The difference in the opinion clearly reveals that majority of the employees

that majority of the employees agreeagree that they have flexible finishing that they have flexible finishing time.time.

28 28

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CHART- 7.5

CHART SHOWING THE FLEXIBLE FINISHING TIME

40 20 14 16 10 0 5 10 15 20 25 30 35 40 P e r c e n t a g e Agree Strongly Agree

Neutral Disagree Strongly

Disagree Flexible Finishing Time

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TABLE- 7.6

TABLE SHOWING THE FLEXIBLE WORKING HOURS DAILY FLEXIBLE HOURS NO OF RESPONDENTS PERCENTAGE

Agree 42 42 Strongly agree 18 18 Neutral 18 18 Disagree 12 12 Strongly Disagree 10 10 Total 100 100 Interpretation:

From the above table, 18% of employees Strongly Agree and 42% of the employees Agree that they have flexible working hours. 10% of the employees Strongly Disagree and 12% of the employees Disagree that working hours is not flexible. The difference in the opinion clearly reveals that majority of the employees agree that they have flexible working hours.

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CHART- 7.6

CHART SHOWING THE FLEXIBLE WORKING HOURS DAILY

42 18 18 12 10 0 5 10 15 20 25 30 35 40 45 P e r c e n t a g e Agree Strongly Agree

Disagree Flexible Hours

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TABLE- 7.7

TABLE SHOWING THE TIME OFF FOR FAMILY EMERGENCIES

TIME OFF FOR FAMILY EMERGENCIES NO OF RESPONDENTS PERCENTAGE Agree 14 14 Strongly agree 56 56 Neutral 13 13 Disagree 10 10 Strongly Disagree 7 7 Total 100 100 Interpretation:

From the above table, 56% of employees Strongly Agree and 14% of the employees Agree that there is time for family emergencies. 7% of the employees Strongly Disagree and 10% of the employees Disagree that there is no time for family emergencies. The difference in the opinion clearly reveals that majority of the employees strongly agree that they have time for family emergencies.

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CHART- 7.7

CHART SHOWING THE TIME OFF FOR FAMILY EMERGENCIES 14 56 13 10 7 0 10 20 30 40 50 60 P e r c e n t a g e

Agree Strongly Agree Neutral Disagree Strongly Disagree Time off for fam ilies

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TABLE- 7.8

TABLE SHOWING THE REDUCED WORKING HOURS REDUCED WORKING HOURS NO OF RESPONDENTS PERCENTAGE Agree 44 44 Strongly agree 20 20 Neutral 16 16 Disagree 12 12 Strongly Disagree 8 8 Total 100 100 Interpretation:

From the above table, 20% of employees Strongly Agree and 44% of the employees Agree that they have reduced working hours. 8% of the employees Strongly Disagree and 12% of the employees Disagree that they do not have reduced working hours. The difference in the opinion clearly reveals that majority of the employees agree that they have reduced working hours.

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CHART- 7.8

CHART SHOWING THE REDUCED WORKING HOURS

Disagree Reduced working hours

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TABLE- 7.9

TABLE SHOWING THE TIME OFF IN HOLIDAYS TIME OFF IN HOLIDAYS NO OF RESPONDENTS PERCENTAGE Agree 53 53 Strongly agree 20 20 Neutral 14 14 Disagree 9 9 Strongly Disagree 4 4 Total 100 100 Interpretation:

From the above table, 20% of employees Strongly Agree and 53% of the employees Agree that they are satisfied with time off in holidays. 4% of the employees Strongly Disagree and 9% of the employees Disagree that they are not satisfied. The difference in the opinion clearly reveals that majority of the employees agree that they are satisfied with time off in holidays.

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CHART- 7.9

CHART SHOWING THE TIME OFF IN HOLIDAYS

53 20 14 9 4 0 10 20 30 40 50 60 P e r c e n t a g e Agree Strongly Agree

Disagree Time off in holidays

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TABLE- 7.10

TABLE SHOWING THE COMPRESSED WORKING HOURS COMPRESSED WORKING HOURS NO OF RESPONDENTS PERCENTAGE Agree 46 46 Strongly agree 14 14 Neutral 16 16 Disagree 13 13 Strongly Disagree 11 11 Total 100 100 Interpretation:

From the above table, 14% of employees Strongly Agree and 46% of the employees Agree that they have compressed working hours. 11% of the employees Strongly Disagree and 13% of the employees Disagree that they have no compressed working hours. The difference in the opinion clearly reveals that majority of the employees agree that they have compressed working hours.

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CHART- 7.10

CHART SHOWING THE COMPRESSED WORKING HOURS

46 14 16 13 11 0 5 10 15 20 25 30 35 40 45 50 P e r c e n t a g e Agree Strongly Agree

Disagree Compressed working hours

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TABLE- 7.11

TABLE SHOWING THE SUPPORT FROM MANAGERS / SUPERVISORS SUPPORT FROM MANAGERS/SUPREVISORS NO OF RESPONDENTS PERCENTAGE Agree 44 44 Strongly agree 20 20 Neutral 13 13 Disagree 13 13 Strongly Disagree 10 10 Total 100 100 Interpretation:

From the above table, 20% of employees Strongly Agree and 44% of the employees Agree that they have support from managers. 10% of the employees Strongly Disagree and 13% of the employees Disagree that they do not have support. The difference in the opinion clearly reveals that majority of the employees agree that they have support from manager.

(42)

CHART- 7.11

CHART SHOWING THE SUPPORT FROM MANAGERS / SUPERVISORS 44 20 13 13 10 0 5 10 15 20 25 30 35 40 45 P e r c e n t a g e Agree Strongly Agree

Disagree Support from managers/supervisors

(43)

TABLE- 7.12

TABLE SHOWING THE SUPPORT FROM COLLEAGUES SUPPORT FROM COLLEAGUES NO OF RESPONDENTS PERCENTAGE Agree 43 43 Strongly agree 17 17 Neutral 19 19 Disagree 13 13 Strongly Disagree 8 8 Total 100 100 Interpretation:

From the above table, 17% of employees Strongly Agree and 43% of the employees Agree that they have support from colleagues. 8% of the employees Strongly Disagree and 13% of the employees Disagree that they don’t have support. The difference in the opinion clearly reveals that majority of the employees agree that they have support from colleagues.

(44)

CHART- 7.12

CHART SHOWING THE SUPPORT FROM COLLEAGUES

Disagree Support from colleagues

(45)

TABLE- 7.13

TABLE SHOWING SUPPORT FROM TEAM MEMBERS SUPPORT FROM TEAM MEMBERS NO OF RESPONDENTS PERCENTAGE Agree 37 37 Strongly agree 23 23 Neutral 16 16 Disagree 14 14 Strongly Disagree 10 10 Total 100 100 Interpretation:

From the above table, 23% of employees Strongly Agree and 37% of the employees Agree that they have support from team members. 10% of the employees Strongly Disagree and 14% of the employees Disagree that they don’t have support. The difference in the opinion clearly reveals that majority of the employees agree that they have support from team members.

(46)

CHART- 7.13

CHART SHOWING SUPPORT FROM TEAM MEMBERS

Disagree Support from team members

(47)

TABLE- 7.14

TABLE SHOWING ENCOURAGEMENT TO USE PAID LEAVE ENCOURAGEMENT TO USE PAID LEAVE NO OF RESPONDENTS PERCENTAGE Agree 44 44 Strongly agree 18 18 Neutral 16 16 Disagree 12 12 Strongly Disagree 10 10 Total 100 100 Interpretation:

From the above table, 18% of employees Strongly Agree and 44% of the employees Agree that they have encouragement to use paid leave. 10% of the employees Strongly Disagree and 12% of the employees Disagree that they don’t have encouragement. The difference in the opinion clearly reveals that majority of the employees agree that they have encouragement to use paid leave.

(48)

CHART- 7.14

CHART SHOWING ENCOURAGEMENT TO USE PAID LEAVE

44 18 ₁₆ 12 10 0 5 10 15 20 25 30 35 40 45 P e r c e n t a g e Agree Strongly Agree

Disagree Encouragement to use paid leave

(49)

TABLE- 7.15

TABLE SHOWING SEEKING OTHER MEN USING WORK

SEEKING OTHER MEN USING WORK NO OF RESPONDENTS PERCENTAGE Agree 44 44 Strongly Agree 24 24 Neutral 14 14 Disagree 8 8 Strongly disagree 10 10 Total 100 100 Interpretation:

From the above table, 24% of employees Strongly Agree and 44% of the employees Agree that they satisfy seeking other men to work. 10% of the employees Strongly Disagree and 8% of the employees Disagree that they don’t satisfy seeking other men to work. The difference in the opinion clearly reveals that majority of the employees agree that they satisfy seeking other men to work.

(50)

CHART- 7.15

CHART SHOWING SEEKING OTHER MEN USING WORK

Disagree Seeking other men using work

(51)

TABLE- 7.16

TABLE SHOWING THE ALLOWED OVERTIME WORK WITH EXTRA PAY WORKING FROM HOME NO OF RESPONDENTS PERCENTAGE Agree 38 38 Strongly agree 22 22 Neutral 16 16 Disagree 14 14 Strongly disagree 10 10 Total 100 100 Interpretation:

From the above table, 22% of employees Strongly Agree and 38% of the employees Agree that allowed overtime work with extra pay. 10% of the employees Strongly Disagree and 14% of the employees Disagree that they allowed overtime work with extra pay. The difference in the opinion clearly reveals that majority of the employees agree that they allowed overtime work with extra pay.

(52)

CHART- 7.16

CHART SHOWING THE ALLOWED OVERTIME WORK WITH EXTRA PAY 38 22 16 14 10 0 5 10 15 20 25 30 35 40 P e r c e n t a g e Agree Strongly Agree

Disagree Working from home

(53)

TABLE- 7.17

TABLE SHOWING THE COMPANY PAY DOUBLE WAGES IF YOU WORK IN PAID HOLIDAY

TECHNOLOGY SUCH AS LAPTOPS AND MOBILES NO OF RESPONDENTS PERCENTAGE Agree 60 60 Strongly agree 22 22 Neutral 10 10 Disagree 8 8 Strongly disagree - -Total 100 100 Interpretation:

From the above table, 22% of employees Strongly Agree and 60% of the employees Agree that the company pay double wages if you work in paid holiday. 8% of the employees Disagree that the company pay double

wages if you work in paid holiday. The difference in the opinion clearly reveals that majority of the employees agree that the company pay double wages if you work in paid holiday.

(54)

CHART- 7.17

CHART SHOWING THE COMPANY PAY DOUBLE WAGES IF YOU WORK IN PAID HOLIDAY

0 8 10 22 60 0 10 20 30 40 50 60 70

Agree Strongly Agree Neutral Disagree Strongly Disagree Technology laptops & mobiles

P e r c e n t a g e

(55)

TABLE- 7.18

TABLE SHOWING THE COMPANY PERMIT TO ALLOW ANY SPECIALIZED MEN IN A PARTICULAR FIELD TO WORK, IF

YOU ARE NOT ABLE TO DO IT CHILDREN INTO WORK ON OCCASIONS NO OF RESPONDENTS PERCENTAGE Agree 44 44 Strongly agree 19 19 Neutral 17 17 Disagree 10 10 Strongly disagree 8 8 Total 100 100 Interpretation:

From the above table, 19% of employees Strongly Agree and 44% of the employees Agree that the company permit to allow any specialized men in a particular field to work, if you are not able to do it. 8% of the employees Strongly Disagree and 10% of the employees Disagree that the company permit to allow any specialized men in a particular field to work, if you are not able to do it. The difference in the opinion clearly reveals that majority of the employees agree that the company permit to allow any specialized men in a particular field to work, if you are not able to do it.

(56)

CHART- 7.18

CHART SHOWING THE COMPANY PERMIT TO ALLOW ANY SPECIALIZED MEN IN A PARTICULAR FIELD TO WORK, IF YOU ARE

NOT ABLE TO DO IT 45 19 17 10 ₈ 0 5 10 15 20 25 30 35 40 45 P e r c e n t a g e Agree Strongly Agree

Disagree Able to bring children onto work occasions

(57)

TABLE- 7.19

TABLE SHOWING THE COMPANY GIVES JOB ROTATION FOR YOU

LONG WORKING HOURS NO OF RESPONDENTS PERCENTAGE Agree 36 36 Strongly agree 8 8 Neutral 28 28 Disagree 24 24 Strongly disagree 4 4 Total 100 100 Interpretation:

From the above table, 8% of employees strongly agree and 36% of the employees agree that the company gives job rotation. 4% of the employees strongly disagree and 24% of the employees disagree that the company gives job rotation. The difference in the opinion clearly reveals that majority of the employees disagree that the company gives job rotation.

(58)

CHART- 7.19

CHART SHOWING THE COMPANY GIVES JOB ROTATION FOR YOU

Disagree Long working hours

(59)

TABLE- 7.20

TABLE SHOWING COMPULSORY OVER TIME COMPULSORY OVER TIME NO OF RESPONDENTS PERCENTAGE Agree 30 30 Strongly agree 4 4 Neutral 12 12 Disagree 46 46 Strongly disagree 8 8 Total 100 100 Interpretation:

From the above table, 4% of employees Strongly Agree and 30% of the employees Agree towards compulsory over time. 8% of the employees Strongly Disagree and 46% of the employees Disagree towards compulsory over time. The difference in the opinion clearly reveals that majority of the employees disagree towards compulsory over time.

(60)

CHART- 7.20

CHART SHOWING COMPULSORY OVER TIME

30 4 12 46 8 0 5 10 15 20 25 30 35 40 45 50 P e r c e n t a g e

Agree Strongly Agre e Neutral Disagree Strongly

Disagree Compulsory over time

(61)

TABLE- 7.21

TABLE SHOWING WEEKEND WORK

WEEKEND WORK NO OF RESPONDENTS PERCENTAGE Agree 20 20 Strongly agree 14 14 Neutral 19 19 Disagree 41 41 Strongly disagree 6 6 Total 100 100 Interpretation:

From the above table, 14% of employees Strongly Agree and 20% of the employees Agree towards weekend work. 6% of the employees Strongly Disagree and 41% of the employees Disagree towards weekend work. The difference in the opinion clearly reveals that majority of the employees disagree towards weekend work.

(62)

CHART- 7.21

CHART SHOWING WEEKEND WORK

Disagree Weekend work

(63)

TABLE- 7.22

TABLE SHOWING TIMING OF WORK

TIMING OF WORK NO OF RESPONDENTS PERCENTAGE Agree 52 52 Strongly agree 16 16 Neutral 22 22 Disagree 8 8 Strongly disagree 2 2 Total 100 100 Interpretation:

From the above table, 16% of employees Strongly Agree and 52% of the employees Agree timings of work. 2% of the employees Strongly Disagree and 8% of the employees Disagree towards timings of work. The difference in the opinion clearly reveals that majority of the employees agree towards timings of work.

(64)

CHART- 7.22

CHART SHOWING TIMING OF WORK

52 16 22 8 2 0 10 20 30 40 50 60 P e r c e n t a g e

Agree Strongly Agree Neutral Disagree Strongly Disagree Timing of work

(65)

TABLE- 7.23

TABLE SHOWING EMPLOYEES ARE ABLE TO BALANCE THEIR WORK AND FAMILY LIFE

ABLE TO WORK AND BALANCE FAMILY LIFE NO OF RESPONDENTS PERCENTAGE Agree 60 60 Strongly agree 16 16 Neutral 13 13 Disagree 8 8 Strongly disagree 3 3 Total 100 100 Interpretation:

From the above table, 16% of employees Strongly Agree and 60% of the employees Agree that they can able to manage their work and family life. 3% of the employees Strongly Disagree and 8% of the employees Disagree towards it. The difference in the opinion clearly reveals that majority of the employees agree that they can manage their work and family life.

(66)

CHART- 7.23

CHART SHOWING RESPONDENTS ARE ABLE TO BALANCE THEIR WORK AND FAMILY LIFE

60 16 13 8 3 0 10 20 30 40 50 60 P e r c e n t a g e

Agree Strongly Agree Ne utral Disagree Strongly

Disagree Balance their work & family life

(67)

CHAPTER-VIII

FINDINGS AND SUGGESTIONS

FINDINGS

 Majority (56%) of the respondents are female.  Majority (72%) of the respondents are married.  Majority (64%) of the respondents have children.

 Majority (40%) of the respondents agree that they have flexible starting time.

 Majority (40%) of the respondents agree that they have flexible finishing time.

 Majority (42%) of the respondents agree that they flexible working hours.

 Majority (56%) of the respondents strongly agree that they have for family emergencies.

 Majority (44%) of the respondents agree that they have reduced working hours.

 Majority (53%) of the respondents agree that they have a time off in holidays.

 Majority (46%) of the respondents agree that they have compressed working hours.

 Majority (43%) of the respondents agree that they have support form managers.

 Majority (43%) of the respondents agree that they have support from colleagues.

 Majority (37%) of the respondents agree that they have support from team members.

(68)

 Majority (44%) of the respondents agree that they have encouragement to use paid leave.

 Majority (44%) of the respondents agree that they are satisfied with seeking other men at work.

 Majority (38%) of the respondents agree that they satisfy working from home.

 Majority (60%) of the respondents agrees that technology such as laptops and mobiles are useful for their work.

 Majority (45%) of the respondents agree that they are able to bring their children into work on occasions.

 Majority (46%) of the respondents agree that they have long working hours.

 Majority (46%) of the respondents disagree that they don’t have compulsory over time.

 Majority (41%) of the respondents disagree that they don’t have weekend work.

 Majority (52%) of the respondents agree that they have timing of work.

 Majority (60%) of the respondents agree that they can balance their work and family life.

(69)

SUGGESTIONS

 The management can give some recreation facilities to the employees.

 The management can give stable working hours for the employees.

(70)

CHAPTER – IX

CONCLUSION

BURN STANDARD CO, LTD. provides its employees with a good organizational culture and working conditions. This has leaded the employees to feel that they are a part of the family and they look upon the company as their own.

The employees have high working arrangements, flexible working hours; they also have a good support from their managers and their team members. The involvement and commitment of the employees to the company is very high.

The key word is balance. You need to find the right balance that works for you. Celebrate your successes and don’t dwell on your failures.

(71)

CHAPTER – X

BIBLIOGRAPHY

1. Kothari.C.R., [2001] “Research Methodology Methods & Techniques”, 2nd _{Edition, Vishwa Prakasham.}

2. Ashwathapa.K., “Human Resource Management” [Third Edition], Tata Mc Graww Hill Publication Company ltd.,

3. Prasa. L.M., [2001] “Human Resource Management”, Sultan Chand & Sons, Reprint 1998.

4. Tripathy.P.C., [2001] “Human Resource Development” Sultan Chand & Sons, New Delhi.

5. Web Source :

a. www.scribd.com b. www.citehr.com

website : http://burnstandard.com/company.html

(72)

A STUDY ON WORK LIFE BALANCE OF EMPLOYEES IN BURN STANDARD CO., LTD (UNDERTAKEN BY CENTRAL

GOVERNMENT) AT SALEM

QUESTIONNAIRE

I am conducting this study as a part of my curriculum. I kindly request you to fill in the questionnaire completely. I assure you that all information collected will be kept confidential.

1. Gender a) Male b) Female 2. Age 3. Marital status a) Married b) Unmarried 4. Have children

a) Yes b) No c) Not applicable

Working Hours Q.

No Question Agree

Strongly

Agree Neutral Disagree

Strongly Disagree 5. Flexible starting time 6. Flexible Finish time

(73)

Q.

No Question Agree

Strongly

Agree Neutral Disagree

Strongly Disagree 7. Flexible working hours generally 8.

Time off for family emergencies 9. Reduced work hours 10. Time off in holidays 11. Compressed working hours

Support from others Q. No Question Agree Strongly Agree Neutral Disagre e Strongly Disagree 12 . Support from managers/supervisors 13 . Support from colleagues 14 .

Support from team members Q. NO Question Agree Strongly agree Neutral Disagre e Strong disagree 15. Encouragement

to use paid leave

16. Seeking other men use work/family policy Working Arrangement