A

PROJECT

ON
STUDY ON WORK-LIFE BALANCE - NEED AND IMPERATIVES AS AN HR INITIATIVE IN
CANDID BPO SERVICES
Submitted to Maharishi Dayanand University

Rohtak Haryana
In a partial fulfillment of the requirements of the degree of
Masters of Business Administration

Session (2019-21)

Submitted by submitted to
AJAY YADAV Dr Snehlata sangwan
MBA 4RD SEM Assistant professor
ROLL NO. 2005 MDUCPAS

MDU CENTRE FOR

PROFESSINAL & ALLIED
STUDIES
SEC 40 GURUGRAM

1
 CERTIFICATE FROM GUIDE

This is to certify that project title STUDY ON WORK-LIFE BALANCE - NEED AND
IMPERATIVES AS AN HR INITIATIVE IN CANDID BPO SERVICES is the original work of
(AJAY YADAV) student of MBA 4thSemester and has been duly completed her project under
my guidance and supervision up to my satisfactory level. This work has been done in partial
fulfillment of the requirement for the award of the degree of MBA from “MDU Centre for
Professional and Allied Studies” , has not been submitted anywhere in any other university for
the award of any degree.

submitted to

DR Snehlata sagwan
Assistant professor
MDU CPAS

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 ACKNOWLEDGEMENT

It is pleasure to acknowledge many people who knowingly and unwittingly helped, to complete
my project. First of all let me praise god for all the blessings, which carried me through all those
years.

I am particularly indebted toMDU Centre for Professional

andAlliedStudies, which inculcated in me utmost respect for human values
and groomed me up in the field of software technology to take on the
challenges of the competitive world.

I extend my sincere gratitude to all my teachers and guide who made unforgettable contribution.
Due to their sincere efforts I was able to excel in the work entrusted upon me.

Last but not the least; I am grateful to my parents, my sister, my brother, my friends and all well
wishers for their moral support and encouragement during the entire period of time.

Name: AJAY YADAV submitted to

DR Snehlata sagwan
Assistant professor
MDU CPAS
Enrollment No. :2005

Course : MBA

(Signature of Student)

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 ABSTRACT

There is a developing readiness in today's workplaces that employees don't surrender their lives
only on the grounds that they work. Work and life remain the two most paramount areas in the
life of a utilized single person.

Nonetheless, the test of adjusting work and non-work requests is one of today's focal
attentiveness toward both people and organizations. With the developing differences of family
structures spoke to in today's workforce, especially with the developing standard of double
profession families, the imperativeness of dealing with an employee's work-life balance have
expanded notably in the course of recent years.

Managements understand that the nature of an employee's close to home and family life effects
work quality and that there are solid business motivations to advertise work and non-work
coordination.

In this project, we battle that helping employees to accomplish a work-life balance ought to turn
into a basic piece of HR policy and procedure in the event that it is to genuinely get the best from
the organization's kin without abandoning them unsatisfied, worn out and unfulfilled.

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 TABLE OF CONTENTS

Ch. No Topics Page

Abstract
1 Introduction
2 Literature Review
3 Company Profile
4 Research methodology
5 Data Analysis
6 Findings, Suggestions and Conclusion
References
Appendix – Questionnaire

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 CHAPTER I
INTRODUCTION

SCOPE OF THESTUDY

The study covers the various aspects in employee work life Balance and measured increase in
productivity accountability, commitment better team work and communication improved morale,
less negative organizational stress.

PROBLEMSTATEMENT:

Lack of work flexibility, high work pressure and longer working hours are stressing out many
BPO industry workers, reducing their job performance and productivity as well as causing
broken homes. In the community, there is growing concern that the quality of home and work
life is deteriorating. These have resulted to poor employee input and performance at their job
place, because an employee, who finds it difficult to properly balance his or her family life, tends
to also have difficulties managing tasks at his or her workplace, therefore resulting in poor
employee performance.

Moreover, there is a view, widely promoted by some management professionals but not strongly
supported by sound empirical evidence, that workers are less willing to display unlimited
commitment to the organization. One reason offered for this 22288888is the changing nature of
the psychological contract at work; turbulence in organizations has made it less feasible to offer
secure progressive careers and therefore to justify why workers should be committed.

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Company profile
CANDID BPO provides specialized end to end solutions in the Acquisitions and Marketing
Services for Telecom / Real Estate and Finance Sector. We offer Outbound, Inbound, Lead
Generation, Lead fulfilment, Documentation – Pick up & scrutiny, Backoffice management,
Audit (specialized on filed audit) at a very competitive cost with highest quality guaranteed.

Qualified Workforce

Stringent recruitment process and continoustraning of our employees ensure that you always
have qualified workforce at your disposal.

Easy Scalibility

Whether you need five workstation for your business process or fifty, we assure that the
scalibility will be easy and smooth for your business needs.

Quality Service

At CANDID quality is given the highest prority. Our quality control process enables us to
provide quality service to our customer. We beleive that a Happy Customer = Repeat Business.
LEAD MANAGEMENT

We specialised in lead generation and lead fulfilment using different channels for acquition of
quality leads for your business.

Wouldn‘t it be nice if every person you talked to was an ideal candidate for your product or
service? Imagine a world where interested consumers came to you – and you knew exactly what

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they wanted, how they got there, and that to win them over, all you had to do was provide the
right information faster than your competition.

While that sort of sales utopia may always remain a dream, modern technology is helping to
streamline the overall sales experience. Lead management is one such feature helping businesses
track and optimize the entire sales process. If you‘re new to sales or marketing, you might not be
familiar with the concept. Below, we explain how it works and why your business needs it.
What is Lead Management?

Lead management is the process of tracking and managing prospective customers. Sometimes
referred to as customer acquisition management or contact management, it generally
encompasses the following processes:

 Lead generation: Businesses create consumer interest and inquiry into productsor
services through a range of marketing tactics. These often include blog posts,
advertisements, white papers, social media, events, and PRcampaigns.

 Customer inquiry and capture: Consumers of marketing respond with interest andtheir
data is recorded. This creates a saleslead.

Filtering, grading, distribution, and contact: Leads are sorted by the validity of the request,
prioritized based on likelihood of becoming a customer, and then dispersed to sales reps to be
contacted. Depending on the size of your marketing program, a lot of work can go into defining
how to accurately categorize and sort individual leads.

Lead nurturing: Leads are sorted by contacted or uncontacted and scheduled for follow-up
processes. They may be put into drip-marketing campaigns, or followed-up with on the phone by
a company rep.

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If the process ends with a sale, the lead has successfully traveled down the sales funnel and
emerged as a customer. But the work doesn‘t end there.

Lead management becomes more complex as companies scale – managing 200 leads is a lot
different than managing 2,000 or 20,000 or even 200,000. And when those leads turn into
customers, businesses must continue to nurture those relationships. In short, follow up is critical
to maintaining high levels of customer satisfaction and sales efficiency.
Lead vs. Customer

Lead management is often mentioned as a feature when discussing customer relationship

management (CRM), so it‘s sometimes difficult to figure out the difference between the terms.
Here‘s a breakdown:

 Prospect: person in your target demographic andmarket

 Lead: person in your target demographic and market, who wants to learn moreabout
solutions youoffer
 Customer: a person who‘s purchased yoursolution

Although this seems clear, even a straight forward process can become complex as your business
begins to produce a variety of sales opportunities. Lead management makes your sales team
more effective by creating a pool of interested consumers and then filtering out the unqualified
leads.

After all, it‘s more efficient for a sales rep to call 10 qualified leads than 30 unqualified ones.
Why You Need Lead Management

The process of managing leads helps businesses understand which tactics are bringing in the best
leads, so you can optimize your sales strategy to be both effective and efficient. Additionally,
since lead management documents a person‘s full history of interactions and experiences with
your company, you can analyze exactly how a person was converted from a prospect, to a lead,
to acustomer.

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Besides the marketing benefits, it can have a huge impact on the bottom line. As you can see in
the infographic below, up to half of all leads will go with the first vendor that responds:
How lead management helps businesses

To successfully manage these sales funnels, automated databases are becoming more and more
popular. The sales process should integrate with lead management seamlessly, which is why
more and more CRM software is offering these features. Automating the sales process means
calls, demos, and meetings — and even revenue — aren‘t falling through thecracks.

Lead management is the backbone of a successful sales operation. Without effective leads,
there‘s no need for a CRM or even a sales team in the first place. This concept covers the first
step in the sales cycle to create qualified opportunities, and ultimately, satisfiedcustomers.

IN-BOUND / OUTBOUND CALL

Our in-bound and outbound teams are well trained in telephonic etiquitte and are assigned for
work after thorough training.

Inbound and outbound customer service provide various forms of support to your customers by
telephone. Inbound customer service is the traditional approach to telephone-based customer
service. Here, the customer calls your company with a service request or an inquiry. Outbound
customer service represents a more proactive approach. An agent from your call center contacts
customers to follow up on a service issue or to notify customers of new products or policy
changes.

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Inbound Service

An inbound customer service facility works best when it provides customers with a single point
of contact for all their service questions. Customers ring a single number to order products, make
a payment, register a purchase or obtain product information. They can also place a support
request or make an inquiry about a product. The agents handling the incoming calls must have
the product and technical knowledge to deal with the call personally or, if necessary, transfer the
call to a specialist. Customers appreciate the convenience of a single point of contact, provided
they receive an appropriateresponse.
Service Standards

Maintaining a consistent standard of service at all times can prove costly. The call center must
have enough agents on duty to answer calls quickly and minimize waiting times for customers.
However, incoming call volumes vary throughout the day. Waiting times may increase at peak
times, while agents may be underused during quieter times. Call-center managers therefore aim
to match staffing levels with call volumes to maintain prompt, convenient service and control
staffcosts.

Outbound Service

Outbound customer service provides two important benefits. Managers can make greater use of
agents during quiet periods, improving productivity further. Outbound calls can also strengthen
customer relationships by increasing contact and improving the quality of customer experience.
A welcome call to a new customer, for example, reinforces the relationship and provides an
opportunity to offer additional products or services. Calling a customer for feedback after a
service visit demonstrates that you are concerned about the quality ofservice.

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DOCUMENTATION & AUDIT

At CANDID we undertake document pick-up from your lead / customer and an un-baised
scrutiny of the documents.

BACKOFFICE MANAGEMENT

CANDID offers back office management to handle various business process related to your
business whether simple or complex.

In an environment of constant change, ever more demanding and competitive, private and public
organizations have to maximize their agility and their level of performance by refocusing on
their coreexpertise.

In this context, the necessary changes to optimize customer relations management can be
entrusted to a partner who is an outsourcing expert. CANDID undertakes to improve your
operational and financial performance thanks to the systematization of your customer relations
processes.
Features

CANDID offers you the most suitable solutions to perform the daily management activities in
your customer contracts lifecycle:

 Handling business processes, whether simple orcomplex

 Services provided from our own skill centers or on yoursite
 Operations carried out directly on your own departmental systems or usingapplications
which are implemented and hosted byCANDID

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Customer benefits

 Improve customer satisfaction by developing a responsive and efficientinterface

 Guarantee excellence in processing, in terms of quality, security and continuity of
service, to yourcustomers
 Benefit from new processing methods for complex documents (mixed formats, non-
standard, including handwritten andmultilingual)
 Gain more flexibility for your highly-seasonalactivities
 Convert fixed costs into variable costs. Reduce overall costs by automating tasks and by
sharingresources
 Free yourself up from investments which have to chase market and technology
developments
 Benefit from the best organizational practices and real-time traceability to control your
outsourcedactivities
 Redeploy your resources internally to focus on your strategicactivities

WHAT IS WORK LIFEBALANCE?

Do we live to work or we work to live? Research has shown that work and home (or family) are
the two most important domains in the life of an employed individual (Kofodimos, 1993; Lewis
and Copper, 1995; Greenhaus, Collins and Shaw, 2003). While some may argue that we realise
ourselves through work – being able to self-actualise – attaining unto the very zenith of our
chosen career, a truly all encompassing self actualisation however, will integrate both our work
and life (family, personal life, community service). When an individual is thus employed in an
organisation, he does not give up his life in exchange for work rather he attempts to maintain a
balance between them. This balance is necessary for a healthy life.

For many employees, the day is not over when they go home. Often, a second day of work starts
at home (Vlems, 2005) and for most working mothers, they come home to the second shift
(assuming the inescapable role of a wife and a mother). The challenge of balancing work and
family (non-work) demands is one of today‟s central concerns for both individuals and
organisations (Valcour, 2007). People who have better balance have a greater job satisfaction
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 and perform better in theirposition.

They have a bigger loyalty and a higher level of trust (Vlems, 2005). In many of today‟s
workplaces, employers are cutting cost mainly through lay-offs and are placing more demands
on the lean staff left behind. The excuse is to stay afloat in the wake of a global economic
recession. The implication however, is that the more time and energy employees give to work,
the less they have to give to the other important aspects of their lives, thus creating a work-life
balance problem with its attendant negative consequences for both the employee and the
organisation.Inthispaper,wecontendthatassistingemployeestoachieveawork-lifebalance

should become a critical part of HR policy and strategy if it is to truly get the best from the
organisation‘s people without leaving them unsatisfied, burnt-out and unfulfilled.

When an individual maintains a balance between his personal and professional life, the
phenomenon is called Work-Life Balance. This expression holds worth a lot because it is very
important to have a balance between personal and professional life. Work life balance is at the
forefront of the world of work. Kaizen, the Japanese philosophy for continuous improvement,
along with the role of information technology (IT) helps and guides the management people, to
get the maximum output with the help of available resources.

The balance between personal and professional life vary from person to person and the
organization where he or she is working. When an individual does not maintain a balance and
works too much in the organizational setting, this may cause him some medical, psychological
and behavioral consequences, as a result his or her productivity will also be low. Studies have
shown that work life stress is harmful to the employees. Late sitting and working too much can
cause imbalance in an individual's personal and professional life; however there are some
techniques to manage the work life stress e.g. time management, task management, relaxation,
flexible working hours, working from home and exercise etc. Work life balance improves
individual's health, job satisfaction, commitment, involvement and reduces absenteeism and
presenteeism (state of physical presence but not productive). Despite of the progress in the
betterment of maintaining work life balance, there is still more to be done.

One important factor is the degree to which work life balance are generally applicable across the
whole hierarchy of the organization. Those lower down the organizational hierarchy are some

15
times not entitled for some benefits or uninformed about relevant company policies. Work life
balance can assist employers and employee to be healthy and productive in their personal and
professional life.

"Balance is not better time management, but better boundary management. Balance means
making choices and enjoying those choices." - Betsy Jacobson.

For some people spending more time in the organization is more important than the time they
spend at home. However, there are people who give priority to the personal and family life. In

this technological era, some organizations also offer flexible working hours. One can carry
laptop, PDA, black berry and is connected with suppliers, venders through internet 24 hours a
day. The moment he gets any query, he responds to it. There are some work-alcoholics who take
their laptops and PDAs to the vacation and face the annoyance of their wives while checking the
emails.

People are more interested in looking for a job that gives them flexibility at work. Necessary
arrangements for work life balance are required by all workers at different times in their lives
because balance is instrumental in quality initiatives by preparing an individual to deal with the
change. An individual can give his best only in a conducive environment e.g. students want to
study and work at the same time; parents want to have time with their children and the older
worker approaching retirement to have the opportunity to stay in the workforce on reduced
hours. Mostly the employers and the employees agree that organizational objectives are more
important, so it is the obligation of the employer to help people in work lifebalance.

Work life balance in today’s world

A lot of people face the problem of balancing work and family life. Many multinational
companies remain open for 24hrs. Employees need to work in shifts. Day shift and night shift.
Night shift employees feel hard to cope up with family life and health. This in turn leads to
divorces and bad health. Many Mothers feel difficult to continue work after delivery because her
home becomes her first priority. She may be a very good worker but she quits to look after her
new born and family. Many Corporates have come up with the option of Flexi time and work
from home opportunity to tap theses employees. Personal demands such as visiting school for
report card or hospital or any emergency requires attention. In that case the employee need to
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take take leave and remains absent from work. Companies have introduced flexi timings for
working so that an individual employee can complete his scheduled work by coming to office
any time. This lessens the burden of reaching office on time when personal life needs more
attention. Yahoo India allows employees to work Flexitime.

Working from home is also adopted to balance work and personal life. Companies don't want to
get away with hard working and result oriented employees so many companies have introduced

work from home opportunities where an employee can work from home. There is no stress of
visiting office on time. Here an employee can adjust time to devote for work and family. Giving
an employee option to work from home helps the employer in adjusting work from a small office
and managing a big workforce.

Companies give training sessions to employees so that they are more productive. Various
seminars are organized. They call the family members of employee so that they too cooperate
with the employee in balancing work and home. When a company gives an employee an option
of balancing his work and personal life it increases retention and lowers the turnover rate.

There are few negative side effects of allowing an employee to work from home or practice flexi
timings -

1. A productive employee turnsunproductive.

2. Takes work forgranted.
3. Does not completes work ontime.
4. Gives more stress to personal life and personaldemands.

A company needs to keep an eye on each and every employee so that the productivity is not
reduced. An Employer takes measures to retain his employees and increase performance. Work
life balance is a good measure taken by companies. An employee should fit in it and try to get
maximum benefits.

Let's take a look at a few tips that you may find useful:
 Visualize your ideal life - dare to dream and write down the top ten things you want to

accomplish on your "lifelist."

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  Turn off the television - studies show that it creates depression. It is a passive activity that
won't give youenergy. 
 Limit Internet time - set better boundaries so that technology does not rule yourlife. 
 Pursue your passion persistently - own it and be disciplined in achieving what you truly
desire out oflife. 
 Keep a journal - it will help you on a regular basis to stay focused on what is important to
you.
 Every weekend set a goal of doing one funactivity. 
 Define your daily exercise time - what works best for you, 30 minutes in the morning,
afternoon orevening?
 Go to bed a half hour early and get up a half hour early - this allows you to carve out
additional personaltime. 
 When confronted with a choice, ask yourself: What's the cost? Will this add to my life or
create morestress?
 Let go of people and things that are holding you back (ie. clutter, negativity, clothing,
luxury items, toys,etc.)
 Prune any activities that are not productive ornon-priorities. 
 Say three gratitudes each night - when you do this you will realize that you are too
blessed tostress.
 Reprioritize: What are your top 10 priorities for this year? Rank them in terms of highest,
high andlow.
 Every weekend make it a goal to call two friends - you won't have any regrets about
building up theserelationships.
 Turn every occasion in your life into a positive - even negative experiences are seen as
"What can I learn fromthis?"
 Live simply, expect less and give more. 

After reading this article, answer these questions. I need to:

 Startdoing…
 Stopdoing…
 Continuedoing…

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  Domore…
 Doless…
 Dodifferently…

Many people today are too busy making a living that they don't have time to make a life. You
can not expect to continue down the same path and get the authentic changes you really want in
your life. Where you go in life is up to you? Where you go with your work/life balance should be
by choice not chance. I will leave you with this one parting thought that I want you to answer for
yourself: How will I know if this year is a total success forme?

EMPLOYEE WORK LIFE BALANCE IN CANDID BPO

To achieve the above objectives and to facilitate HRD the following process mechanisms or sub
systems are used:
1. Performanceappraisal
2. Potential appraisal anddevelopment
3. Feedback and performancecoaching
4. Career planning anddevelopment
5. Inductiontraining
6. Training
7. Job rotation
8. Organizationaldevelopment
9. Rewards
10. Qualitycircles
11. Employee welfare and quality of work life(QWL)

All these process mechanisms are linked with the corporate plans, particularly with
human resource planning (Man power planning)

THE CONTRIBUTION OF THESE SUBSYSTEMS TO HRD GOALS

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 Each of these sub-systems or mechanisms or instruments contributes to the
achievement of overall HRD goals. Performance appraisal focuses primarily on helping the
individual to develop his/her present role capabilities and to assume more responsibility for that
role. Potential appraisal focuses primarily on identifying the employee‘s future likely roles
within the organization. The training is the means of developing the individual‘s personal
effectiveness or developing the individual‘s ability to perform his/her job role or future job roles.
Training also can strengthen interpersonal relationships (through training in communications,
conflict resolution, problem solving, transactional analysis, etc.) and increases team work and
collaboration.

COMPENSATION

1. GENERAL MEANING OFCOMPENSATION:

Compensation is the remuneration received by an employee in return for his/her contribution to
the organization. It is an organized practice that involves balancing the work-employee relation
by providing monetary and non-monetary benefits to employees.

Compensation is an integral part of human resource management which helps in motivating the
employees and improving organizational effectiveness.
2. IMPORTANCE OFCOMPENSATION:
Labour therefore expects to have fair share in the business/production process. Therefore a fair
compensation system is a must for every business organization. The fair compensation system
will help in the following:
 An ideal compensation system will have positive impact on the efficiency and results
produced by employees. It will encourage the employees to perform better and achieve
the standardsfixed.
 It will enhance the process of job evaluation. It will also help in setting up an ideal job
evaluation and the set standards would be more realistic andachievable.
 Such a system should be well defined and uniform. It will be apply to all the levels of the
organization as a generalsystem.
 The system should be simple and flexible so that every employee would be able to
compute his own compensationreceivable.

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  It should be easy to implement, should not result in exploitation ofworkers.
 It will raise the morale, efficiency and cooperation among the workers. It, being just and
fair would provide satisfaction to theworkers.
 Such system would help management in complying with the various laboracts.
 Such system should also solve disputes between the employee union andmanagement.
 The system should follow the management principle of equalpay.
 It should motivate and encouragement those who perform better and should provide
opportunities for those who wish toexcel.
 Sound Compensation/Reward System brings peace in the relationship of employer and
employees.
 It aims at creating a healthy competition among them and encourages employees to work
hard andefficiently.
 The system provides growth and advancement opportunities to the deservingemployees.
 The perfect compensation system provides platform for happy and satisfied workforce.
This minimizes the labour turnover. The organization enjoys thestability.
 The organization is able to retain the best talent by providing them adequate
compensation thereby stopping them from switching over to anotherjob.
 The business organization can think of expansion and growth if it has the support of
skillful, talented and happyworkforce.
 The sound compensation system is hallmark of organization‘s success and prosperity.
The success and stability of organization is measured with pay-package it provides to its
employees.

Components of compensation system

Compensation systems are designed keeping in minds the strategic goals and business objectives.
Compensation system is designed on the basis of certain factors after analyzing the job work and
responsibilities. Components of a compensation system are as follows:

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 Types of Compensation
 DirectCompensation
 IndirectCompensation

DIRECT COMPENSATION

Direct compensation refers to monetary benefits offered and provided to employees in return of
the services they provide to the organization. The monetary benefits include basic salary, house
rent allowance, conveyance, leave travel allowance, medical reimbursements, special
allowances, bonus, Pf/Gratuity, etc. They are given at a regular interval at a definitetime.

Compensation provided to employees can direct in the form of monetary benefits

and/or indirect in the form of non-monetary benefits known as perks, time off, etc.
Compensation does not include only salary but it is the sum total of all rewards and allowances
provided to the employees in return for their services. If the compensation offered is effectively
managed, it contributes to high organizationalproductivity.

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House Rent Allowance
Organizations either provide accommodations to its employees who are from different state or
country or they provide house rent allowances to its employees. This is done to provide them
social security and motivate them to work.

Basic Salary
Salary is the amount received by the employee in lieu of the work done by him/her for a
certain period say a day, a week, a month, etc. It is the money an employee receives from his/her
employer by rendering his/her services.
Conveyance
Organizations provide for cab facilities to their employees. Few organizations also provide
vehicles and petrol allowances to their employees to motivate them.

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Leave Travel Allowance
These allowances are provided to retain the best talent in the organization. The employees are
given allowances to visit any place they wish with their families. The allowances are scaledas
per the position of employee in theorganization.

Medical reimbursement
Organizations also look after the health conditions of their employees. The employees are
provided with medi-claims for them and their family members. These medi-claims include
health-insurances and treatment bills reimbursements.

Bonus
Bonus is paid to the employees during festive seasons to motivate them and provide them the
social security. The bonus amount usually amounts to one month‘s salary of the employee.

Special Allowance
Special allowance such as overtime, mobile allowances, meals, commissions, travel expenses,
reduced interest loans; insurance, club memberships, etc are provided to employees toprovide
them social security and motivate them which improve the organizationalproductivity.

Indirect compensation refers to non-monetary benefits offered and provided to employees in lieu
of the services provided by them to the organization. They include Leave Policy, Overtime
Policy, Car policy, Hospitalization, Insurance, Leave travel Assistance Limits, Retirement
Benefits, Holiday Homes.

Leave Policy
It is the right of employee to get adequate number of leave while working with the organization.
The organizations provide for paid leaves such as, casual leaves, medical leaves (sick leave), and
maternity leaves, statutory pay, etc.

Perspectives of work-life balance:

No single framework or perspective of work-life balance is universally acceptable (Pitt-
Catsouphes, Kossek and Sweet, 2006); a lot depends on the frame of reference scholarsare

24
using. As Morris and Madsen (2007) note, the academic body of knowledge regarding work-
family or work-life balance scholarship relies on a variety of theoretical frameworks, which
include spillover, compensation, resource drain, enrichment, congruence, work-family conflict,
segmentation, and integration theories (Zedeck and Mosier, 1990; Frone, Russell, and Cooper,
1992; Clark, 2000; Edwards and Rothbard, 2000; Frone, 2003; Greenhaus and Powell, 2006).

Spillover is a process whereby experiences in one role affect experiences in the other, rendering
the roles more similar (Rothbard and Dumas, 2006). The experiences resulting from spillover
can manifest themselves as either positive or negative (Morris and Madsen, 2007). Research has
examined the spillover of moods, values, skills and behaviour from one role to another (Edwards
and Rothbard, 2000) and the majority of research in the work-family frameworks has been done
using spillover theory (Zedeck and Mosier,1990).

Compensation theory refers to the efforts aimed at countering negative experiences in one
domain through increased efforts for positive experiences in another domain (Schultz and
Higbee, 2010). It expresses a relationship between work and non-work roles whereby people
attempt to make up for deficiencies in one role through greater involvement in another role
(Champoux, 1978; Lambert, 1990; Zedeck, 1992; Edwards and Rothbard,2000).

Resource drain theory refers to the transfer of resources from one domain to another and because
resources (time, energy, money, attention) are limited, available resources in the original domain
are reduced (Morris and Madsen, 2007). For instance, the more time an employee spends at
work, the less he or she will have to spend with family or for other non-workroles.

Enrichment theory refers to the degree to which experiences from instrumental sources (skills,
abilities, values) or affective sources (mood, satisfaction) enhance the quality of the other
domain (Morris and Madsen, 2007). Simply put, enrichment is the extent to which experiences in
one role improve the quality of live in the other role (Greenhaus and Powell, 2006). Good work
outcomes lead to good family outcomes and viceversa.

25
Congruence theory refers to how additional variables that are not directly related to work or
family influence the balance of multiple roles (Schultz and Higbee, 2010). Whereas, spillover is
a direct relationship between work and family, congruence attributes similarity through a third
vaiable such as behavioural styles, personality traits, and socio-cultural forces (Staines, 1980;
Zedeck, 1992; Edwards and Rothbard,2000).

Inter-role conflict theory refers to what happens when meeting the demands in one domain
makes it difficult to meet the demands in the other domain (Greenhuas and Beutell, 1985). Inter-
role conflict theory is also termed opposition or incompatibility theory in the literature (Edwards
and Rothbard,2000).

Segmentation theory specifies no systematic relationship between work and non-work roles
(Edwards and Rothbard, 2000). Rather, it views work and family as separate domains that do not
influence each other. Initially, segmentation was thought of as the natural division of work and
family due to the physical and temporal division of the two roles and their innately different
functions (Blood and Wolfe, 1960; Dubin, 1973). In recent times however, it has been proven
that work and family are closely related domain of human life (Kanter, 1977; Voydanoff, 1987)
and thus, segmentation has been reconceptualised as an active psychological process whereby
people may choose to maintain a boundary between work and family (Eckenrode and Gore,
1990, Lambert,1990).

26
 CHAPTER 2

LITERATURE REVIEW

The Resource drain theory refers to the transfer of limited resources (time, energy, money,
attention) from one domain to another which consequently reduces the available resources in the
original domain (Morris and Madsen, 2007). The consequence of resource drain brings about
inter-role conflict. The Inter-role conflict theory refers to what happens when meeting the
demands in one domain makes it difficult to meet the demands in the other domain (Greenhuas
and Beutell, 1985). It is also useful to point out that though inter-role conflict can occur both
when work roles interfere with non-work roles and vice versa, the focus of this paper is on the
former relationship, as it considers work-life balance in the context of the impact of work on
non-work.

Thus, wecould definework-lifebalance as ―satisfaction and good functioningat work and at

homewithaminimumofroleconflict‖(Clark,2000:751). It couldalsobeseenasanexperience of
satisfaction in all of one‟s life domains, which requires personal energy, time and commitment
resources (Kirchmeyer,2000).

Work-life balance is about finding the right balance between one‟s work and one‟s life (i.e. life
outside work) and about feeling comfortable with both work and non-work commitments. Many
people find it difficult to manage their time in a way that is healthy for their work as well as for
their personal life (Vlems, 2005). This may not be because they are poor at time management,
butlargelybecauseagoodpartofthe―time‖isnottheirs.Itbelongstotheorganisation.Butdo employees
have to crowd out other activities that are important in their lives just to satisfy the boss?
Achieving the right „balance‟ is something very personal, because we all have different
priorities in life (Vlems, 2005). However, it is not what can be personally achieved without the
support of the organisation. So what are the options that organisations can deploy to assist their
employees achieve work-lifebalance?

27
Work-life balance options
Employers are realising that the quality of an employee‟s personal and family life impacts work
quality and that there are concrete business reasons to promote work and non-work integration
(Lockwood, 2003). As Vlems (2005) notes, when organisations decide to facilitate their
employees‟work-life balance, they choose from a wide array of options that include:

(b) Flexi-time
Flexi-time is a scheduling policy that allows full-time employees to choose starting and ending
times within guidelines specified by the organisation. It works well for full-time office staff, but
not in shift patterns or in a production line. Flexi-time allows an employee to attend to non-work
demands without having to take time off work.

(c) Compressed workinghours

This is a system of a four day working week. An employee can work his total number of agreed
hours over a shorter period. For example, an employee can work his or her hours over four days
in a week instead of five, and thus, gains a day for himself.

(d) Job-sharing
Job-sharing is a system where two people share a job. They both have the same job, but split the
hours, so that each employee has a part-time position. Apart from splitting the hours, they also
split the payments, holidays and benefits. The idea is to afford employees ample time to attend to
non-work activities so as to be able to achieve a good measure of work-life balance.

(e) Breaks fromwork

By taking breaks from work once in a while, the right balance between work and life can be
achieved. These breaks should not only be about maternity, paternity and parental leave, but also
time off for career breaks and sabbaticals.

28
The consequences of employee work-life imbalance

There is compelling evidence that work-life imbalance portends grave consequences for
employees, their organisations, and spciety (Allen, Herst, Bruck and Sutton, 2000; Lockwood,
2003; Vlems, 2004; Mordi and Ojo, 2011). Conflicts, particularly between work and family,
significantly affect quality of family life and career attainment for both men and women.
Personal and societal consequences of work-life imbalance, according to Hobson, Delunas and
Kesic (2001)include:
 Increased level of stress and stress-related illness-
 Lower-lifesatisfaction
 Higher rates of family strife, violence, anddivorce
 Rising incidence of substanceabuse
 Growing problems with parenting and supervision of children andadolescents
 Escalating rates of juvenile delinquency andviolence

The continuous inability of employees to balance work and life responsibilities according to
Hobson, Delunas and Kesic (2001) can have the following organisational consequences:
 Higher rates of absenteeism andturnover
 Reduced productivity
 Decreased jobsatisfaction

The effective management of employees‘ work-life balance requires organisations to recognise

and account for the array of non-work roles that impact their working-lives (Estes, 2004; Higgins
& Duxbury, 2005; Howard, D‘Onofrio & Boles, 2004). Despite the literary attention given to
the ‗work-life balance‘ in recent years, however, contemporary authors still note the concept‘s
inadequacy both in terms of its definition and administration (Hyman & Summers, 2004;
Smithson&Stokoe,2005).Inordertoexplorethedefinitionalboundariesofcontemporary
‗work-life balance‘, this project adopts an Organisational Role Theory (ORT) perspective. In
particular, this paper will undertake an examination of ORT‘s role-taking, role-consensus, and
role-conflict assumptions, and present some strategies for preventing or remedying work-life
imbalance issues in the workplace.

29
The effective management of employees‘ work-life balance (WLB) requires organisations to
recognise and account for the array of non-work roles that impact on their working-lives (Estes,
2004; Higgins & Duxbury, 2005; Howard, D‘Onofrio & Boles, 2004). Despite the literary
attention given to the WLB in recent years, however, contemporary authors still note the
concept‘s inadequacy both in terms of its definition and administration (Hyman & Summers,
2004; Lewis, Rapoport & Gambles, 2003; Smithson &Stokoe, 2005). In order to explore the
definitional boundaries of contemporary WLB, this paper adopts an Organisational Role Theory
(ORT) perspective.

The importance of managing an employee‘s WLB has increased markedly over the past 20 years
(De Bruin & Dupuis, 2004). Changes in the definition of ‗normal working hours‘, the
demographic make-up of the labour force (i.e. gender, ethnicity, dual career couples, and
religion), and the very nature of the employment contract have necessitated an increased
organisational concern for their employees‘ well being (Greenhaus& Powell, 2006). In order to
achieve a WLB, leading western organisations have tended to adopt policies such as on-site
child-care facilities, on-site gymnasiums, telecommuting opportunities, and even on-site sleeping
quarters for the employee and their family (Hacker &Doolen, 2003; Hyman & Summers, 2004).
Each has attempted to increase the flexibility by which employees can effectively enact their
work-roles whilst simultaneously enabling them to enact their family-based roles to the extent
necessary. Ideally, the WLB concept requires organisations to effectively integrate employees‘
work and non-work roles such that levels of multiple-role conflict, and the associated stress and
job-dissatisfaction, are minimised or avoided (De Bruin & Dupuis, 2004; Greenblatt, 2002).

Despite the best intentions of organisations to implement WLB policies, there remains
considerable contention about their effectiveness in delivering flexibility and reducing stress and
job-dissatisfaction in the workplace (Eates, 2004; Kirrane& Buckley, 2004). Researchers have
identified two empirical shortcomings within the WLB literature that have served to undermine
its theoretical usefulness. The first relates to the WLB literature‘s almost exclusive focus on the
work-family interface. Buzzanell et al, (2005) notes that the WLB literature typically portrays
role conflicts for white, married, professional and managerial women, with little reference to the
many other demographics represented in the modern organisation. Shorthose (2004) and Wise

30
and Bond (2003) go so far as to state that the WLB discipline is essentially flawed, as it is ‗one-
dimensional‘, assumes a unitary perspective, and that its underlying management has been one of
maintaining status-quo rather than supporting the development.

The second relates to the literature‘s inability to clearly define the array of non-work roles that
impact employees‘ working-life. Elloy and Smith (2004) and Spinks (2004), for example, state
that because an individual‘s non-work roles are inherently ambiguous and idiosyncratic,
organisations are incapable of understanding how their enactment (or otherwise) impacts each
individual. Spinks (2004), in particular, suggests that organisations are either incapable (or
unwilling) to understand their workforce in sufficient detail, and have instead defaulted to a
‗one-size-fits-all‘ policy regime that has simply enabled employees to ‗stay at work longer‘
rather than enable them to enact their non-work roles.

The inadequacy of current WLB policy regimes is highlighted by Kiger‘s (2005) study that
revealed that less than two percent of employees actually participate in available WLB programs.
Dex and Smith (2002) cite two main causes for this low figure. The first relates to equity, with
many employees reporting that they did not wish to appear a ‗special case‘ or to require ‗special
treatment‘ to their colleagues. The second is that the wide range of policies adopted by
organisations have been based on an ill-informed conceptualisation of contemporary WLB, and
that this has led to its ineffective formalisation in human resource management practices.

The contribution of the WLB literature, therefore, appears limited in its ability to provide a
useful framework for both academics and practitioners alike (Hyman & Summers, 2004).
Despite its name, the WLB literature remains largely focused on the work-family interface and
fails to accurately identify and define the array of non-family roles that impact on an individual‘s
working-life (Hacker &Doolen, 2003; Mellor, Mathieu, Barnes-Farrell &Rogelberg, 2001; Noor,
2004; Pocock,2005).

In response to Elloy and Smith‘s (2003) call, we adopt Noor‘s (2004) recommendation to apply
an ORT lens to the WLB issues above. The origins of ORT can be traced back to the work of
Katz and Kahn (1966) in their seminal work The Social Psychology of Organizations, which

31
provided a conceptualisation of employee‘s role-adoption and role-behaviours. Specifically,
ORT focuses on the roles that individuals enact in social systems that are pre-planned, task-
oriented, and hierarchical, and therefore form a vital function in the achievement of
organisational goals (Biddle, 1986). According to ORT, the assigned work-roles must be
conferred and/or adopted by each individual employee in order for an organisation to function
effectively as a socialentity.

As a social entity, an organisation comprises a nexus of distinct functional groups of employees

that have specific work-roles to enact. Under ORT, these distinct functional areas form a ‗role-
set‘ for the employee, and determine the specific role-behaviour that the employee is expected to
enact in their given context (Katz & Kahn, 1966). As such, the enacted set of role-behaviours
essentially mirrors the expectation of other relevant employees, and implies two important
points. The first is that each individual employee both confers and accepts a ‗role‘ that is
reflective of the organisation‘s culture and norms of behaviour. The second is that for an
organisation to function effectively and efficiently, the array of ‗roles‘ must be effectively
communicated, understood, and agreed by all of its employees (Katz & Kahn,1966).

In order to control for manifest disagreement (i.e. any variation between role-expectation and
actual role-enactment), ORT provides a review framework known as ‗role-episodes‘. A role-
episode refers to any interaction between employees whereby role-expectations and role-
behaviours are manifest in measurable consequences.

Where deviance from expected role-enactment is detected (e.g. excessive absenteeism, failure to
perform, etc.) management functions such as ‗performance reviews‘ or ‗retraining‘ allow the
organisation to re-confer or clarify role-expectations upon the deviant employee (Katz & Kahn,
1966).

32
The role-episode review process is necessarily dynamic; therefore role-sending and role-
receiving continue until the perception of role-enactment conforms to the role-expectations. The
role-episode review function is underpinned by the following assumptions:

 thatanemployeewill‗take‘oracceptarolethatisconferreduponthembymembersof the
organisation (the role-taking assumption);and
 there will be consensus regarding the expectations of all roles (the role-consensus
assumption);and
 the belief that role-conflict will arise if expectations are not consensual (the role-conflict
assumption) (Biddle,1986).

De Bruin and Dupuis (2004) suggest that by applying ORT‘s assumptions to the WLB issue, a
greater understanding about WLB role-taking, role-consensus, and role-conflict can be achieved.

33
 CHAPTER 4
RESEARCH METHODOLOGY

OBJECTIVE
 To study the work life balance of employee in candid bpo

 To study the impact of work.life balance of employee in candid bpo

 To find out how to.improve work life balance of employee in candid bpo

Researchdesign

Research is an art of scientific investigation. Research comprises defining and redefining

problems, formulating hypothesis or suggested solutions, collecting, organizing and evaluating

data, making deduction and reaching conclusions and at last carefully testing the conclusion to

determine whether they formulating hypothesis.

Datacollection:

Collection of the data is of primary importance in the research process. Data which is collected

for the purpose of research helps in proper analysis which is helpful to conduct research

effectively. The data source, which is very important in the collection of data, is primary data

and secondary data. Both primary and secondary data are taken into consideration for the study

of work lifebalance.

PrimaryData

 Interview with HR executives and otheremployees

34
 SecondaryData

 Journalpapers

 Financial statements from thecompany

 Related onlineinformation

 Other relevantbooks

Sampling:

Sample will be HR executives, HR professionals and trainers in the company having knowledge

in all HR roles and responsibilities. The total samples taken for the study are 100.

35
 CHAPTER 5

DATA ANALYSIS& INTERPRETATION

1. How many days in a week do you normallywork?

ATTRIBUTES NO.OF PERCENTAGE

RESPONDENTS
LESS THEN 5 DAYS 0 0
5 DAYS 0 0
6 DAYS 90 90
7 DAYS 10 10
TOTAL 100 100

Interpretation:
90% of the employees are working 6 day in a week.
10% of employees are working 7 days in a week..

36
 2. How many hours in a day do you normallywork.

NO.OF
S.NO ATTRIBUTES RESPONDENTS PERCENTAGE
1 7-8 HOURS 15 15
2 8-9 HOURS 45 45
3 9-10 HOURS 25 25
4 10-12 HOURS 15 15
MORE THEN 12
5 HOURS 0 0
TOTAL 100 100

Interpretation:
 15% of employees are working 7-8 hours perday.
 45% of employees are working 8-9 hours perday.
 25% of employees are 9-10hours.
 15% of employees are 10-12hours.
From the above analysis we can know that the maximum no of employees are working more than
8 hours to reach their targets in time by setting goals and also working more effectively and
efficiently to increase the company standards in quality. (For this, at least they should have the
flexible staring time).

37
3. Do you generally feel you are able to balance yourwork-life?

NO.OF
S.NO ATTRIBUTES RESPONDENTS PERCENTAGE
1 YES 74 74
2 NO 26 26
TOTAL 100 100

Interpretation:
 37% of employees are sayingyes.
 13% of employees are sayingno.

From the above analysis we can know that maximum no of employees are having the good work
life balance, and 13 percent of employees are saying no.

38
4. How do you feel about the amount of the time you spend atwork?
NO.OF
S.NO ATTRIBUTES RESPONDENTS PERCENTAG
E
1 VERY UNHAPPY 5 5
2 UNHAPPY 5 5
3 INDIFFERENT 25 25
4 HAPPY 55 55
5 VERY HAPPY 10 10
TOTAL 100 100

Interpretation:
 5% employees feel veryunhappy.
 5% employees feelunhappy.
 25% employees feelindifferent
 55% employees feelhappy
 10% employees feel veryhappy

39
5. Does your company have a separate policy for work-lifebalance?

NO.OF
S.NO ATTRIBUTES RESPONDENTS PERCENTAGE
1 YES 10 10
2 NO 35 35
3 NOT AWARE 55 55
TOTAL 100 100

NO.OF
RESPONDENTS
YE
S
10
% NO
NOT
35
AWARE
55% %

Interpretation:

55% of employees are not aware the separate policy for work life balance. 35% of
employees have said no. 10% of employees have said yes. From the above analysis we can know
that half of the employees are not aware of work life balance policy in company, 35 percent have
said ‗NO‘ and 10% have said ‗YES‘.

40
 6. Does your organization provide you telephone for personaluse?

NO.OF
S.NO ATTRIBUTES RESPONDENTS PERCENTAGE
1 YES 56 56
2 NO 44 44
TOTAL 100 100

Interpretation:
From the sample size 20, 17 members have given the response for this question
1. Only 6% have got cells for personaluse
2. 44% have said‗NO

41
 ‘

7. Does your organization provide you counseling service foremployees

NO.OF
S.N ATTRIBUTE RESPOND PERCEN
O S ENTS TAGE
1 YES 81 81
2 NO 19 19
TOTAL 100 100

PERCENTAG
E

19

YES
NO
81

Interpretation:

From the sample size 20, 16 members have gave response for this question. 19% of
employees have the counseling service. 31% are saying NO they don‘t have counseling service.
From the above analysis we can know that maximum no of employees are not taking part in
counseling, very less percent of employees are going for counseling.

42
 8.Does your organization provide you Healthprograms?

NO.OF
S.NO ATTRIBUTES RESPONDENTS PERCENTAGE
1 YES 11 32
2 NO 6 18
TOTAL 17 50

From the sample size of 20, 17 members have gave the response. 32% are saying YES they have the
regular health checkup in office. 18% are saying NO. From the above analysis we can know that there is a
regular health checkup is going on in office and some of the employees are not taking part in.

43
 9. Does your organization provide you Parenting or family supportprograms.

NO.OF
S.NO ATTRIBUTES RESPONDENTS PERCENTAGE
1 YES 5 17
2 NO 10 33
TOTAL 15 50

From thesample size 20, 15 members have responded for this question. 17% of
employees have agreed there are family support programs. 33% of employees have disagreedfor

this. From the above analysis we can know that very less no of employees are taking part in
family day and other programs.

44
 10. Does your organization provide you Exercisefacilities?

NO.OF
S.NO ATTRIBUTES RESPONDENTS PERCENTAGE
1 YES 4 25
2 NO 5 31.25
3 YES BUT NO TIME 7 43.75
TOTAL 16 100

25% of employees are saying ‗YES‘. 44% of employees are YES but no Time 31% of
employees are saying NO. From the above analysis we can know that there is a facility provided by
company but there is no time for them to go

45
CHAPTER 6
FINDINGS, SUUGESTIONS AND CONCLUSION

FINDINGS:

 From the table 1&2, it is inferred that weekly most of the employees are working more
then regulartimings.
 From the table 3, it shows that employee work life balance in CANDID BPO is good,
with the policies andprocedures.
 From the table 4, the working environment is very good and the employees are not
feeling stress in office with that they are not feeling its againMonday.
 From table 5, most of the employees are going for entertainmentprograms
 From table 6, can know that there will be no separate work life balance in any company
but have to balance the employees work life with company policies andprocedures.
 From table 7, company is providing Health programs, family support programs, exercise
facilities, relocation facilities & choices but notransportation.
 From table 9, the policies for work life balance should be customized to individualneeds.
 From table 11, most of the employees are not aware of welfareprograms.
 From table 12, the response goes from HR department is veryquick.

46
SUGGESTIONS

As a result of the data analysis and interpretation, here are some suggestions to improve the
Employee work life balance at CANDID BPO.

 The effective employee work-life balance has better organizational commitment which
leads to better production output and minimum employeeturnover.
 Continue with the environment and sanitation hygiene facilities as the employees arevery
much satisfied withthem.
 Quality of food in the canteen of the company must be improved so that it will satisfythe
employeetastes.

47
CONCLUSION

From the study it is clear that employee work life balance in CANDID BPO is good, But there is
a small gap from employee satisfaction to company.

Work-life balance programmes offer a win-win situation for employers and employees. While
the employee may perceive work-life balance as the dilemma of managing work obligations and
non-work responsibilities, work-life balance from the employer‘s point of view encompasses the
challenge of creating a supportive company culture where employees can focus on their jobs
while at work. In whichever way it is viewed, the existence of effective work-life balance
programmes in an organisation will do both the employee and employer good.

For the employer, work-life initiatives create positive employer branding, promote being an
employer of choice, foster organizational citizenship, and support diversity initiatives. For the
employee, there is lesser stress, increased happiness, motivation, and productivity, and a better
chance of reaching both personal and career goals satisfactorily. The key role of HR therefore, is
to understand the critical issues of work-life balance, integrate it into the organization‘s HR
policy, and champion work-life balance programmes.

48
REFERENCES

1. Blair-Loy, M.,&Wharton,A.S.(2002).―Employees‟useofwork-familypoliciesand the

workplace social context‖. Social Forces, 80,813-845.
2. Blood, R.O., & Wolfe, D.M. (1960). Husbands and wives. New York:Macmillan.
3. Champoux, J.E.(1978). ―Perceptions ofwork and non-work: Areexamination of the
compensatoryandspillovermodels‖.SociologyofWorkandOccupations,5,402-422.
4. Clark,S.C.(2000).―Work/familybordertheory:Anewtheoryofwork/familybalance‖. Human
Relations, 53,747-770.
5. Elloy,D.F.&Smith,C.R.(2003).―Patternsofstress,work-familyconflict,roleconflict, role
ambiguity and overload among dual career couples: An Australian study‖. Cross Cultural
Management. 10(1): 55-66.
6. Epie, C.(2006). ―Family-responsive policiesin the Nigerian environment‖. Paper presented
at the ACREW Conference 2006 on socially responsive approaches to employment and
work.London.
7. Lockwood, N.R.(2003). ―Work-life balance: Challenges and solutions‖.Society for Human
Resource Management Research Quarterly, Alexandria, VA.

49
 APPENDIX
QUESTIONNAIRE

1. How many days in a week do you normallywork?

 LESS THEN 5 DAYS

 5DAYS
 6DAYS
 7DAYS

2. How many hours in a day do you normallywork.

 7-8HOURS
 8-9HOURS
 9-10HOURS
 10-12HOURS
 MORE THEN 12HOURS

3. Do you generally feel you are able to balance your work-life?

 YES
 NO

4. How do you feel about the amount of the time you spend atwork?

 VERYUNHAPPY
 UNHAPPY
 INDIFFERENT
 HAPPY
 VERY HAPPY

5. How do manage if stress arising from yourwork.

 YOGA
 READING BOOKS
 ENTERTAINMENT

50
6. Does your company have a separate policy for work-lifebalance?

 YES
 NO
 NOT AWARE

7. Does your organization provide you telephone for personaluse?

 YES
 NO

8. Does your organization provide you counseling service foremployees

 YES
 NO

9. Does your organization provide you Healthprograms?

 YES
 NO

10. Does your organization provide you Parenting or family supportprograms.

 YES
 NO

11. Does your organization provide you Exercisefacilities?

 YES
 NO
 YES BUT NOTIME

12. Does your organization provide you Relocation facilities andchoices?

 YES
 NO


51