A

PROJECT REPORT

ON

“A STUDY ON WORK-LIFE BALANCE OF MARRIED WOMEN.”

SUBMITTED TO

“SAVITRIBAI PHULE PUNE UNIVERSITY”

BY

SANIKA KSHIRSAGAR

MBA- II YEAR (2021-2022)

NAME OF GUIDE:- PROF. SHAM MALGIKAR

THROUGH

JSPM’S

JAYAWANT INSTITUTE OF MANAGEMENT STUDIES, TATHAWADE,

PUNE-411033

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 JSPM’s
JAYAWANT INSTITUTE OF MANAGEMENT STUDIES
(Approved by AICTE, New Delhi, Recognised by Govt, of Maharashtra & Affiliated to
Pune University)
S. No. 80/2, Pune-Mumbai Bypass Highway, Tathawade, Pune

Phone: +91-20-64731454/55 Telefax: +91-20-22933424.

E-mail: jims1@vsnl.net Website: www.jspm.edu.in

Dr. Prof. T. J. Sawant Dr. Priyanka A.Singh

B.E.(Elec), PGDM, Ph.D B.Sc. (Hons), MBA, Ph.D.
Founder- Secretary Director

CERTIFICATE

This is to certify that the Project Report titled

, is a bonafide work carried out by
Ms./Mr. of MBA- II of JSPM’S
JAYAWANT INSTITUTE OF MANAGEMENT STUDIES, PUNE 411033 as a
partial fulfilment of Master of Business Administration, Degree of Savitribai Phule
Pune University.

He / She has worked under our guidance and satisfactorily completed his/her
summer internship project work.

Place: Dr./Prof. Dr. Priyanka Singh

Date: Project Guide Director

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3|Page
DECLARATION
I Undersigned, hereby declare that the project report entitled “A STUDY ON WORK-
LIFE BALANCE OF MARRIED WOMEN.”

Written & submitted by me,

To the University of Pune in partial fulfillment of the requirement for the award of

Degree of Master of Business Administration under the guidance of

PROF. SHAM MALGIKAR

I further declare that the information presented in this project is true and original to the
best of my knowledge.

Place:-Pune Student:- SANIKA KSHIRSAGAR

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ACKNOWLEDGEMENT
‘It is not possible to prepare a project report without the assistance and encouragement of
other people. This one is certainly no exception.’

On the very outset of this report, I would like to extend my sincere and heartfelt
obligation towards all the personages who have helped me in this endeavor.

Without their active guidance, help, co-operation and encouragement, I would not have
made headway in the project.

I am ineffably indebted to Mr. Avinash Kumar – Director of Simplyfyd Solutions, for

conscientious guidance and encouragement to accomplish this assignment.

It is my sincere duty to do my best, so as to recognize as one amongst the most successful

professionals, which I always strive to be. This brings along and frames to my beloved
institution the JSPM’S JIMS TATHAWADE, PUNE.

I extend my gratitude to our director Dr. Priyanka Singh and my project guide Prof. Sham
Malgikar for guiding me in my project. I would also like to thank all the teachers and
staff members in the successful completion my project.

At last but not least, gratitude goes to all my family members, friends who directly or
indirectly supported me morally as well as economically.

SANIKA KSHIRSAGAR

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Preface
The field of Human Resource Management is developing very fast and every department
of Human activity is realizing it’s important in the smooth functioning of the
organization. Innovative techniques are developed to improve the culture at workplace
especially of married women, so that the employees are motivated to give in their best to
the organization as also to attain job satisfaction.

The research provides an opportunity to us to devote our skills, knowledge and

competencies during our knowledge gathering sessions of Human Resource
Management.

This project is all about WORK LIFE BALANCE OF MARRIED WOMEN. A latest
technique in the field of Human resource management. To see how the organization is
adopting new trends in the HR field.

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 INDEX
Sr. No. Topics Page No.

1 Introduction 8-11

2 Company Profile 12-21

3 Literature Review, Purpose & Objectives of the study 22-32

4 Scope & Limitations of the study 33-34

5 Theoretical Background 35-42

6 Research Methodology 43-44

7 Data Analysis & Interpretation 45-61

8 Findings & Suggestions 62-64

9 Conclusion Limitations 65-66

10 Learning through Project 67

11 Bibliography 68-69

12 Annexure questionnaire 70

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INTRODUCTION TO WORK-LIFE BALANCE
AMONG MARRIED WOMEN

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Introduction
A traditional country like India, where women will not be allowed to take her own
decisions related to anything without the concern of father or husband. Where
Globalization is an ageing workforce affects world economy, women as workers are
contributing to the world’s economy.

In recent years, work-life balance has become one of the main interesting topics at the
academic, business, political and social level. This phenomenon emerges as a response to
demographic, economic and cultural changes such as the increasing integration of women
in the workplace, the rising number of couples both working outside home, or the
transformation of family structures as well as population ageing, technological advances,
birth rate decline and the need to improve human capital management.

An employee is also a human resource, which is basically a competitive advantage for

any organization, as they are required to fulfill their objectives, mission and vision
(Chenoweth, 2014). Apart from being an employee, an individual is also the life of a
family, completing various roles on day to day basis, carrying out husbandly/wifely
duties and possesses interests and hobbies outside work (Acas, 2015; Kaur, 2013).
Women employees have their own challenges to deal with, both in personal and
professional arena, as they have to juggle between different roles in personal domain
where concept of responsibility sharing does not exist with their spouses and family
members. Other factors like timings, gender biasness, promotion barriers and other day-
to-day professional life issues keep testing them to maintain their work life balance.

Working women will be taking care of the family children and work all together for
which she has to manage your timings accordingly. While playing multiple roles
sometimes women feel depressed and strained due to non-cooperation of family or
organization. On the other hand family expectation towards women in household works
and taking care of children will be at their place and the same time family expects
financial support also. She needs more support from her family but it was really and
physically to complete her responsibilities on time with efficiency.

The role of working women has changed throughout the world due to economic
conditions and social demands. This has resulted in a scenario in which working women
have pleasure to develop a career as robust as sustaining active management in personal
life. Work-life balance has become one of the major challenges in women’s life which
has a larger influence on human capital development.

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The organizations should have a proactive approach to implement work-life practices,
creating a flexible structure to undertake environmental changes and contribute to
increase individual’s life satisfaction.

So, for this we need some specific data. Data collection method used for this research is
the combination of primary and secondary data. Primary data was collected using
structured questionnaire method. Secondary data was collected by referring different web
articles, research papers, journals etc.

The work family interface has, increasingly, become a topic of interest in the field of
research with regard to greater participation of women in the labour market, increasing
number of dual-earner families as well as significant and drastic changes occurring in the
workplace. Several theoretical models have been constructed to understand the
relationship between work and family. These models vary accordingly in terms of their
underlying assumptions, their emphasis on the nature, degree and direction of the
relationship between social systems and the nature and magnitude of system impact on
the individual.

Work–life balance is the maintenance of a balance between responsibilities at work and

at home. Work and family have increasingly become antagonist spheres, equally greedy
of energy and time and responsible for work–family conflict (WFC). These conflicts are
intensified by the “cultural contradictions of motherhood”, as women are increasingly
encouraged to seek self-fulfillment in demanding careers, they also face intensified
pressures to sacrifice themselves for their children by providing “intensive parenting”,
highly involved childrearing and development. Additional problems faced by employed
women are those associated with finding adequate, affordable access to child and elderly
care.

WFC has been defined as a type of inter-role conflict wherein some responsibilities from
the work and family domains are not compatible and have a negative influence on an
employee's work situation. Its theoretical background is a scarcity hypothesis which
describes those individuals in certain, limited amount of energy. These roles tend to drain
them and cause stress or inter-role conflict. Results of previous research indicate that
WFC is related to a number of negative job attitudes and consequences including lower
overall job satisfaction and greater propensity to leave a position.
Family–work conflict (FWC) is also a type of inter-role conflict in which family and
work responsibilities are not compatible. Previous research suggests that FWC is more
likely to exert its negative influences in the home domain, resulting in lower life
satisfaction and greater internal conflict within the family unit. However, FWC is related
to attitudes about the job or workplace. Both WFC and FWC basically result from an

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individual trying to meet an overabundance of conflicting demands from the different
domains in which women are operating.
Women's employment outside the home generally has a positive rather than negative
effect on marriage. Campbell et al. studied the effects of family life on women's job
performance and work attitudes. The result revealed that women with children were
significantly lower in occupational commitment relative to women without children;
contrary to expectation, women with younger children outperformed women with older
children. Makowska studied psychosocial determinants of stress and well-being among
working women. The significance of the work-related stressors was evidently greater
than that of the stressors associated with the family function, although the relationship
between family functioning, stress and well-being was also significant.

Abstract
This study is not made for comparison of women between any industry or sector & it is
open for all married working women. So, this study is overall to find the factors affecting
their lives & recommend them strategies to improve it.

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WHAT IS HUMAN RESOURCE CONSULTANCY?
& COMPANY PROFILE

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Company Profile

Address:- Office no 505, Zen Business Center,Bhumkar chowk Wakad Pune

Maharashtra – 411057.
Phone:- +91 8208488215
Email:- info@simplyfydsolutions.com
Jobseekers:-
https://docs.google.com/forms/d/e/1FAIpQLSenmWVLAvGe5zV3RUI0xsXEUNtDJ
2lXWP4HvshoW6saZizd6A/viewform

What is a Human resource consultancy?

HR consulting is the practice of delivering all aspects of human resource management as

an external provider, and with the professional and business issues associated with
operating such a practice-including client development, contracts and client management.
Talent management has emerged as an area of focus from a strategic HR standpoint.
The demand for these services is not limited to large organizations. For independent HR
consultants, in fact, the greatest area of opportunity might be with small companies.
According to the Small Business Administration, the vast majority of businesses have 20
or fewer employees. That represents significant opportunity for independent HR
consultants.
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As more organizations have chosen to lighten their staffing burdens by contracting for
HR services, outsourcing opportunities have grown for independent HR consultants.
Nature of the Work
HR consultants are basically small business owners and must have the same traits as any
other entrepreneur. These include:

• Ability to work independently.

• Basic business management skills-such as accounting, office management and
customer service.
• Ability to market services.

Areas of Opportunity
While there certainly are HR consultants who practice as generalists, many find that
having a specialty area of niche focus is an important way to develop name awareness
and a steady stream of clients.
While the transactional elements of HR practice clearly represent opportunities for
outsourcing, they are not the only opportunities. Small organizations have the need for
tactical, day-to-day assistance in the broad range of HR-related activities. In addition,
basic compliance and employee relations are also areas of high demand.

Work Environment
Many HR consultants work from home offices. When choosing to work from home,
consultants should be sure to investigate local zoning and land use restrictions, which
might affect their ability to receive business visitors or employ certain types of staff. For
those who are able to operate in this environment, however, the advantages include
convenience and reduced operating costs. The greatest potential disadvantages are
ensuring efficiency and avoiding distractions.
HR consulting market
The market for human resource consulting services is estimated to be worth $31 billion,
representing approximately 10% of the total global consulting market, making it the
smallest of the six main industry segments. During the crisis years, HR consulting was
one of the chief casualties within the recession of the consulting industry – according to
analysts, spending on human resource consulting contracted by 10% or more in mature
geographies.

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Since 2011, growth levels in the market have been restored and the revenue of HR
consulting services has seen a rise of around $1 billion per year. Annual growth
percentages vary between 3.6% and 4.5%, with most recent years showing better
performances.In the coming years, spending on HR consultants is forecasted to continue
to grow on the back of large trends in the human capital domain such as an ageing
workforce, continued mismatch on the labour market, the rising impact of diversity
/inclusion and the need to bring employee capacities in line with 21st century skill sets.

HR consulting services
The market for human resource consulting services consists of eight main disciplines:
Human Capital Strategy, Compensation & Benefits, Organizational Change, HR
Function, Talent Management, HR Analytics, Learning & Development and HR
Technology.

Human capital strategy includes a variety of strategic work in the HR domain, such as
defining a corporate culture, organizational design, setting up a people strategy that
supports key pillars in the business, as well as the design of HR-related strategies in the
area of diversity, recruitment and talent management among others. Compensation &
benefits, a segment also known as total rewards, looks at all aspects of employee
compensation and benefits from base and variable pay to bonus schemes and other
secondary benefits across the entire organization – from board level to employees on the
work floor. The discipline also includes pensions / retirement consulting, and advisory
services tied to health and welfare.

Organizational change encompasses the people side of change, aimed at successfully

guiding and embedding changes in organizational structure, ways of working, or cultural
changes within an enterprise. Change management stands at the heart of the service area,
spanning advisory expertise to tools and interventions, with leadership alignment,
stakeholder management, change interventions and cultural management being the main
offerings. Organizational change services can be sold as standalone offerings by
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consultancies. However, they are typically bundled into larger functional transformations
to safeguard the people side of change. The HR function area focuses on all activities
related to improving the functioning of the human resource department. Offerings vary
from developing and implementing an HR target or delivery model, to the
implementation of HR systems and technologies, or other HR transformations that boost
processes and organizational efficiency.

Talent management encompasses all activities required to recruit, retain and develop
talent, as well as establishing the right structure and processes to ensure that professionals
can perform optimally. Key propositions include strategic workforce planning – the
science to anticipate on present and future human capital needs by matching business
goals with HR data – recruitment & retention, workforce effectiveness and performance
management. Through the rise of data and new technologies, HR analytics has grown
into a full-fledged service area within HR consulting. HR analytics focuses on applying
analytic processes to the human capital spectrum, with the key objective of adding
insights and value to HR activities.

The learning & development service line, also referred to as training & development, is
concerned with activities aimed at improving the performance of individuals and groups.
The scope ranges from organizational and competency development across leadership,
departments and functions to support the training and education needs of individuals.
Learning & development also includes the soft side of development, such as coaching
and mentoring, as well as the technological side of training, such as the development and
implementation of learning management systems. Lastly, HR technology is the field that
specializes in all systems and tools used in the HR department, including large ERP
modules by SAP, Oracle or Microsoft, and more niche solutions per functional domain.

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About Company
At Simplyfyd Solutions - “We provide what you need!”

Established in year 2017, has come alongway in offering a vast range of Recruitment
Consultancy services across India. We have ramered a great reputation and fame and
stand top placement consultants.

Simplyfyd Solutions is one of the top HR consulting firms based in Pune India, we have
been providing efficient and scalable workforce solutions to small and medium
enterprise. We are a team of professionals with years of experience in hr consultancy
services in different sectors and verticals. This experience helps us understand a wide
variety of manpower needs of companies functioning in different fields. We promise to
empower your business through outstanding solutions to achieve your people vision. We
have the experience and expertise to solve all your people management needs. HR is one
of the greatest challenges for any business – so consider us your own HR department.
We’ll help you to achieve great results with your team.

Want to know about Simplyfyd Solutions Services in India and what makes us different?
Much like in your organization, our people are what set us apart. We are comprised of a
group of credentialed and experienced professionals, a majority of whom possess their
Master’s Degree in Human Resources. We also have a number of staff members who are
MHRM recipients and who are currently working toward advanced HR degrees. We are
very proud of our long and successful history of helping organizations in a variety of
industries streamline and improve their HR operations.

To best serve our clients, we developed an HR Services Program that divides our
expertise into four main service offering categories. If your existing HR staff needs more
support or you do not have Human Resource expertise on your staff, Simplyfyd
Solutions has a crafted solution to make a valuable impact on your business and bottom
line. Your company will increase productivity and profitability by using this team of
experts to reduce the amount of time.

Over half of all large companies currently outsource all or part of their HR services. We
offer the HR resources and experience your business needs to keep moving forward.
Headquartered in Pune Maharashtra India, we are a national HR services provider serving
clients in a diverse range of industries. We currently manage the HR needs.

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OUR SERVICES

Executive Hiring

Selecting senior executives is a critical process for your organisation. Simplyfyd

Solutions can assist to ensure outcomes which deliver highly capable individuals well
matched to your culture and future needs. Our professional approach will ensure that
internal and external candidates develop positive impressions of your organisation and
operations.

Permanent Hiring

We partner with you to provide time and cost-effective permanent Staff Hiring solutions.
The recruitment process includes understanding your company and analysing the
requirements of each job, attracting qualified individuals using innovative methods,
screening and selecting applicants, building and negotiating the right remuneration
package.

Contract Staffing

Rapid growth demands equally rapid scalability. In the current economic climate,
businesses need to be flexible in order to grab opportunities for growth. However,
gaining such flexibility is easier said than done. Simplyfyd Solutions Contract Staffing
Solution to reduce cost.

HR & Payroll Outsourcing

If you are an owner or HR manager of a small/ medium business, you already know just
how daunting and multifaceted your job is. Why not rely on a provider like us to take
care of the mundane so you can focus on the strategic. No one could ever replace you, but
you should consider outsourcing some of your HR tasks.

Talent Acquisition

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We offer professional and 360 degree talent acquisition and development services for
small and medium enterprises. Our services span from providing strategic recruitment
support, candidate selection.

Training & development

We have been a pioneer in soft skills Training and behavioural training catering to the
training needs of captive and third party BPO Companies, IT companies and service
companies.

Services in detail:-

Training & development

Simplyfyd Solutions offers a suite of soft skills training to the corporate world,
manufacturing units, PSUs, schools and colleges across the country. We have been a
pioneer in soft skills Training and behavioural training catering to the training needs of
captive and third party BPO, IT and service companies. The different modules have been
carefully designed to suit the changing business needs and the changing learning styles of
adult learners. Innovative methodologies like gamification, simulation and adventure
based outbound learning are some of the unique styles used to bring in a great learning
experience that leads into application. Our team consists of highly experienced learning
consultants who have lead the L&D functions for various large multinationals across
various industries and geographies. Our team has experience at working with process-
driven industries as well as fast changing, high-paced domains.

Talent Acquisition

Your team is what continues to move your company forward. Simplyfyd Solutions can
help you attract top professionals in your industry without decades of staffing and talent
acquisition experience. The time and financial cost involved with turnover can severely
impact your organization’s bottom line. Investing in the services of a professional
recruiter can counter potential setbacks by helping to populate your ranks with the best
and the brightest. Among our full range of HR administrative services, recruitment has
always been at the core of our capabilities. We’ve helped businesses of all sizes develop
and grow their staff, enabling them to increase their profits and grow their operations.
Our recruitment services are a perfect fit for companies that have an immediate need for
personnel, but lack the time and the experience to oversee a full-scale recruitment effort.

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Our Talent Acquisition Services Include:-

1. Candidate interviewing

2. Job posting creation and placement

3. Candidate screening

4. Resume analysis

5. Reference and background checks

We Recruit for:-

- IT
- Sales & Marketing
- BPO & KPO
- Finance & Accounting, Office & Admin

We Are Into

Simplyfyd provides Healthcare IT,consulting and business process services. It's

headquartered in Pune, Maharashtra, India. In 2017. Simplyfyd Billing Solutions has all
the tools you need to achieve peak performance & efficiency - Billing & Coding services,
easy workflow & business automation - all in one flexible, scalable, seamlessly integrated
package to accelerate your Practice revenue.

Simplyfyd Care

We have good news! People looking to transform healthcare and make healthcare
organizations an exciting place to work founded this company. Healthcare providers
across the US are facing challenges such as increasing regulations, increasingly complex
coding, declining reimbursements and increasing operating costs. We recognize that each
healthcare organization has its own set of strategic, operational, and financial challenges.
Our experienced teams tailor our solutions and delivery to achieve your desired
outcomes. We offer flexible Engagement Models that have been developed and refined
through our experiences across multiple care settings and client nuances. Through our
technology platforms and with our Team of billing experts, we provide valuable support

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to practitioners, allowing them to focus on their most important priority–premium patient
care and expansion.

Our Differentiator

Inspite of focusing on all the aspects, we have our main focus in the IT sector. This focus
has led to a creation of a large resource database and an extensive exposure to varied
roles.

Deep Domain knowledge:- The deep domain knowledge and extensive corporate
experience of our Leadership Team enables us to understand the roles and its nuances
better and find the right candidates.

Expert Interview Panel:- Simplyfyd Solutions has built an interview panel of internal
and external associates and follows a rigorous multi-layer screening process resulting in
most suitable profiles being selected and shared with clients.

Clients benefit from faster turnaround time, high success rate, substantial reduction in
time & effort and a higher recruitment efficiency.

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Literature Review

It is a truth that work and family life cannot be separated, they both act together and the
lines of demarcation of family life and work life cannot be drawn. With changing times,
social structure, nature of business and globalization at fast pace; boundaries of work is
changing rapidly. Working patterns and timings are in constant change but the pace of
change is more rapid. The need for the change is being derived from individuals and
organizations. Organizations are expected to perform at its optimum and provide better
services 24/7 which requires employees to devote extended working hours to deliver
service and this in turn effects personal lives of employees and creates an issue of work-
life imbalance which is of paramount concern for everyone to have work-life balance

Work-life balance reflects; “The extent to which an individual is equally engaged in –

and equally satisfied with – his or her work role and family role” (Aziz & Cunningham,
2008), similarly according to Clark (2000) as cited by Othman, Yusof, & Osman (2009)
work life balance is defined as, “Satisfaction and good functioning at work and at home
with a minimum of role conflict” (Othman, Yusof, & Osman, 2009). It is also eloquent
that every individual is to require maintaining and achieving a balance between their paid
work and family responsibilities be it child care, elder care, leisure time, self
development (Hogarth & Bosworth, 2009). It is debatable that the word “balance” means
settled equilibrium but can work and life outside work can be in equilibrium?

- (Work–Life Balance among Married Women Employees)(Published in July

2010 by Vranda Mysore)(Indian Journal of Psychological Medicine)

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 • Evolution of females at work life
- (Maintaining Work-Life Balance among Married Working Women, Published
on 1st Jan 2015)(Author Name- Not Provided)(Published on UK essays)

The Second World War brought the contribution of women to the forefront. The
discrepancy between men and women started to emerge, as it came in to notice when the
female gender entered the work force around the globe (Goldin, 1991), which added
another responsibility to their account that now they were multitasking between work and
family life, taking care of their family as well as their work both came under their life
domain (Tijdens, 1997), (A.Milkie & Peltola, 1999).

Change in the Role of Women with Added Responsibility

The role of women modified after the Second world war, as females started entering in
the labor force as bread earners to support their families due to economic pressures
(Hakim, 2006) and to improve the life style of their living (Emslie & Hunt, 2009), and
changed the traditional image of male being the sole responsible for earning the
livelihood for all family members. With the enhancement of this new role as bread
earners, the responsibility also increases for the women as now they have to look after
their work life also along with the family which makes it difficult for them to manage
both responsibilities simultaneously (Lourel, Ford, Gamassou, Gue´guen, & Hartmann,
2009),(Flechl, 2009), (Work-Life Balance, 2010).

Although the conventional model of male bread winner starts to modify but still the
distribution of duties between men and women remains unchanged. As now women are
sharing the responsibilities of men by entering in the work force but on the other side the
duties performed by females are not being shared (Emslie & Hunt, 2009), which is
creating a conflict between their family and career life (Zulu, 2007), (Thompson &
Walker, 1989).

Originally, women had to take care of family matters only while men were responsible
for work related issues. But with the change in the role of female, now they have to
manage their family and professional life effectively which is creating a burden on them
(Malik & Khan, 2008), (Callan, 2008), (Dulk & Peper, 2007). As they have to perform
tasks like;cooking, shopping, cleaning (A.Milkie & Peltola, 1999), listening and
comforting children, providing emotional support to partners and parents (Emslie &
Hunt, 2009) and other domestic chores; which were previously considered as the only
responsibility of females. But with the passage of time, now they have to perform their
official tasks along with all these household chores but men are still only responsible for
work related issues.

Challenges Faced by Women while Handling Work and Family Life

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Work stress is usually conceptualized as work-role conflict, work-role overload, and
work-role ambiguity (House et al., 1983). Each has the potential to affect WFC. With
respect to work-role conflict, the more conflict among work roles, the greater the chances
that stress will spill over and cause negative behaviors that interfere with fulfilling family
roles. Role overload is the result of having too many things to do in a given time period.
As time is constrained by having too many tasks to accomplish at work, the employee
may need to use time allocated to the family role which could cause WFC. Work-role
ambiguity occurs when workers are unsure of what is expected of them in a work role. As
uncertainty concerning work roles increase, employees use more mental energy to
decipher it. This requirement may drain mental energy and attention needed for their
family roles. Carlson and Kacmar found that role overload and role conflict were
predictors of WFC, yet did not find significant results for role ambiguity.
With the amount of responsibilities added to the role of women, it has given rise to
multiple challenges that they are facing in their daily life. Performing various tasks and
playing different roles which includes; mother, wife, caregiver (for parents and elderly)
and employee simultaneously becomes very difficult for women to fulfill (Straub, 2007),
(Beauregard & Henry, 2008). It is a challenge for women to give proper time and
attention to; children especially who are very demanding under age of 13 (Thompson &
Walker, 1989), husband to maintain healthy relationship (Jacobs & Gerson, 2001), other
members of the family (parents, elderly) (Lourel, Ford, Gamassou, Gue´guen, &
Hartmann, 2009) and to their work life for career progression (Aziz & Cunningham,
2008). A balance between all these responsibilities is directly linked with the career
performance as well as physical and mental wellbeing of women (Whitehead & Kotze,
2003), (Creating Work Life Balance, 2009).

Female workers also have to face lots of social pressures which do not allow women to
have late sittings at the work place for official matters or to visit places related to work
(Hakim, 2006), (Jacobs & Gerson, 2001). These restrictions are mostly raised by the
members of the family which includes; husband, in-laws, brother and parents which
creates hurdles in their career progression (Schwartz, 1989). Women also encountered
issues like stereotyping, sexual harassment and discrimination which make them feel
insecure and confused about whether they should raise voice against inequality or remain
quiet and face it (Ibrahim & Marri, 2008), (Lee & Brotheridge, 2005).

The other challenge for women is the career development and promotion in their
professional lives. Senior positions require long hour’s commitment, work related
seminars, conferences, workshop and tours which makes it difficult for women to reach
due to family responsibilities (Beauregard & Henry, 2008), (Hochschild, 1997). Also the
fact that creates hurdles in women’s progression is pregnancy and childbirth; because
they have to take maternity leaves which results in missing out opportunities for
promotion (Straub, 2007), (Doherty, 2004), (Schwartz, 1989).

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Policies and Steps taken by Organization to Support Work Life Balance
With the changing trends of economic development, equal employment opportunities and
others, the issues regarding work-life balance has gained much attention from media and
researchers globally (Kirrane & Buckley, 2004). The work-life balance debate mostly
discussed the fact that individuals have too much work to do that very little time left for
themselves or family (Eikhof, Warhurst, & Haunschild, 2007). As the time spend on
work does not only include the contractual hours of employment but it also include the
unpaid activities such as unpredictable long journey times, hence the line between work
and family is becoming more blurred than before (Hyman & Summers, 2004).

These issues make employers realize the importance of work-life balance in woman’s
daily lives in order to get optimal outcomes from the female employees (Leeds list the
benefits of better work life balance, 2004), (Jacobs & Gerson, 2001). Hence during
1980’s, many organizations starts to change their internal workplace policies, procedures
and benefits. The changes included maternity leave; Employee assistance programs
(EAPs), flextime, telecommuting, paid maternity leaves, home-based work, vacation,
professional counseling, and child and elder care referral (Bird, 2006), (Hudson inc),
(Sunil Joshi, 2002). At present, the work-life balance issues are assumed as the most
discussed topic in the field of Human Resource world due to the recognition of its value
and need in the lives of females (Smithson & Stokoe, 2005).

Considering these consequences resulting from imbalance work and family life,
European companies have shown interest in reducing this imbalance and have launched
numerous work-life balance programs specifically for females (Sikora, Moore, Grunberg,
& Greenberg). However still, a question asked by most individuals today is as to why do
work-life balance matter to policy makers, and why it might be of importance to
employers? Which has been answered by (Gatrell & Cooper, 2008) through citing Swan
and Cooper (2005) that the concept of work-life balance developed initially as a result of
European government policies designed to work on addressing the pressures with
balancing work and family life together, where both parents were employed. As further
addressed by Lewis and Cooper (2005) cited by (Gatrell & Cooper, 2008) it has been
observed that, work-life balance policies are associated with presenting employees with
the chance to work flexibly, whereas initially the notions of flexible working were
considered in equal opportunities program, with a special focus on working mothers.
Today it is open to all. This leads to encouraging the concept of work-life balance in clear
terms.

Benefits earned due to implementation of Work Life Balance Policies

Work-life balance has become the focus of companies worldwide, who do not take it
lightly at any time. Nowadays, it is important for managers to take work-life balance
seriously. The more overworked employees, the higher the demands or the expectations
on the department (Clutterbuck, 2003), the more the managers have to depend on their

25 | P a g e
employees to perform at the highest possible level of proficiency, value, and quality
(Jacobs & Gerson, 2001), (Human Resource and Skills Development Canada, 2003).

There are companies who believe that if employees maintain a balance between work and
family, it will benefit the organization as a whole. A survey conducted of DuPont
employees lead to a discovery that those who used work-life opportunities provided by
the company were more committed to their work and believed in sticking with the
organization (Clutterbuck, 2003).

26 | P a g e
 • Role related factors

- (WORK LIFE BALANCE OF EMPLOYEES: THEORETICAL CONCEPTUAL

FRAMEWORK)(Volume 01, No. 02, April - June, 2019, pp.118-12)(Author-
Neelima Gokhroo)( International Journal of Education, Modern Management,
Applied Science & Social Science)

Role overload and role ambiguity predict employee’s strain over-time but not role
conflicts. Role overload exists when expectations towards job roles are greater than the
individual’s capabilities and motivation to perform the given task. Role ambiguity is
related to an individual’s lack of clarity, authority, knowledge towards their task and
inappropriate role expectation and demand from the same creates role conflict. Job
demands will encourage an employee, to put an effort in order to take a challenging task
as long it is within his/her capabilities and that can lead to increase in productivity.

Career Management

Married women at professional level decide to slow down their career movement, even if
an organization provides the work life practice as their concerns shift after child-birth,
and constant worry of the infant healthcare or childcare bothers them (Subramaniam et al,
2015).Employee engagement through rewards system, career growth prospects,
promotions, increments and other benefits provide a systematic career management to the
employees.

The Societal Factor

An organizational environment is referred to as the societal factor in work life balance,

which usually compatible with the culture of the country of functioning of the
organization.

27 | P a g e
 • Work life balance

- (WORK LIFE BALANCE OF MARRIED WOMEN A LITERATURE

REVIEW)(Published in 2018, VIT Business School by A. Vasumati)

Work-Life-Balance is a significant predictor of employees health and well-being, a major

research has been undertaken to check the ancestor of this construct (Chawla &
Sondhi,2011) Women often neglect to take a concern about their own health and personal
rates because of work surplus and time limitations (Mathew & Panchanatham,2011)
Health problems such as psychological health, gynec health, digestive problems and
physical health are negatively correlated with work life balance (Sujata and Singh,2011)
Organization implements work life balance policies and flexible work arrangements that
enable women employees to make use of policies and engage more efficiently to
contribute to organizational success. Work life programs such as employee assistance
programs, child care, elder care programs fitness and recreation programs, counseling
programs (Cascio, 2000) And other personal support programs can help employees to
manage and balance their work and personal life effectively (Wang & Verma) Women
make use of flexible work arrangements as a source because women tolerate greater
responsibility for domestic chores than men. (Davis, 2007)
Child care responsibility is still a constant for working women as well as it has an
influence on labour market assessment of parents, specially mother with younger
children. (Wattis, 2013) Women without children was significantly higher in
occupational commitment compared women with children, contrary to this woman
having younger children outperformed women having older children. The work related
stressors were evidently greater than that of family function associated stressors
(Balaji,2014) Women employees perceive work life balance policies as organizational
support to employee's family life and create a work life balance supportive culture in the
firm which leads to affective commitment.
The goal of understanding and observing various aspects of work life balance has been
mostly accomplished by the Western European and Anglo-Saxon countries. (Chandra,
2012) Gradually, researchers from other Nations and recognize the importance of
examining the work family domains (Poelmans, 2005) Asian countries are just started
focusing on the work life interface. (Verma, 2009)

28 | P a g e
 • Balance in work life according to the nature of work
- (Work Life Balance of Women Employee: A Literature Review)( Published in
2015, in Indian Journal of research by M.A.Raajarajeswari, DR. R Saravanan)

Vijaya Mani (2013) has uncovered the central point impacting the Work Life Parity of
Ladies experts in India, for example, part clash, absence of acknowledgment,
authoritative governmental issues, sex separation, elderly and youngsters consideration
issues, nature of wellbeing, issues in time administration and absence of fitting social
backing. K.Santhana Lakshmi et al, (Walk 2013) have inspected that the Instructive
foundations should address the Work Life Offset related issues among their staff,
particularly ladies also, take an all encompassing way to deal with outline and actualize
the approaches to bolster the instructing staff to deal with their WLB. KumariK.Thriveni
et al, (2012) have considered and broke down the huge relationship between the
demographic variables and WLB. Shalini and Bhawna 2012 reported in their study,
Nature of work life is being utilized by the associations as a key apparatus to pull in and
hold the representatives and all the more essentially to help them to keep up work life
parity with equivalent consideration on execution and duty at work. Niharika and Supriya
(2010) have considered the work based variables and family related components that are
considered to add to work life equalization. Work based variables are flexi time,
alternative to work low maintenance and flexibility to telecommute and the family related
variables are tyke care office and adaptability to deal with crises at home. Masako SETO
et al, (2004) have analyzed the impacts of business related components and Work Family
Clash on depressive manifestations among working ladies living with youthful
youngsters in a Japanese City.

29 | P a g e
Purpose of the study, objectives
30 | P a g e
Purpose
The purpose of this study was to have a better and deeper understanding of the work-life
balance among married working women. For the past forty years, this alarming increase
of working mothers has created a very unique but now predictable lifestyle. Many of
these women have career of their own. This study explored the lives of mothers who are
also working as professionals. The information shared by the women in the study assisted
in the understanding of this complex and increasingly common lifestyle. It also identified
the issues and impacts women experience in balancing work and home responsibilities.
The purpose of the study was also to understand what strategies women use to manage
internal and external stressors because motherhood places additional demands both
physically and emotionally on women. The positive and negative aspects of the lives of
mothers working at a professional level will help shed light on the issues, dilemmas, and
joys that go along with this role combination. A qualitative interview format was used in
this study so that various aspects of the working mother’s life could be explored and
examined. To develop this study, qualitative research methodology was used to examine
the lives of eight married working mothers. Participants consisted of mothers who work
at least three days per week and have at least 5 one child between ages two and twelve
years old. Participation was designed exclusively for mothers of young children, twelve-
years old being the oldest. The vast majority of studies about working mothers have used
a quantitative methodology. The potential benefits of the proposed study include
increasing understanding of the role of a working mother, the burdens that exist in their
lives and the positive and negative aspects of the lives of working mothers. Increasing
understanding in this area is essential. This study aimed to view the world directly
through the experiences of these women rather than through statistics and anecdotes. The
expectations women have of the roles of their spouses and the impact these expectations
have on relationships at home are discussed, and choices and the cost (consequences) of
the choices women make when they commit to full-time jobs are also identified in this
study.

31 | P a g e
Objectives of the study
- To study the work-life balance among married working women.
- To find out the influence of demographic profile on factors related to personal life
expectations, personal life satisfaction, work expectations, work satisfactions and
work load.
- To recommend strategies for married working women to maintain Work-life
balance.

32 | P a g e
Scope of the study & Limitations of the study
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Scope of the study

• The purpose of this study is to identify the unique characteristics and issues for
married women employees should assist the management with specialized work
environments designed around very specific and unique tasks of their women
employees.

• This can be accomplished by complete elimination constraints altogether when

possible.

• Besides, this would provide work-life balance and career development

opportunities.

Limitations of the study

• The time limit to complete the project was less.

• All data collection is based on books, internet and employees.
• Analysis of data is done on the assumption that the answers given by the
respondents are true and correct.

34 | P a g e
THEORETICAL BACKGROUND OF HUMAN
RESOURCE
AND
WORK-LIFE BALANCE

35 | P a g e
What is HUMAN RESOURCE?
Human resources is used to describe both the people who work for a company or
organization and the department responsible for managing all matters related to
employees, who collectively represent one of the most valuable resources in any
businesses or organization.

Human resources (HR) is the division of a business that is charged with finding,
screening, recruiting, and training job applicants, as well as administering employee-
benefit programs. HR plays a key role in helping companies deal with a fast-changing
business environment and a greater demand for quality employees in the 21st century.

The term human resources was first coined in the 1960s when the value of labor relations
began to garner attention and when notions such as motivation, organizational behavior,
and selection assessments began to take shape in all types of work settings.
Human resource management is therefore focused on a number of major areas, including:

• Recruiting and staffing

• Compensation and benefits
• Training and learning
• Labor and employee relations
• Organization development

Due to the many areas of human resource management, it is typical for professionals in
this field to possess specific expertise in one or more areas. Just a few of the related
career titles for HR professionals include:

• Training development specialist

• HR manager
• Benefits specialist
• Human resource generalist
• Employment services manager
• Compensation and job analysis specialist
• Training and development manager
• Recruiter
• Benefits counselor
• Personnel analyst
• Human resource management is about:
• Addressing current employee concerns: Unlike company managers who oversee
the day-to-day work of employees, HR departments deal with employee concerns
such as benefits, pay, employee investments, pension plans, and training. Their

36 | P a g e
 work may also include settling conflicts between employees or between
employees and their managers.
• Acquiring new employees: The human resource management team recruits
potential employees, oversees the hiring process (background checks, drug testing,
etc.), and provides new employee orientation.
• Managing the employee separation process: The HR management team must
complete a specific set of tasks if an employee quits, is fired, or is laid off.
Paperwork must be completed to ensure that the process was completed legally.
Severance pay may be offered or negotiated, benefits must be settled, and access
to company resources must be severed via the collection of keys, badges,
computers, or sensitive materials from the employee.
• Improving morale: Effective HR teams encourage company employees to do their
best, which contributes to the overall success of the company. Their work often
involves rewarding employees for good performance and creating a positive work
environment.

The Changing Shape of Human Resource Management

Human resource management involves both strategic and comprehensive approaches to
managing people, as well as workplace culture and environment.
The role of human resources professionals is to ensure that a company’s most important
asset—its human capital—is being nurtured and supported through the creation and
management of programs, policies, and procedures, and by fostering a positive work
environment through effective employee-employer relations.
The concept behind human resource management is that employees who are subject to
effective human resource management are able to more effectively and productively
contribute to a company’s overall direction, thereby ensuring that company goals and
objectives are accomplished.
Today’s human resource management team is responsible for much more than traditional
personnel or administrative tasks. Instead, members of a human resource management
team are more focused on adding value to the strategic utilization of employees and
ensuring that employee programs are impacting the business in positive and measurable
ways.

37 | P a g e
Requirements for Entering Human Resource Management

Those wishing to enter the field of HRM usually need at least a bachelor's degree in
human resource management or a related field, such as business management. Some
employers may also require candidates to a master's degree in business administration,
human resources, or labor relations.

Special certification isn't always necessary to get a job in HRM, but it can help
candidates stand out, and some employers may require it. Several professional
associations offer these types of certifications:

• The Society for Human Resource Management (SHRM) offers the SHRM
Certified Professional and SHRM Senior Certified Professional programs.
• The HR Certification Institute (HRCI) offers several certifications, including
Associate Professional in Human Resources, Professional in Human Resources,
Senior Professional in Human Resources, and Global Professional in Human
Resources. HRCI also offers micro-credential programs on several topics.
• World at Work also offers several certifications in the categories of Compensation,
Executive Compensation, Sales Compensation, and Benefits.
• International Foundation of Employee Benefit Plans offers certificates in many
areas as well, including benefits and health and welfare plans.

The amount of experience needed depends on the preference of the employer, but most
manager-level HRM positions require several years in the field.

The soft skills employers usually require in HRM candidates include leadership,
communication, decision-making, organizational, and interpersonal skills.

38 | P a g e
WORK LIFE BALANCE

The concept of Work-life Balance i.e. WLB, backs the efforts of the employees to divide
their time and energy between work, family and the other aspects of their lives. In recent
years, WLB has occupied a significant role in the higher education sector – research and
academia, enabling employees or faculties to pay attention towards personal, societal and
professional aspects of their lives as well. Organizations in general have realized that the
there is a need to plan and promote work life balance policies for increasing both
qualitative and quantitative productivity. The steps taken by organizations to do so
include – job sharing, flexible working hours, family events at work etc. This has been
done so, to bridge the gaps between professional, personal and social lives of the faculties
with an aim to improve organizational work culture and effectiveness. Coser (1974) had
said that, “Work–life balance is the maintenance of a balance between responsibilities at
work and at home. Work and family have increasingly become antagonist spheres,
equally greedy of energy and time and responsible for work–family conflict.”

Conflict Theory

Work-family conflict occurs when demands of work life create problems in fulfilling the
demands of family life. Work-family conflict has been defined in terms of inter-role
conflict in which role pressures from work and family domains are mutually incompatible
in some respect, i.e., participation in work role is made more difficult by virtue of
participation in the family role (Greenhaus & Beutell, 1985).

Congruence, Integration and Ecology Theories

The Congruence theory refers to the manner in which additional variables can influence
the balance of multiple roles that are not directly related to work and family. This theory
shows a similarity between work and family through a third variable like personality
traits, genetic and socio-cultural forces and behaviour styles. Both work and family
domain can be positively affected by a third variable such as level of education or
intelligence based on the Congruence theory (Edward & Rothbard, 2000; Zedeck, 1992).
The Integration theory refers to the holistic view that work-life and community-life
domains can be encouraged and facilitated better through a healthy system of flexible and
permeable boundaries (Clark, 2000).

Interactive Theory

In order to move beyond an understanding of women and their families or of men and
their work, feminists have tried to integrate the study of work and family for a better
understanding of the intimate relationship between work and family. The mutual
interdependence between work and family has been highlighted by the Interactive theory
by considering the reciprocal influences of work and family and taking into account their
39 | P a g e
joint as well as independent effects on the social and psychological conditions of
individuals either directly or indirectly.

Work-Life Management Theory

Based on the Self-determination theory, the work-life management model focuses on

managing life through an autonomous self proactively. This theory gains insight from the
life-management (Freund and Baltes, 2002; Smith, 1999) and self-management factors
(Lorig & Holman, 2003; King, 2001; Hughes and Scott, 1998). Issues such as
Environmental, intrapersonal, and developmental and similar issues are simultaneously
recognised by this theory wherein a person living in the changing environment develops
themselves through interaction with the environment over time. Workplace and home are
considered to be those environments. The work-life management model which is
proposed as an organizing framework for coaching practice is deliberately structured
around the acronym MANAGER. The seven domains of work-life management model
are M - manager, A - acceptance, N -nurturing needs, A - authenticity, G - goals, actions
and time-management, E - environmental opportunities and threats and R - responsibility
(Oades et al, 2005)

Quality of work life as proposed by Tapomoy Deb (2016), as a solution to address the
work-life imbalance issues, follow the objectives - to attract and retain talent, to prevent
stress and burnout, to increase job satisfaction, quality and productivity through higher
job satisfaction and to balance personal/family and work related demands on an
individual employee for maintaining optimum levels of personal effectiveness. It is
further proposed, that if the quality of life could be improved further, it shall benefit and
uplift the employees, the organization and the society collectively.

Inter-Role Conflict

Work Life Balance is conflicted because of the inter-role conflicts- 1.Work-Family

Conflict and 2.Family-Work Conflict. Work-Family Conflict can be defined as the inter-
role conflict where few responsibilities under work and family domains are not
compatible and have a negative influence over employee at work front, e.g. low job
satisfaction, negative attitude, being late for work, repetitive mistakes, resistance to
change. Whereas, Family-Work Conflict concludes where family and work
responsibilities are not compatible, which negatively impacts the home front, e.g. conflict
within the family, lower life satisfaction. ‘Gerson, Katherine (2011)’ cited that young
men have been demanding balance between paid work and personal attachments without
being browbeaten at work, whereas compared to women, traditional stereotypes are

40 | P a g e
starting to lessen in regard with responsibilities for child care. The reason behind it is,
that even though the option is available, it is seen as occupational dead end as they do not
want to be marginalized. ‘Galinsky and Stein (1990)’ have described that main problem
being faced by employed women include looking after children, and elders, long work
hours, transfers and job demands etc.

Factors affecting work life balance of female employees

Personal domain factors Professional domain factor

Marital status, Number of dependents, Type Peer support, Leave policy, Performance
of family structure, Gender, Life stage, appraisal, Promotion, Job security, Type of
Qualification, Personality trait, Experience, leadership, Size of organization, Placement
Self-expectations, Psychological factors pressure, Publicity pressure, Remuneration
policy, Faculty development opportunities,
Career growth, Training, Communication,
Managerial Support, Faculty participation
in decision making ,Organizational culture,
Working conditions, Technical know- how,
Working hours, Weekly load of Teaching,
Nature of employment: Permanent/
Temporary, Working hours, Domain of
Teaching.
Family support, Spouse support, Social Gender bias, Conveyance facility, Moral
norms, Attitude of relatives and ethical issues, Child care policy

41 | P a g e
Findings of few research papers:-
From the findings of few research papers it has been observed that –

- The problems faced are several but significantly most often 'the break and their careers'
arises out of motherhood and family responsibilities.

- Maximum number of employees do overstay at office to finish their work. Due to this
their efficiency decreases as well as they feel themselves in stress.

- Almost all of them think that flexible schedule or gaps between every two to three hours
should be provided to avoid overload and to increase efficiency.

- Career and health are the top most priorities for them. In the same course, family is
given second most important priority.

- Some clearly reveal that they have problems in managing both work and family.

42 | P a g e
Research Methodology

43 | P a g e
Research Methodology
Research methodology is defined as a more systematic activity directed towards
discovery and the development of an organized body of knowledge. An efficient research
contributes to the evaluation of proper decision which ultimately affects the path the
organization will choose. The data collected is of paramount importance and hence the
research process has to be effective and efficient one.
This is also used sometimes to designate data collected to arrive at the conclusion.
In fact it describes that what should have been done?
For systematic research scientific approach is necessary.
It is therefore essential to follow a systematic methodology to arrive at a proper
conclusion.

Type of research:-

The research is carried out as a Descriptive research.

Descriptive research related research to describing the characteristics of a particular
individual or group. Descriptive study is a fact finding investigation with the adequate
interpretation.

Method of research:-

Surveys conducted in case of descriptive research studies, a survey is concerned with

describing recording, analyzing and interpreting conditions that exist.
There are two types of data collection method primary and secondary data. The primary
data are those which are collected for the first time, where secondary data are those which
have been already collected by someone else and which have been already passed
through statistical process.

Research tool:- Structured questionnaire.

Mode of data collection:-

The study is based on primary data and secondary data which includes:-

Primary data will be questionnaire. Secondary data will be gathered from books and
journals, magazines & websites.

Sampling Methods & Sample size:-

Sample size:- 50

Sampling Method:- sampling was done on the basis of Random sampling.

44 | P a g e
Data Analysis
And
Interpretation
45 | P a g e
The analysis of the data is done as per the survey finding. The data is represented
graphically in percentage. The percentage of people opinion were analyzed and expressed
in the form of charts.

Objective 1: To study the work life balance among married working women.

Do you really have work-life balance?

Question 1: I work more than 40 hours.

Particulars No. of respondents = 50 Percentage%

Strongly Disagree 5 10
Strongly Agree 5 10
Agree 30 60
Disagree 0 0
Neutral 10 20

No. of respondents
Strongly disagree Strongly agree Agree Disagree Neutral

0%

10%
20%

10%

60%

Interpretation:-

- 60% agree that they work more than 40 hours weekly.

- 20% sometimes work more than 40 hours weekly.
- 10% compulsorily work more than 40 hours weekly.
- 10% don’t work more than 40 hours weekly.

46 | P a g e
Question 2: When I am at home, I often spend time thinking about work.

Particulars No. of respondents = 50 Percentage%

Strongly Disagree 0 0
Strongly Agree 0 0
Agree 25 50
Disagree 10 10
Neutral 15 40

No. of Respondents
Strongly Disagree Strongly agree Agree Disagree Neutral

0% 0%

40%

50%

10%

Interpretation:-

- 50% often think about work after work at home.

- 40% sometimes think about work even after work.
- 10% don’t think about work after work.

47 | P a g e
Question 3: I often complete additional work at home beyond work hours to keep up.

Particulars No. of respondents = 50 Percentage%

Strongly Disagree 0 0
Strongly Agree 0 0
Agree 30 60
Disagree 5 10
Neutral 15 30

No. of Respondents
Strongly Disagree Strongly agree Agree Disagree Neutral

0% 0%

30%

60%
10%

Interpretation:-

- 60% agree that the bring work at home, even after work.
- 30% sometimes bring their work at home.
- 10% finish their work at work only.

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Question 4: Does the organization take initiatives to manage work life of married
women?

Particulars No. of respondents Percentage%

Strongly Disagree 0 0
Strongly Agree 0 0
Agree 40 90
Disagree 0 0
Neutral 10 10

No. of Respondents
Strongly Disagree Strongly Agree Agree Disagree Neutral

0% 0%
0%
10%

90%

Interpretation:-

- 90% agree that their organization is taking initiatives for their work life balance.
- 10% say that, their organization takes care about their work life balance only
sometimes.

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Question 5: Have you missed a personal event because of work?

Particulars No. of respondents = 50 Percentage%

Strongly Disagree 0 0
Strongly Agree 5 10
Agree 25 50
Disagree 15 30
Neutral 5 10

No. of Respondents
Strongly Disagree Strongly Agree Agree Disagree Neutral

0%

10% 10%

30%

50%

Interpretation:-

- 50% agree that they have missed their personal events because of their work.
- 30% say that, they haven’t missed any personal event due to work.
- 10% have sometimes missed their personal event due to work.
- 10% say that, they always miss their personal events due to work.

50 | P a g e
Question 6: Do you think you are satisfied with work and you can balance both work
and personal life?

Particulars No. of respondents = 50 Percentage%

Strongly Disagree 0 0
Strongly Agree 10 18
Agree 25 46
Disagree 0 0
Neutral 15 36

No. of Respondents
Strongly Disagree Strongly agree Agree Disagree Neutral

0%

18%

36%

46%
0%

Interpretation:-

- 46% agree that they can manage both their work & personal life.
- 36% can manage both sometimes.
- 18% strongly manage both.

51 | P a g e
Objective 2: To find out the influence of demographic profile on factors related to
personal life expectations, personal life satisfaction, work expectations, work
satisfactions and work load.

Factors affecting personal life due to work.

Question 1: Co-workers positively contribute to my work environment.

Particulars No. of Respondents = 50 Percentage%

Yes 41 91
No 9 9

No. of Respondents
Yes No

9%

91%

Interpretation:-

- 91% say that their co-workers support them at work.

- 9% say that their co-workers don’t support them at work.

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Question 2: Do you check e-mails after you leave the office?

Particulars No. of Respondents = 50 Percentage%

Yes 35 82
No 15 18

No. of Respondents
Yes No

18%

82%

Interpretation:-

- 82% check their emails even after office.

- 18% don’t check.

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Question 3: Do you suffer from any stress-related disease?

Particulars No. of Respondents = 50 Percentage%

Hypertension 25 37
Obesity 10 27
Diabetes 0 0
No 10 27
Other 5 9

No. of Respondents
Hypertension Obesity Diabetes No Other

9%

37%
27%

0%
27%

Interpretation:-

- 37% suffer through hypertension due to work load.

- 27% suffer through obesity due to work.
- 27% don’t suffer through any work related stress.
- 9% have other than these diseases due to work.

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Question 4: Are you satisfied with the leave policy?

Particulars No. of Respondents = 50 Percentage%

Yes 35 73
No 15 27

No. of Respondents
Yes No

27%

73%

Interpretation:-

- 73% are satisfied with the leave policy of the company.

- 27% are not satisfied with the leave policy of the company.

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Question 5: Have you ever been in a situation where you have to choose between family
or work?

Particulars No. of Respondents = 50 Percentage%

Yes 42 82
No 8 18

No. of Respondents
Yes No

18%

82%

Interpretation:-

- 82% have been in a situation where they had to choose between work & family.
- 18% have never been through this situation.

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Question 6: Does your family support you for working?

Particulars No. of Respondents = 50 Percentage%

Yes 40 90
No 10 10

No. of Respondents
Yes No

10%

90%

Interpretation:-

- 90% of respondents have family support.

- 10% don’t have family support.

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Objective 3: To recommend strategies for married working women to maintain Work-life
balance.

How can I improve and maintain work-life balance?

Question 1: Do you generally feel you are able to balance your work life due to work-
life management policy of company?

Particulars No. of Respondents = 50 Percentage%

Yes 41 82
No 9 18

No. of Respondents
Yes No

18%

82%

Interpretation:-

- 82% that they’re able to manage their work & personal life with the help of
company.
- 18% say that they don’t manage both because of company’s policies.

58 | P a g e
Question 2: Does your organization encourage the involvement of your family members
in work achievement reward functions?

Particulars No. of Respondents = 50 Percentage%

Yes 41 91
No 9 9

No. of Respondents
Yes No

9%

91%

Interpretation:-

- 91% say that their organization support family gatherings & get-togethers.
- 9% say their organization doesn’t support this activity for their encouragement.

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Question 3: I leave my work at work and don't bring it at home.

Particulars No. of Respondents = 50 Percentage%

Yes 20 36
No 30 64

No. of Respondents
Yes No

36%

64%

Interpretation:-

- 36% leave their work at work.

- 64% work at home, even after work.

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Question 4: What do you do, to manage work related stress?

Particulars No. of Respondents = 50 Percentage%

Music 20 40
Yoga & Meditation 20 40
Talking to friends 5 10
Other 5 10

No. of Respondents
Music Yoga & Meditation Talking to friends Other

10%

10%
40%

40%

Interpretation:-

- 40% relieve their work-stress by listening to music.

- 40% relieve their work-stress by doing Yoga & Meditation.
- 10% talk to their friends for relieving stress.
- 10% do other activities.

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Findings & Suggestions

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Summary of findings:-
According to the above tables, it has been observed, when the respondents were asked the
question "Do you really have work life balance?"
Few say that they can manage work and personal life both. Few are satisfied with the
organizational policies made for their well-being.
65% say that they can't attend their functions due to work. 80-90% say that they have to
work more than 40 hours a week. 75% work at home even after office.

When they were asked about "The factors affecting their work life balance" - almost 73%
say that they deal with the diseases like hypertension, obesity, and other due to work
stress. On a positive note 90% have family support for their work. 27% are not satisfied
with the leave policy of their organization.

Some say that, they sometimes have to sacrifice either work or family.

When they were asked about the question - "What strategies are implemented by you and
your organization to improve the quality of work life balance?"
80% say that they manage their stress by yoga and music. While 64% say that they don't
leave work at work place they think and sometimes work at home as well.

From the above tables it is found that work life balance among married women is a bit
out of control and is in need of attention.
It is observed that married working women experience 'time-squeeze' and hence find it
really hard to have time for themselves by means of hobbies and other activities. They
feel worried about the effect of work stress on their health. Where many think that, they
manage both well and few think they cannot.

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Suggestions:-
Recommendations to married women employees:-
- Leave work at work.
- Nurture yourself.
- A little relaxation goes a long way.
- Don’t overbook.

Recommendations to organizations:-
- Promote awareness of work-life balance.
- Offer flexibility.
- Training Programs.
- Women-friendly workplace.
- Survey questionnaire.

It is critical for work and family research to fully understand the conditions under which
the married women employees experience conflict between their roles. There is a need to
consider working environment, job satisfaction, family support and number of working
hours in the future. Future studies should also continue to refine the methodology used in
the area of work family research.
In order to attain in depth understanding of one's work and family life researchers who
study work- family roles should include multiple perspectives such as, job stress, quality-
of-life mental health and work demands.
Time management skills are the key to managing and achieving a balance among all
spheres as every individual has 24 hours a day and 7 days a week, which needs to be
allocated profusely for all the activities - basic need to exercise, sleep, social events, work
demands, family demands and personal pursuits. Hence effective time management can
help reduce stress and bring balance to life in and out of the office. Organizations can
help employees by providing training modules for time management, delegation and help
them prioritize their needs, wants and commitments accordingly.

Like all studies, the current research has limitations. The sample in the present study is
quite simple hence, the generalization of the findings is limited. Additional research is
needed.

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Conclusion Limitations & Learning through project

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Conclusion Limitations
In this modern era, there is a need for systematic research into the nature of work-life
conflict and further insight is required in two ways by which the work-home interface can
be more effectively managed.
Considerably more research is needed to gain additional insight into the meaning and
consequences of work-family balance.
This study was able to measure employees work life balance and found weekly hours of
work and the stress associated with the work were very important determinants of
employees work life balance.
Conflicts in work life balance of working women affects their health who report more
stress, headache, muscle tension, weight gain and depress.
Juggling between the obligations towards the families and expectations of the
organization and constant struggle to maintain a balance between work and family can
have serious implications on the life of an individual by affecting their well-being and
overall quality of life.
There is a widespread demand from employees for the right to balance work and home
life in today's busy world where finding time for oneself seems impossible.
They alone cannot be answerable to address the problems of imbalance.
The problems and difficulties of women are multi-dimensional as evident from literature
review.
Therefore, they require further probing to help working women in balancing their work
and family life.

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Learning from the project
Work-life balance is a cycle, not an achievement. One may view work-life balance as the
approach to maintain an equal number of hours between work and play. But it’s not!

Having a well-balanced work-life is not only about coming to and returning from
working on time. In a broader perspective, it’s about prioritizing things as per their
importance.

Prioritizing things helps one save both their time and energy. Thus, allowing them to set a
perfect balance between their work and personal life.

Talking about its impact, work-life balance is imperative for employees, but it also
affects the organization. Employees who can put equal importance on their well-being are
undoubtedly happier and more satisfied. And this does reflect in their performance and
behavior at work.
Learned the importance of work-life balance and the need to have work-life balance to
have happiness & life satisfaction.

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Bibliography

Journals, Books, Websites and Articles:-

Bird. J (2006), “Work Life Balance Doing it Right & Avoiding the Pitfalls”, Employment
Relations Today, Vol. 33 No.3.

International Journal of Education

https://www.inspirajournals.com

https://observatorio.campus-virtual.org

https://www2.bartleby.com

www.researchgate.com

https://www.ukessays.com/

Human Resource Management by – T.N Chabra

Singh .S (2014), “Measuring Work life balance in India”, International Journal of

advance Research in Computer Science and Management Studies, Vol. 2 Issue.5, pp 35-
45.

Work-Life-Balance-Of-Women-In-India-FJQCXV6Z9E6

https://www.worldwidejournals.com

https://scholarworks.lib.csusb.edu

https://scholar.google.com/

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References of research papers & Authors:-
A study on Work-Life Balance in Working Women - G.Delina, Dr. R. Prabhakara Raya
(International Journal of Commerce, Business and Management (IJCBM), ISSN: 2319–
2828 Vol. 2, No.5, October 2013)

CONCEPTUALISING WORK-LIFE BALANCE by Gayatri Pradhan (Institute of

economic & social change, Banglore)

51455345_Work-Life_Balance_among_Married_Women_Employees by Vranda
Mysore, Atiq Ahmed (Indian Journal of psychological medicine, 2010)

Visser . F & Williams .L (2006), “Work life Balance: Rhetoric Versus Reality?”

Work-Life Balance Among Working Married Women by Romyna A. Rendon ("Work-

Life Balance Among Working Married Women: What Social Workers Need to Know"
(2016). Electronic Theses, Projects, and Dissertations. 374.
https://scholarworks.lib.csusb.edu/etd/374)

A STUDY OF WORK-LIFE BALANCE: CHALLENGES AND SOLUTIONS by Indu

Gautaum (International journal of research in Engineering, 2019)

Work Life Balance of Women Employee: A Literature Review by Dr. R Saravanan

(2015, ISSN - 2250-1991, Indian Journal of research)

Work Life Balance of Women Employee: A Literature Review by Vasumathi (Int.

services & operations management, VIT Business School)

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Annexure Questionnaire
1) I work more than 40 hours.
2) When I am at home, I often spend time thinking about work.
3) I often complete additional work at home beyond work hours to try to keep
up.
4) Does the organization take initiatives to manage work life of married
women?
5) Have you missed a personal event because of work?
6) Do you think you are satisfied with work and you can balance both work
and personal life?
Options:- Agree, Disagree, Strongly Agree, Strongly Disagree, Neutral.
7) Co-workers positively contribute to my work environment.
8) Do you check e-mails after you leave the office?
9) Do you suffer from any stress-related disease?
10) Are you satisfied with the leave policy?
11) Have you ever been in a situation where you have to choose between family
or work?
12) Does your family support you for working?
Options:- Yes, No
13) Do you generally feel you are able to balance your work life due to work-
life management policy of company?
14) What do you do to manage work related stress?
15) Does your organization encourage the involvement of your family members
in work achievement reward functions?
16) I leave my work at work and don't bring it at home.
Options:- Yes, No

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