A PROJECT REPORT

ON
“THE STUDY OF IMPACT OF WORK LIFE BALANCE
ON EMPLOYEES JOB SATISFACTION IN
IT INDUSTRY IN INDIA ”
SUBMITTED IN PARTIAL FULLFILLENT OF THE REQUIREMENT
FOR THE AWARD OF THE DEGREE OF
BACHELOR OF BUSINESS ADMINISTRATION
SESSION (2023-2024)

Name of the Supervisor: Dr. Prashant Dwivedi Name: Apurvi Dwivedi

Roll No.: CSJMA21000016742
Designation: Assistant Professor
Course: Bachelor of Business
Administration
Year: 3rd
Semester: 6th
Section: A

ALLENHOUSE BUSINESS SCHOOL

AFFILIATED TO
CHHATRAPATI SHAHU JI MAHARAJ UNIVERSITY,
 CERTIFICATE

This is to certify that Ms. Apurvi Dwivedi of BBA 6th Semester has
completed his project entitled “ THE STUDY OF IMPACT OF WORK LIFE
BALANCE ON EMPLOYEES JOB SATISFACTION IN IT INDUSTRY IN INDIA” in
record of original works done under my supervision. The work embodied
the finding of his investigation conducted during the period.
This Market Survey Study is his/her original work and has not been
submitted to any other University/Institute.

Dr. Prashant Dwivedi Dr. Shishir Gupta

Faculty Supervisor Associate Professor
(HOD-BBA)
 ACKNOWLEDGEMENT

I would like to express my sincere, gratitude and regards to the Principal

Dr. Sudha Dhawan , Head of the Department Dr Shishir Gupta and
Head of Academics Mr. Saurabh Shukla for their constant inspiration,
supervision and invaluable guidance and providing me the infrastructural
facilities like Library and Computer Laboratory, during the preparation of
the project.

I would also like to extend my sincere gratitude to all my faculty members

and specially Dr. Prashant Dwivedi (Internal guide) respectively for
giving her valuable suggestion.

With Regards

Signature of student:

_____________________

Signature of Internal Guide:

_____________________
 STUDENT’S DECLARATION

I, Apurvi Dwivedi a student of BBA at Allen House Business School,

Kanpur. Hereby, declare that the project work entitled “THE STUDY OF
IMPACT OF WORK LIFE BALANCE ON EMPLOYEES JOB SATISFACTION IN IT

INDUSTRY IN INDIA” is compiled and submitted under the guidance of Dr.

Prashant Dwivedi. This is my original work.

Whatever information furnished in this project report is true to the best of

my knowledge.

Name: Apurvi Dwivedi

Year: 3rd
Semester:6th
Roll no: CSJMA21000016742
 PREFACE

As a part of the B.B.A curriculum and in order to gain practical

knowledge in the field of MARKET SURVEY, I am required to make a
report on “THE STUDY OF IMPACT OF WORK LIFE BALANCE ON

EMPLOYEES JOB SATISFACTION IN IT INDUSTRY IN INDIA”. The Basic

Objective behind doing this project report is to get knowledge of different
tools of doing a survey.
In this project I have Included various concept, effects and implications
regarding Sampling and Hypothesis on the particular market of customers.
Doing this project report help us to enhance my knowledge regarding the
Impact of work life balance on job satisfaction in Indian IT sector.
Through this report I came to know about the importance of team work
and role to devotion towards the work.

TABLE OF CONTENT
Chapter Particulars Pages
1 Introduction 7-17
2 Review of Literature 19
3 Research Methodology 21
Research Design
1)Objective of The Study
2)Population/Universe
3)Sampling Size
4)Sampling Procedure
5)Data Collection
4 Analysis & Findings 22-40
Limitatios ,Conclusion &
5
Suggestion 41-44
Annexure 45
Copy Of Questionnaire
 CHAPTER-1

INTRODUCTION
Work-life balance is a concept that has been gaining traction in recent years. With the ever-
growing demands of the modern workplace, more and more employees are finding
themselves struggling to maintain a healthy balance between their work and personal lives.
This can lead to increased stress levels, which can in turn lead to decreased job satisfaction
and productivity.
There are a number of ways to help promote work-life balance within your organization. You
may help your workers maintain a good balance between their professional and personal lives
by encouraging flexible work arrangements, making childcare or eldercare services available,
and providing employee assistance programs, to name just a few strategies. Promoting work-
life balance can increase productivity, employee retention, and job satisfaction. Work-life
balance is a well-known contributing element to employee job satisfaction. Work-life balance
is a strong predictor of employee engagement, according to new research. A healthy work-life
balance can lead to happier, more productive employees who are more engaged in their work.
This, in turn, can lead to better business outcomes for employers.

The rapidly evolving business world has created new activities and new opportunities for
companies. Businesses find it difficult to maintain their lead in the market due to
globalization. Competitive companies use the fewest resources to gain the most profits. A
company's human resources must be competitive, survive, and win the competition. The main
resource of the company is human resources, but there are many other resources. Human
resources play an important role as they determine the course and goals of the company.
Therefore, businesses must have superior human resources to achieve company goals.
Performance is the result of the interaction between effort, ability, and perception of tasks. An
individual's results while doing his job or work in proportion to his responsibilities in
quantity and quality are called performance, and are expected to be able to complete good
work in quantity and quality. Moreover it states that standards measure performance based on
three factors: quality of work, quantity of work, and punctuality. Work-life balance is an
important part of achieving optimal performance. This is very important to improve the
performance of employees and ensure their well-being in the company. Organizations have
social responsibilities towards their employees, including ensuring work-life balance. Work-
life balance is defined as when a person's work and personal life needs are balanced. Many
companies are making significant efforts to lessen the friction between workers' work and
family lives as a reaction to the rising health and productivity issues caused by workers'
inability to strike a work-life balance. Researchers and management alike have taken a keener
interest in this field. Companies that do not let their workers have any leeway in combining
their professional and personal lives have a detrimental effect on employee productivity.
Many studies have shown a robust correlation between a healthy work-life balance and
improved productivity on the job. “Little” is known about the processes that underlie the
correlation between work-life balance and employee effectiveness on the job, even though
this correlation is attracting more and more attention from studies, a few research has focused
on investigating how and why work-life balance predicts job performance. The primary goal
of this study was to investigate potential psychological mechanisms that employees use to
enhance their performance on the job about their views of work-life balance. We specifically
looked at how work culture and environment relate to work-life balance and productivity on
the job. This research examines the impact of work-life balance as a mediator on the
association between job satisfaction and work environment. This will make the process of
choosing an industry much easier. Nonetheless, prior research has extensively examined the
relationship satisfaction and individual and organizational outcomes. More research is needed
on the topic of workplace culture and environment. Work-life balance is more likely to
impact employees' psychological wellness when it interacts with their contentment with
coworkers, and we centre our attention on this aspect of employees' experiences at work. The
study's secondary aim was to look at how happy workers are with their coworkers, making
them feel better about their work-life balance. This is especially true for studies that rely
significantly on data. While well-designed survey instruments are legitimate, large-scale,
cross industry surveys using these methods may result in poor response rates and expensive
expenses. In addition, the inflexibility and finality of individual surveys restrict researchers'
ability to conduct exploratory investigations and post hoc analyses (barring the provision of
an additional survey). The study was conducted to find out how work-life balance affects
worker performance, how employee performance impacts job satisfaction, and knowing how
work life balance and work performance impact employee job satisfaction. The results are
expected to give more insight into the implementation of work-life balance and employee
performance.

INDIAN IT INDUSTRY AT A GLANCE

The Information Technology (IT) sector is one of the fastest growing sectors in the country,
envisaging dimensions of growth and globalization, achieving new milestones over the last

decade. The growth momentum attained by the overall economy since the late 1990s to a

great extent can be owed to the IT sector, led by a liberalized policy regime with reduction in

telecommunication costs have led to spurt in investments by MNCs as well as domestic

companies in the country. Perceptible is the transformation since liberalization – India today

is the world leader in information technology and business outsourcing. Correspondingly,

the industry’s contribution to India’s GDP has gone up significantly from 1.8% in FY00 to

around 5.4% in FY07.The sector has been growing at a CAGR of 30.3% since FY04.

Indian IT companies have globally established their superiority in terms of cost advantage,

availability of skilled manpower and the quality of services. They have been enhancing their

global delivery capabilities through a combination of organic and inorganic growth

initiatives. Global giants like Microsoft, SAP, Oracle, Lenovo have already established their

captive centres in India. These companies recognise the advantage India offers and the fact

that it is among the fastest growing IT markets in the Asia-Pacific region.

Industry Structure

The demand for IT across the world is witnessing a tremendous. According to NASSCOM,

the size of the Indian IT industry, has been estimated to be around US$ 47.8 bn in FY07. The

Indian IT industry can be broadly divided into two markets: domestic market and exports

market. The exports market constitutes the largest segment accounting for around 65.5% of

the total revenue generated by the Indian IT industry including hardware in FY07.

Importantly, in the exports market, IT services segment contributed highest share with

57.5% in FY07, followed by the IteS-BPO segment with 26.8% share and the rest shared by

the software products and engineering services & R&D. The domestic IT market is broadly
classified into the following four segments: (i) IT Services, (ii) software products,

engineering and R&D services, (iii) IT-enabled Services and Business Process Outsourcing

(ITeS-BPO), and (iv) hardware. While IT Services accounted for around 34% of the total

revenue generated by the domestic market in FY07, the engineering services, R&D and

software products segments together accounted for 9.7% of the revenue. The ITeS-BPO

segment, on the other hand, contributed 6.7%. Hardware contributed major share of the

domestic market with about 49.7%. Notably, the domestic IT industry grew at a CAGR of

25.7% during FY04-07 to touch US$ 16.5 billion. According to Manufacturer Association for

Information Technology (MAIT), the Desktop PC market (including notebooks) showed an

upward trend totalling over 6.34 million units in FY07, registering a growth of 25.65% over

the same period last fiscal. Desktop sales accounted for more than 86.5 per cent of the total

sales, while the remaining was shared by notebook sales. This was largely due to the

buoyant mood in IT consumption which saw a significant growth in notebook sales by 97%.

MNC’s have been increasingly raising their share in Indian desktop market from 35% in

FY05 to 39% in FY07. Driven by growing domestic demand mainly in notebooks segment,

as sales of MNC brands grew by 33% and that of assembled by 22% in FY07.

The high growth in PC sales was accelerated due to increased consumption by industry

verticals such as telecom, banking and financial services, manufacturing, education, retail and

BPO/IT-enabled services as well as major e-Governance initiatives of Central and State

Few important characteristics of the Indian IT sector include:

1)Export intensive: Indian IT industry is predominantly export driven, with exports

contributing over 60% of its revenue since FY03.
2)Concentration on Low-end services: Low-end services such as customised software
services and maintenance have been the key offerings of the Indian IT companies. These
companies are now however moving up the value chain offering end-to-end solutions to
clients.
3)Fragmented industry: D&B’s inhouse database has identified over 8,000 companies which
operate in the IT space in India, offering a wide range of software products and services. A
large number of these companies are unorganised players.
4)Skewed concentration: The revenues of the top four companies, TCS, Infosys, Sonaiya and
Satyam, account for over 25% of the overall industry. This skewness is all the more
pronounced in the case of IT services.
markets.
MARKET SIZE

According to the National Association of Software and Service Companies (Nasscom), the
Indian IT industry’s revenue touched US$ 227 billion in FY22, a 15.5% YoY growth and was
estimated to have touched US$ 245 billion in FY23.

In 2022, the Indian domestic IT & Business Services market was valued at US$ 13.87 billion
and recorded a 7.4% year-over-year (YoY) growth as compared to 7.2% in 2021.

IT spending in India is expected to increase to US$ 110.3 billion in 2023 from an estimated
US$ 81.89 billion in 2021.

The Indian software product industry is expected to reach US$ 100 billion by 2025. Indian
companies are focusing on investing internationally to expand their global footprint and
enhance their global delivery centres.

The data annotation market in India stood at US$ 250 million in FY20, of which the US
market contributed 60% to the overall value. The market is expected to reach US$ 7 billion
by 2030 due to accelerated domestic demand for AI.

India's IT industry is likely to hit the US$ 350 billion mark by 2026 and contribute 10%
towards the country's gross domestic product (GDP), Infomerics Ratings said in a report.

As an estimate, India’s IT export revenue rose by 9% in constant currency terms to US$ 194
billion in FY23.
The export of IT services has been the major contributor, accounting for more than 53% of
total IT exports (including hardware).

BPM and engineering and R&D (ER&D) and software products exports accounted for 22%
and 25%, respectively of total IT exports during FY23.

Exports from the Indian IT industry stood at US$ 178 billion in FY22. The export of IT
services was the major contributor, accounting for more than 51% of total IT exports
(including hardware). BPM and engineering and R&D (ER&D) and software products export
accounted for 20.78% each of total IT exports during FY21. The ER&D market was expected
to grow to US$ 42 billion by 2022.

The IT industry added 2.9 lakh new jobs taking the industry’s workforce tally to 5.4 million
people in FY23.

Changing Growth Drivers:

There has been a change in the revenue composition of companies in recent years. The
revenue contribution of high-growth segments such as infrastructure management services,
package implementation, testing & consulting has been witnessing rapid growth over the last
couple of years. These, newer service lines are not only enabling Indian companies to
increase their sales by cross-selling to their existing customers, but also improve their
average billing rates and recognition of being end-to-end service providers. These segments
are experiencing high growth rates over the last couple of years. However, the Custom
Application Development and Maintenance (CADM) services continue to contribute a larger
share towards IT services segment revenue. The CADM accounted for around 39.6% to the
total IT services segment revenue of US$23.6 bn in FY07, and it witnessed a growth rate of
35.3% in the same period.

ROAD AHEAD

India is the topmost offshoring destination for IT companies across the world.
Having proven its capabilities in delivering both on-shore and off-shore services
to global clients, emerging technologies now offer an entire new gamut of
opportunities for top IT firms in India.

The Indian IT & business services industry is expected to grow to US$ 19.93
billion by 2025. Spending on information technology in India is expected to
reach US$ 144 billion in 2023. By 2026, widespread cloud utilisation can
provide employment opportunities to 14 million people and add US$ 380 billion
to India's GDP.

As per a survey by Amazon Web Services (2021), India is expected to have

nine times more digitally skilled workers by 2025.

In November 2021, Mr. Piyush Goyal, Minister of Commerce and Industry,

Consumer Affairs, Food and Public Distribution and Textiles, lauded the Indian
IT sector for excelling in its competitive strength with zero government
interference. He further added that service exports from India have the potential
to reach US$ 1 trillion by 2030.
 NEED OF THE STUDY

Studying the impact of work-life balance in the IT industry is imperative for multiple reasons.
Firstly, it directly affects the well-being of employees by potentially reducing burnout and
stress levels prevalent in the high-pressure IT environment. Secondly, it plays a pivotal role in
talent retention and recruitment efforts. Offering work-life balance initiatives can attract
skilled professionals and reduce turnover rates, crucial in a competitive industry like IT.
Additionally, understanding the correlation between work-life balance and
productivity/performance is vital for optimizing workforce output. Moreover, promoting
work-life balance can result in cost savings for companies by mitigating absenteeism,
presenteeism, and associated healthcare costs. Furthermore, considering the unique
challenges of the IT industry, such as global operations and innovation demands, makes it
essential to tailor work-life balance strategies accordingly. Lastly, fostering diversity and
inclusion is facilitated by accommodating diverse needs through flexible work arrangements,
enhancing the overall workplace environment in the IT sector.

WHY IT INDUSTRY
Understanding the dynamics of work-life balance within the Indian IT industry is essential
due to its demanding nature and global significance. The sector's fast-paced environment,
characterized by tight deadlines and long hours, exacerbates challenges in maintaining a
healthy balance. Moreover, as a major player in the global IT landscape, India's practices
influence broader industry trends. Additionally, the sector's embrace of technology and
remote work offers insights into evolving work patterns. Talent retention is critical in this
competitive field, making it imperative to explore how work-life balance impacts employee
satisfaction and retention. Economically, the IT industry contributes significantly to India's
GDP, making it vital to optimize productivity and well-being. Furthermore, cultural nuances
shape work practices, highlighting the need to understand how societal expectations intersect
with organizational norms. In sum, studying work-life balance within the Indian IT industry
provides valuable insights into optimizing productivity, retaining talent, and fostering
employee well-being in a globally significant sector.
CHAPTER-2
 REVIEW OF LITERATURE
The term Employee Satisfaction was brought to limelight in 1935.the studies conducted prior
to 1933 by Hoppock observed that Employee Satisfaction is combination of psychological,
physiological and environment circumstances that cause a person to say “I am satisfied with
my job”
According to our survey, 50% of people are not happy with their jobs, which prevents them
from maintaining a healthy work-life balance. Our research also indicates that people who
work long hours may not be happy at their professions, which makes it difficult for them to
maintain a healthy work-life balance. They struggle to find time for their personal lives,
which makes them unhappy at work. The outcome also demonstrates how changes in
gender and marital status have an impact on work-life balance. Regardless of gender, sexual
orientation, or marital status, each individual has their own way of living. Work-life balance
varies depending on one's patterns and practices in life, Muhammad Shadab, and KashifArif
(2015).
According to the results, employees who have lower job satisfaction and encounter work-life
conflict are more likely to consider leaving their employment if they have a low degree of
commitment to remaining in their existing positions. In fact, those who see few career
choices are less likely to have a strong intention to leave, even when they suffer a work-life
balance imbalance or workplace discontent. Since it demonstrates that employees' low
desire to quit their jobs is not necessarily an indication of job happiness or a positive work-
life balance, this study has consequences for managers. Most people who encounter work-life
balance issues or job dissatisfaction are compelled to continue working for their existing
employers out of necessity. It is encouraged that managers test employees' levels of job
satisfaction on a regular basis. When they see work-life conflict and job dissatisfaction,
managers must take action to support employees in finding a balance between their personal
and professional lives, Marjan Fayyazi, and Farshad Aslani (2015).
Work-life balance and job satisfaction are positively correlated. The firm should set up its
workplace so that its workers can work from home and spend more time with their families.
Due to this flexibility, employees are happier and report higher levels of job satisfaction
(Gayathiri & Ramakrishnan, 2013). Additionally, Guest (2002) found that WLB practices
like making family responsibilities part of the job make employees happier and more
satisfied because they can balance work and family obligations. Employers should provide
their workers with benefits that let them spend time with their families, such as paid time off,
healthcare, sports facilities, and entertainment programs. They should also adopt work-life
rules that give people high levels of happiness and promote good performance. Employees
are motivated to work better when they have satisfactory WLB arrangements, which boosts
business earnings, A.Aruna Shantha, (2019).
The Online Journal of Distance Education and e-Learning, October 2022 Volume 10, Issue 4
www.tojdel.net Copyright © The Online Journal of Distance Education and e-Learning
595Work-life balance is a key issue in human resource management since it has an impact on
both individuals productivity and the development of their business. The achievement of
work-life balance by employees is facilitated by a variety of circumstances. To ensure that
workers' professional and personal lives are highly balanced, various factors, such as
employee involvement in formulating policies and making important choices,
can be reinforced, Dr. K. Veena Latha (2019).
Work-life balance has become a pressing human resources issue for the business world, and
while the majority of organizations have addressed these issues with a variety of policies and
programs that address specific family needs, these programs still uphold the idea that a
worker's job and personal life are distinct from one another and incompatible. Faculty
members frequently disrupt the productive workplace and set the lowest standards by
struggling to balance their personal and professional obligations. Programs that promote
work-life balance have the ability to significantly boost employee morale, retain
organizational knowledge, and lower absenteeism, particularly in hard economic times.
Universities and colleges are under intense financial pressure; therefore, comprehending the
important concerns of work-life balance falls to the institution's HR professionals. Faculty
members' work-life balance at the engineering institutions that were assessed falls short of the
desired level of satisfaction. Work-life balance and job happiness are strongly associated, and
managerial support is crucial in illuminating faculty members' job satisfaction, Dr.P. Jyothi,
Dr. C. Sonia, Dr.B. Rajasekar, D. Krishnamoorthy, S.Ramanathan (2020)
Organizations place increasing value on the collaborator as an individual, so it is critical that
they provide well-being and implement initiatives that support their collaborators'
professional satisfaction and allow them to feel fulfilled on both a personal and professional
level, fostering the possibility of family time. The purpose of this study is to ascertain what
factors affect professional happiness and if employees can strike a balance between their
working and personal lives. Having said that, the findings demonstrate that for employees to
feel professionally fulfilled, they must be integrated into a stable and healthy organizational
environment. Additionally, the employee's commitment to the organization plays a crucial
role as a mediator of the relationship between the aforementioned variables, Renato Lopes da
Costa et al (2020).
Work-life balance is not a brand-new concept in human resource research, so there will
always be new studies on it. The results of this study show that work-life balance is positively
correlated with employee retention (up to 4.4%) and job satisfaction (up to 8.3%). Employers
can use corporate-designed training and development programs to match an employee's
talents to a position within the company that suits their interests and gives them the
opportunity to advance. As a result, it could also assist you in creating close relationships
with your employees. In order to help employees better balance their personal and
professional lives, employers often provide them with the option to work from home, Hana
Silaban, and Meily Margaretha (2021).
Poor work-life balance has a detrimental influence on both employee performance and
productivity (Naithani, 2010). But those who manage their work and personal lives well do
better in their employment (Roberts, 2008; Ryan and Kossek, 2008). In this regard, our data
show that there is a positive correlation between work-life balance and job performance, with
a coefficient of 0.152 (T-statistic = 3.007) indicating that this association is significant.
These scientific findings also imply that a better work-life balance will improve an
employee's ability to accomplish their job duties. The study's participants discussed their
willingness to be adaptable at work when necessary and stressed that they were not prepared
to give up their personal lives for their jobs, Perengki Susanto et. al. (2022)
CHAPTER 3
 RESEARCH METHODOLOGY
[Research Design]

+
(1) Objective Of the Study:
 Primary objective
1)To examine the relationship between Worl-life balance and employee
job satisfaction in Information technology Industry in India.

 Secondary objective
1) To determine if work-life balance creates relationship between
employee job satisfaction and performance and retention.
2) To determine the factors that contribute to work-life balance.

(2) Population/Universe:

The Population which we have targeted in our Survey is basically audience

in the age group of 21-50 and who are working any IT based company.

(3) Sampling Size:

The Sample Size which we have taken is the audience of 111 people.

(4) Sampling Procedure:

The procedure which we have undertaken to do our sampling is the Simple

Random Sampling.

(5) Data Collection:

 Primary Data :- Personal Interviews, Google form(consist questionnaire
having MCQ based question on Likert scale as well as open ended
 Secondary Data :- Internet , Research paper ,published journal articles,
books
 [CHAPTER 4]
Analysis & Findings
Q1: Age

So we can clearly see from the pie-chart that,

 79.3% audience who have filled the form are between the age of 18-25
 19.8% audience who have filled the form are between the age of 26-35.
 And 0.9% audience who have filled are above the age of 36-45.

OPTIONS Respondents (in numbers) Respondents (in %)

18-25 88 79.3
26-35 22 19.8
36-45 01 0.9
Above 45 nil nil
Total 111 100
Q2: Gender

So we can clearly see from the pie-chart that,

 70.3% audience who have filled the form are male

 And 29.7 % who have filled the form are female respectively.

OPTIONS Respondents (in numbers) Respondents (in %)

Male 78 70.3

Female 33 29.7

Total 111 100

Q3: How many hours do you work in a week.

So, we can clearly see from the pie-chart that,

 34.2% employees work Less than 40 hours in a week.

 28.8% of employees work between 41 -50 hours a week.
 12.6 % of employees work between 51 -60 hours a week.
 18% of employees work between 61-70 hours a week.
 6.3% of employees work more than 70 hours in a week.

OPTIONS Respondents (in numbers) Respondents (in %)

Above 40
38 34.2
hours
41-50 32 28.8

51-60 14 12.6

61-70 20 18
Above 70
07 6.3
hours
TOTAL 111 100
Q4. You are satisfied with the time you get to spend with your family.

So, we can clearly see from the pie-chart that,

 64.9% employees are satisfied with the time they get to spend with
their family.
 19.8% employees are not satisfied with the time they get to spend
with their family.
 15.3% employees are not sure whether they are satisfied with the
time they get to spend with their family.

OPTIONS Respondents (in numbers) Respondents (in %)

Yes 72 64.9

No 22 19.8

Maybe 17 15.3

TOTAL 111 100

Q5. Your work-life allows you to manage personal and professional life
effectively.

So, we can clearly see from the pie-chart that,

 Majority 46.8% employees agrees that their work-life allow them to manage their
personal and professional life effectively.
 22.5% employees are neutral about whether their work-life allow them to manage
their personal and professional life effectively.
 16.2% employees believes that their work-life does not allow them to manage their
personal and professional life effectively.

OPTIONS Respondents (in numbers) Respondents (in %)

Strongly
10 9
disagree
Disagree 18 16.2

Neutral 25 22.5

Agree 52 46.8
Strongly
6 5.4
agree
TOTAL 111 100
Q6. How often do you work overtime.

So, we can clearly see from the pie-chart that,

 Majority 75.7% employees sometimes do overtime.

 17.1% employees do overtime work very often.
 7.2 % employees never do overtime.

OPTIONS Respondents (in numbers) Respondents (in %)

Very often 84 75.7

Sometimes 22 17.1

Never 17 7.2

TOTAL 111 100

Q7. Have you ever missed a personal event because of work and felt really
bad.

So, we can clearly see from the pie-chart that,

 45.9% majority employees felt bad as they miss their personal

event due to work.
 33.3% of employees didn’t miss their personal event due to
work.
 20.7% of employees miss their personal event due to work.
OPTIONS Respondents (in numbers) Respondents (in %)

Yes 51 45.9

No 37 33.3

Maybe 23 20.7

TOTAL 111 100

Q8. You feel stressed about work- related reasons outside of regular working
hours.

So, we can clearly see from the pie-chart that,

 Majority 34.2% of employees feel stressed abou work outside

working hours
 22.5% of emloyees and 6.3% of employees disagree and strongly
disagree respectively to the statement.

OPTIONS Respondents (in numbers) Respondents (in %)

Strongly
7 6.3
disagree
Disagree 25 22.5

Neutral 36 32.4

Agree 38 34.2
Strongly
05 4.5
agree
TOTAL 111 100
Q9. Can you work flexibly or remotely to handle personal and professional
responsibilities.

So, we can clearly see from the pie-chart that,

 64% employees are allowed to work flexibly or remotely to manage

work-life.
 28.8% employees can’t work flexibly or remotely to manage work-
life.
 7.2% employees prefer not to say.

OPTIONS Respondents (in numbers) Respondents (in %)

Yes 71 64

No 32 28.8

Maybe 08 7.2

TOTAL 111 100

Q10. Having flexibility in your work schedule positively impact your overall
job performace.

So, we can clearly see from the pie-chart that,

 38.7% of employees believes that their performance got enhanced due to flexible
work scheduule
 However 30.6% employees are neutral toward the statement.
 14.4% of employees disagree to the statement

OPTIONS Respondents (in numbers) Respondents (in %)

Strongly
9 8.1
disagree
Disagree 16 14.4

Neutral 34 30.6

Agree 43 38.7
Strongly
9 8.1
agree
TOTAL 111 100
Q11. Your job offers enough opportunities for you to recharge and relax
outside of work hours.

So, we can clearly see from the pie-chart that,

 Majority 39.6% employees agree that their organisation provide

enough opportunities to recharge and relax .
 14.4% employees disagree to the statement.
 12.6% employees strongli disagree to the statemnet.

OPTIONS Respondents (in numbers) Respondents (in %)

Strongly
14 12.6
disagree
Disagree 16 14.4

Neutral 32 28.8

Agree 44 39.6
Strongly
05 4.5
agree
TOTAL 111 100
Q12. You often bring your office work to home or respond emails after
regular office hours.

So, we can clearly see from the pie-chart that,

 Majority 42.3% of employees bring their office work to home and

repaind emails.
 19.8% and 9.9% of employees do not bring their work to home and
diasagree and strongly diasa respectively .

OPTIONS Respondents (in numbers) Respondents (in %)

Strongly
07 6.3
disagree
Disagree 22 19.8

Neutral 24 21.6

Agree 47 42.3
Strongly
11 9.9
agree
TOTAL 111 100
Q13. Work from home negatively Impacted your work-life balance.

So, we can clearly see from the pie-chart that,

 30.6% of employees believes that workfrom home negativly imacted

their work-life balance.
 34.2% are neutral to the statement .
 22.5% employees believe that work from home doesn’t imaped
their work life balance

OPTIONS Respondents (in numbers) Respondents (in %)

Strongly
08 7.2
disagree
Disagree 25 22.5

Neutral 38 34.2

Agree 34 30.6
Strongly
6 5.4
agree
TOTAL 111 100
Q14. Your performance and mental health worsened due to constant pressure
to stay updated with the technologies.

So, we can clearly see from the pie-chart that,

 34.2% employees believes that their mental health worsened due to

constat pressure to stay updated with the technology.
 .18.9% disgree that their menetal health is not worsened due to
constant pressure to stay updated .

OPTIONS Respondents (in numbers) Respondents (in %)

Strongly
08 7.2
disagree
Disagree 21 18.9

Neutral 37 33.3

Agree 38 34.2
Strongly
7 6.3
agree
TOTAL 111 100
Q15. You get exhausted by work as you sacrifice your sleep for meeting
operational issues.

So, we can clearly see from the pie-chart that,

 Majority 34.2% employees agree to the fact that they have to

sacrifice their sleep for meeting operational issue.
 21.6% employees believe that they don not have to sacrifice their
sleep for meeting operational issues

OPTIONS Respondents (in numbers) Respondents (in %)

Strongly
11 9.9
disagree
Disagree 24 21.6

Neutral 31 27.9

Agree 38 34.2
Strongly
7 6,3
agree
TOTAL 111 100

Q16. Have you thought about leaving your job due to excessive workload .
So, we can clearly see from the pie-chart that,

 Majority 36% of employees didn’t thought to leave their job for

workload reason.
 39.7% of employee thought to leave their job due to excessive
worload.
 34.2% aren sure whether they want to leave job due to this reason or
not

OPTIONS Respondents (in numbers) Respondents (in %)

Yes 33 29.7

No 40 36

Maybe 38 34.2

TOTAL 111 100

Q17. You are overall satisfied with your job because of desired work-life
balance.

So, we can clearly see from the pie-chart that,

 Majority 39.6% employees are satisfied with the job because of

desired work-life balance
 17.1% employees do not agree to the statement.
 31.5% employees are not sure whether they are satisfied wih current
work-life balance.

OPTIONS Respondents (in numbers) Respondents (in %)

Strongly
02 1.8
disagree
Disagree 19 17.1

Neutral 35 31.5

Agree 44 39.6
Strongly
11 9.9
agree
TOTAL 111 100
 MAJOR FINDINGS

 The study indicate a strong correlation between work-life balance and

employee job satisfaction in the IT industry.
 Factors that influence work-life balance are workload, flexibility in work
hours, remote working and organizational support for personal life.
 Majority approved to the fact that flexibility in their work schedule and
remote working positively impact their overall job performance.
 It is observed that the effective work- life balance have significant impact
on enhanced employee performance.
 Majority of women feels that they are not able to manage their personal
and professional life effectively.
 Majority of employees missed their personal work and event due to work
and felt bad.
 Majority of employees believe that work from home significantly
affected their Work -life balance and thus also leads to having eye strain
due to working after the regular hours on laptop.
 The workload on employee has a major impact on employee retention.
 76% of employees are happy and satisfied with the desired work-life
balance and thus do not feel like quitting their job.
CHAPTER -5
 LIMITATIONS

1)it may not fully represent the diversity of the Indian IT industry, potentially
limiting the generalizability of the findings.
2)Employees who choose to respond to a Google Form questionnaire may have
different attitudes towards work-life balance compared to those who do not
respond, leading to potential bias in the results.
3)The study may only capture a snapshot of the relationship between work-life
balance and job satisfaction, without considering other factors that could
influence job satisfaction in the Indian IT industry.
4)The study may not account for external factors such as economic conditions,
organizational culture, or individual differences, which could also impact
employees' job satisfaction.
5) A cross-sectional study design, as implied by the use of a single survey, may
not capture changes in attitudes towards work-life balance and job satisfaction
over time.
 SUGGESTIONS

Based on the findings of the study, several recommendations are proposed for
organizations in the IT industry to enhance work-life balance and improve
employee job satisfaction:
 Implement flexible work arrangements: Provide employees with options
such as telecommuting, flexitime, and compressed workweeks to
accommodate their personal needs and preferences.
 Offer support services: Establish support programs for employees,
including childcare assistance, eldercare support, counselling services,
and wellness initiatives to promote work-life balance and overall well-
being.
 Encourage time management: Encourage employees to prioritize tasks,
set boundaries, and manage their time effectively to avoid burnout and
maintain a healthy work-life balance.
 Foster a supportive culture: Cultivate a culture that values work-life
balance and emphasizes the importance of employee well-being.
Encourage open communication, flexibility, and understanding among
managers and team members.
 Provide opportunities for development: Offer opportunities for
professional development, training, and skill enhancement to empower
employees and foster career growth while maintaining work-life balance
 CONCLUSION

In conclusion, this study highlights the significant impact of work-life balance

on employee job satisfaction within the IT industry in India. By promoting a
healthy balance between work and personal life, organizations can enhance
employee well-being, productivity, and retention. Moreover, prioritizing work-
life balance initiatives can contribute to creating a positive work culture and
maintaining a competitive edge in the dynamic IT sector. Moving forward, it is
essential for organizations to invest in strategies that support work-life balance
and prioritize the holistic well-being of their employees.

The study underscores the critical importance of work-life balance in shaping

employee job satisfaction within the IT industry in India. Through an analysis
of survey data and interviews with industry experts, it has been demonstrated
that employees who perceive a favourable balance between work and personal
life experience higher levels of job satisfaction, engagement, and overall well-
being. Factors such as flexible work arrangements, supportive organizational
policies, and access to support services play a pivotal role in fostering work-life
balance and enhancing employee satisfaction.

These findings carry significant implications for organizations operating in the

IT sector, highlighting the need to prioritize initiatives that promote work-life
balance and employee well-being. By implementing flexible work
arrangements, offering support services, and fostering a supportive culture,
organizations can create an environment conducive to employee satisfaction and
retention. Moreover, policymakers can contribute to this effort by advocating
for supportive regulatory frameworks that incentivize organizations to prioritize
work-life balance initiatives.

Moving forward, it is imperative for organizations to recognize work-life

balance as a strategic imperative rather than a mere perk. By investing in the
well-being of their employees and creating a culture that values work-life
balance, organizations can not only enhance employee satisfaction but also
drive productivity, innovation, and long-term success in the competitive
landscape of the IT industry in India.
 ANNEXURE

BIBLIOGRAPHY

 https://www.researchgate.net/publication/350423841_The_Work-
Life_Balance_and_Job_Satisfaction
 https://www.ibef.org/industry/information-technology-india
 https://www.longdom.org/articles-pdfs/work-life-balance-a-literature-
review.pdf
 https://mrp.ase.ro/no34/f7.pdf - study about employee job satisfaction
 https://www.statista.com/topics/5275/employment-in-the-it-industry/
 https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4439723/