Harshi Hard

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A study on work-life balance and its impact on employee performance with special

reference to Deco Equipments Pvt Ltd, Mysuru

CHAPTER-1

INDUSTRY PROFILE

1.1.1 Introduction

Indian auto industry became the 4th biggest in the global with sales increasing 9.5 % year-on-
year 4.05 million units (excluding two wheelers) in 2017. It was the 7th largest manufacturer
of commercial vehicles in 2017.

India is also a outstanding auto exporter and has strong export growth expectations for the
close to destiny. Automobile exports grew 15.54 % during April 2018-february2019 .it is
expected to grow at a CAGR Compound annual growth rate) of 3.05 % during 2016-2026. In
addition, several initiatives by the government of India and the major automobile players in
the Indian market are expected to make India a leader in two wheeler and 4 wheeler market in
the world by 2020.

1.1.2 Market Size

Domestic automobile manufacturing extended at 7.08 % CAGR between Financial Year13-


18 with 29.07 million Vehicles manufactured in the country in FY18. During April 2018-
January2019, automobile manufacturing improved 9.84 % year-on-year to reach 26.26
million vehicle units.

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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

1.1.3 Investments

In order to preserve up with the growing demand, numerous auto makers have started
investing heavily in various segments of the industry during the last few months. The
industry has attracted Foreign Direct Investment (FDI) worth US$ 20.85 billion during the
period April 2000 to December 2018.

1.1.4 Government Initiatives

The Government of India encourages foreign investment in the automobile sector and allows
100 % FDI under the automatic route. The Ministry of Heavy Industries, GOI has shortlisted
11 cities in the country for introduction of electric vehicles (EVs).The government will also
set up incubation centre for start-ups working in electric vehicles space.

In February 2019, the GOI approved the FAME-II scheme with a fund requirement of Rs
10,000 crore (US$ 1.39 billion) for FY20-22.

1.1.5 Achievements

Following are the achievements of the government in the past four years:

Under National Automotive Testing And R&D Infrastructure Project (NATRIP), following
testing and research centers have been established in the country since 2015

International Centre for Automotive Technology (ICAT), Manesar

National Institute for Automotive Inspection, Maintenance & Training (NIAIMT), Silchar

Automotive Research Association of India (ARAI), Pune

Global Automotive Research Centre (GARC), Chennai

1.1.6 Road Ahead

Indian automotive industry (including component manufacturing) is predicted to attain Rs


16.16-18.18 trillion (US$ 251.4-282.8 billion) by 2026. Two-wheelers are expected to grow 9
per cent in 2018.

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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

1.2 ORGANISATION PROFILE

Deco Equipments Pvt. Ltd.

Customer satisfaction is Our Designator

An ISO 9001:2015 Certified Company

1.2.1 BACKGROUND OF THE COMPANY:

DECO EQUIPMENTS Pvt. Ltd. was incorporated in the year 1989 and operational from
1992 as a SSI Pvt. Ltd company with an initial Authorized Capital of Rs 2 Lakh and with the
main objective of manufacturing components for Automotive Sector. DEPL recorded a
turnover of around Rs 3 Lakhs per annum.

The company was started with 3 machines and today it has 110 in no., of various state of the
art machines like CNC turning, VMC and HMC Machines from Makino (Japan), Doosan
(South Korea) and the HAAS (USA): Lab and heat Treatment of Inductotherm (USA). To
ensure the quality and reliability of the components and accuracy, the company has CMM,
LK (UK Make). The Machining capabilities of components range from 300grms to 80kgs.
During the year 2010-11, the company has achieved a turnover of Rs.15 crores, and has a

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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

sophisticated capacity of achieving around Rs.25 crores per annum. The present authorized
capital is Rs.300 Lakhs and the issued capital Rs.290 lakhs , the reserves and surplus of
Rs300 lakhs.

1.2.2 LOCATION OF THE FACTORY:

DECO EQUIPMENTS Pvt. Ltd. is located just 6 kilometers from historical Mysore Palace
and from heart of the city in the state of Karnataka. There are adequate bus facilities.The
company consists of three units. They are:

1. Unit 1: C-38, Hebbal Industrial Estate, Mysore - 570016


2. Unit 2: B-147, Hebbal Industrial Estate, Mysore - 570016
3. Unit 3: SPL-46, Hebbal Industrial Estate, Mysore - 570016
1.2.3 REGISTERED OFFICE:

DECO EQUIPMENTS Pvt. Ltd.


B-147, Hebbel Industrial Estate,
Metagalli0Post,
Mysore - 570016
Karnataka0State
India
Phone: 91-821-2514680

1.2.4 NATURE OF THE BUSINESS CARRIED:

DECO may be a non-public based mostly producing company that is established at outskirts
of Mysore. The corporate merchandise Axles and Brake, Earth Moving Equipment for
significant and industrial vehicles deliberation between, 6 -13 tones gross weight.

 Deco has marketing head office at Mysore.


 The promoting departments receive the order from the purchases &plans assembly.
 It produces commercial vehicle Equipment like,

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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

1. Break spider
2. Axle clumps
3. Diff carrier
4. Roller, Anchor Pin, Jam Nut &Washers
 It also produces heavy vehicle Equipment‟s
 It imports heavy vehicle Equipment‟s & it will moulds as per the client requirements.

1.3 PROMOTERS

MANAGING DIRECTOR

Mr. Daric Fernandes

The company was promoted by Mr. Amellion Daric Fernandes, a technocrat turned
industrialist. A first Generation entrepreneur in Mechanical engineering from Mysuru
college; earlier working as an engineer at Machinery Manufactures corporation textile
division, gained adequate experience in the engineering field and later floated this company
with the objective of manufacturing activity.

The company has a vision of succession planned, where in his first son Mr. Darrel. D.
Fernandes, who has completed his Engineering Degree from NIE, Mysore and at present is
pursuing his Master degree at Hamburg University – Germany; will has completed his degree
in the year of 2015 and intends to further pursue business management school in Switzerland.
He will be joining the company immediately after completion of his studies.
1.4 VISION, MISSION AND QUALITY POLICY:

1.4.1 VISION:

To be a world class machining of precision Components drives our commitment for


excellence. To achieve profitable growth as the premier Global suppliers of Axle parts and
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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

Brake parts for Heavy Vehicles, Off-Highway Vehicles, commercial vehicles, while
providing our consumers with good competitive advantages.

1.4.2 MISSION:

We are committed to ensure total customer satisfaction by supplying high quality Precision
Machined Components on time.

To achieve profitable growth and increase our customer value by Designing, Engineering,
and Manufacturing products that deliver and manage vehicle power- while providing
customers the quite, efficient creation of motion and enhanced vehicle performance and
safety.

1.4.3 QUALITY POLICY:

Deco Company is working hard or works hard to reach highest vehicle equipment‟s
manufacturer companies status. It functions collectively hence by making sure that everyone
is involved in the process. The companies accept all the suggestion for the improvement of
the benefit of customers through quality management system. Deco has a quality executive
method that‟s certified to ISO 9001:2015 normal and setting management system that square
maser certified to ISO standard quality assurance you can take it.

Our Team: Motivated, 0committed, strive0for continual0improvement through0effective


training and0work in a happy0environment.

Our Products: Defect free, 0manufactured and0delivered on0time and at0right cost0and be
benchmarks0in manufacturing0excellence.

Our Promise: All application processes0are efficient0and effective, which0are


continuously0improved through0better system, and comply0with relevant legal,0statutory
and0requirements.

The auto components being a highly critical and precision item, requires high quality
clearance from every stage right from raw material till painting and shipping of the parts.

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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

1.5 PRODUCT PROFILE:

Factory product manufactured at Deco equipment private limited store is measured mostly
based on technology given by AAL limited India with production unit located at Mysore. The
Deco is one of the sought after company for the makers of rear drive excel –clumps, cam
shaft, and input shafts .Manufacturing experience and latest VMC and HMC technology from
AAL India limited has been producing quality durable, duty drive excel clumps, cam shafts
and input shafts Capability permits the company to fulfill the drive and trailer shaft
requirements of customers. The AAL limited India Mysore provides field and service support
to Deco Company.

1 WHEEL END PARTS:

a. Wheel hubs

2 ENGINE PARTS:

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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

3 HOUSING PARTS
a. AXLECLAMP:

b. SPINDLES:

4 BREAK PARTS

a. SPIDER

b. CAM SHAFTS

PRODUCT LINE-CAM SHAFT WITHOUT S-CAM MILLING

PRODUCT LINE-CAM SHAFT WITH S-CAM MILLING

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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

Introducing s-cam profile milling will reduces profile to profile runout, reduces the gap
between brake shoe and brake drum which increases breaking effect and make more efficient,
suitable for all types of commercial vehicles.

5 DIFFERNTIAL PARTS

a. CARRIERS:

b. PINION CAGES:

1.6 AREA OF OPERATION:

The company created a producing facility at Mysore, state in 1989 and is presently the
biggest manufacturer of rear drive axle-clumps, cam shafts, and brake spiders assemblies in
India.

Over the years, the company has developed an impressive domestic OEM clientele including,
Automotive Axles limited, BEML Limited, Brakes India Limited, KNORR-BREMES

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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

Limited. Either Essar steel or Bharath Earth Movers. The firm also exports vehicle parts to all
over India and Regional Area of Mysore.

1.7 INFRASTRUCTURAL FACILITIES:

Deco has 3 units of land allotted by KIADB at Metagalli, Mysore. First unit has 400 by 200
Feet land, second unit has 150 by 100 feet land and building, and 3rd unit has 100 by 100 feet
land and building have been utilized. The infrastructural facilities include;

Internal Facility

 Water facility
 Restroom facility
 Medical assistance
 Washroom facility
 Safety locker facility
 Insurance facility
 Healthy environment and cleaner

External facility

 Canteen facility
 Recreation facility
 Parking facility

1.8 COMPETITORS INFORMATION:

We are close market, so we have no competitors. We have monopoly market, we have


co-venders.

1.9 SWOT ANALYSIS:

A SWOT evaluation or SWOT matrix is a strategic planning tool used to evaluate the
strengths, weakness, opportunities involved in a very business venture in the other state of
situation requiring on decision and identify the internal and external factors that are favorable

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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

and adverse to accomplishing those targets, strengths and weakness are internally associated,
while opportunities and threats generally focus on environmental placement. The technique is
created by ALBERT HUMPHREY, who lead a research project at sponsored university in the
1960 &70‟s using from the fortune 500 companies.

Purpose of SWOT analysis

 To capitalize on the strategies of the company


 To overcome the weakness of the company
 To exploit the full opportunities available in the environment.

SITUATION
ANALYSIS

INTERNAL EXTERNAL
ANALYSIS ANANLYSIS

STRENTHS WEAKNESS OPPORTUNITIES THREATS

1.9.1 STRENGTH:

 Well-known suppliers
 Highly costumer preference
 Continues product innovation and technological advancement.
 Single largest integrated axel manufacture in India.
 Availability of qualified engineers
 Providing various manufacturing product
 Customer acceptable pricing and quality of product
 Tough competitor for the companies

1.9.2 WEAKNESS:

 Profitability of Deco is affected with the sluggish vehicle parts industry

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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

 Low labor productivity


 Limited to Mysore region

1.9.3 OPPORTUNITIES:

 By joining hands with the informational market hence by making trade grow more
 Raising demand of excel clumps
 Set up auto detailing service business
 Publish Magazine specifically for auto mobile lovers
 Stable economic policies

1.9.4 THREATS:

 New rules and regulation.


 Growing computation.
 Technology changes.
 Changes in market condition

1.10 FINANCIAL STATEMENTS

BALANCE SHEET

TABLE 1.10.1

31March 31 March Increase Increase or


PARTICULERS 2018 2017 or decrease
decrease (%)

Share capital 295.68 289.37 6.31 2.18%

Share warrants and 0.00 0.00 0 0%


outstanding
Total reserves 12,002.29 10,402.78 1599.51 15.37%

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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

Shareholders‟ Funds 12,291.66 10,692.15 1599.51 14.96%

Long term Borrowings 0.00 0.00 0 0%

Secured loans 0.00 0.00 0 0%

Unsecured loans 162.48 111.77 50.71 45.37%

Deferred tax 188.25 141.58 46.67 32.96%


Assets/liabilities
Other long term liabilities 29.78 57.59 -27.81 48.29%

Long term trade payables 0.00 0.00 0 0%

Long term provisions 47.57 82.44 -34.87 42.30%

Total Non-Current 428.08 393.38 34.7 8.82%


Liabilities
Current liabilities

Trade payables 2,027.04 1,760.53 266.51 15.13%

Other Current Liabilities 604.53 806.69 -202.16 25.06%

Short term borrowings 0.00 0.00 0 0%

Short term provisions 321.45 1,909.57 -1588.12 83.16%

Total Current Liabilities 2,953.02 4,476.79 -1523.77 34.03%

Total Liabilities 15,672.76 15,562.32 110.44 0.71%

ASSETS

Non- Current Assets 0.00 0.00 0 0%

Gross Block 4,390.25 4,100.91 289.34

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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

Less: Accumulated 2,390.25 4,100.91 -1710.66 41.7%


Depreciation
Less: Impairment of assets 0.00 0.00 0 0%

Net Block 2,025.67 1,917.24 108.43 5.65%

Lease Adjustment account 0.00 0.00 0 0%

Capital Work in progress 26.89 101.72 -74.83 73.56%

Intangible0assets 25.35 153.22 -127.87 83.45%


underdevelopment
Pre-operative0Expenses 0.00 0.00 0 0%
pending
Assets in0transit 0.00 0.00 0 0%

Non-Current investments 8,294.34 3,352.76 4941.58 147.38%

Long term Loans 587.98 443.88 144.1 32.46%


&Advances
Other Non-Current Assets 94.28 67.23 27.05 40.23%

Total Non-Current Assets 11,054.51 6,036.05 5018.46 83.14%

Current Assets Loans


&Advances
Current Investments 1,218.32 5,800.56 -4582.24 78.99%

Inventories 719.07 814.15 -95.08 11.67%

Sundry Debtors 717.93 716.96 0.97 0.13%

Cash and Bank 859.52 586.15 273.37 46.63%

Other Current Assets 968.83 1,508.66 -539.83 35.78%

Shortterm loans and 134.58 99.79 34.79 34.86%


Advances

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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

Total Current Assets 4,618.25 9,526.27 -4908.02 51.52%

Net Current Assets 1,665.23 5,049.48 -3384.25 67.02%


(Including Current
Investments)
Total Current Assets 3,399.93 3,725.71 -325.78 8.74%
Excluding Current
Investment
Miscellaneous Expenses not 0.00 0.00 0 0%
written off
Total Assets 15,672.76 15,562.32 110.44 0.71%

Contingent Liabilities 1,867.58 1,517.09 350.49 23.10%

Total debt 162.48 112.35 50.13 44.61%

Book Value EPS (in Rs) 424.77 369.50 55.27 14.95%

Adjusted Book Value (in 424.77 369.50 55.27 14.95%


Rs)

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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

CHAPTER 2

CONCEPTUAL BACKGROUND AND LITERATURE


REVIEW

2.1 THEORETICAL BACKGROUND OF THE STUDY:

The concept of WLB was developed in mid-1801s. The term “work-life balance” was
originally utilized as a part of United Kingdom in the year of 1970s to illustrate the balance
among an individual‟s work & personal life. In the United States, this concept was first
utilized as a part of 1986s.

It is a method which helps employees of an organization to balance their personal and


professional lives. WLB encourages employees to divide their time on the basis on priorities
and maintain a balance by devoting time to family, health, vacations etc along with making a
career, business travel etc. it is an important concept in the world of business as it helps to
encourage the employees & increases their loyalty towards the company.

2.1.1 IMPORTANCE OF WORK LIFE BALANCE

Working on a activity for a business and creating a career can be an really time consuming
responsibility for any worker. Employees are busy at their place of work throughout the day
and sometimes even on weekends, This offers them very little time to interact with their
family. because of high pressure of work, often family members get neglected. Also, stressful
jobs cause the health of employees to deteriorate. This is where WLB comes into the picture.
WLB concept allows an employee to maintain a fine balance in the time he or she gives to
work as well as to personal matters. By having a good balance, people can have a quality of
work life. This helps to increase productivity at workplace as the employee is relaxed about
his personal commitments. It also allows the employee to give quality time with family to
spend vacations, leisure time, work on his/ her health etc. hence WLB is extremely important
for employees and increase their motivation to work for the company.

The below chart is the WLB scenario, where an employee has to balance his/her life b/w
personal (family, friends and self) and professional (career, job) commitments.

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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

WORK-LIFE
BALANCE

PERSONAL LIFE PROFESSIONAL LIFE

FAMILY FRIENDS SELF JOB CAREER

2.1.2 COMPONENTS OF WORK- LIFE BALANCE

Following are the important 6 components to maintain work-life balance.

1. Self Management:

Self management is the basically meant for WLB. It will be managed by taking good
nutrition and giving balanced work to the body and mind, which helps to recognize in the
working space.

2. Time management:

Time management mainly includes most favorable use of resources that matches the
challenge. This is improved through proper objectives and working by deciding what is so
prime need.

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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

3. Stress Management:

As the work complication steadily increases, stress is also will increases. Present there are
some reason for the stress like more people distraction, noisy-environment and multitasking
increases our stress.

4. Change Management:

Change is not a constant in nature. By adopt innovation technique and re-accept others is a
good idea to put up a flourishing career. Change managing entails making regular and hard
work to ensure that the level of transform at work.

5. Technology Management:

Practically technology refers to serve people and not creating disturbance to people, we are
bound by technology from the walking stick to steering wheel. And by the running time
technology is rapidly speeding up because vendors trying to increase their market. For this
there is no other but cope up with technological changes.

6. Leisure Management:

Mainly ignored of the WLB is the free time. it is the leisure which gives relaxation to the
minds of the people who are in stress stage at the firm. Thus it is chief to manage the time to
have a peaceful mind at the work place.

2.1.3 WLB PRINCIPLES

The concept WLB should:

1. Importance to both the employees & the organization

The policy must exist planned according to the desires of both the parties to be considered,
there must be a value proposal for the company with benefit for the workers.

2. consider for tailoring to meet sole employee needs where possible:

WLB at the work place should be flexible so that employees can work smoothly to achieve
the organization goals and this will lead to the growth of the business and employees needs
can be easily achieved.
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reference to Deco Equipments Pvt Ltd, Mysuru

3. Be generally communicated, so that employees are attentive of what is present:

The information should be clearly communicated to the employees so that they can follow it
and work with 100% commitment to achieve the organization goals.

4. Be available to all employees:

There will be few surroundings wherever there will be constraint on the category of work-
life initiative accessible, these situation necessitate to be evidently recognized but should not
their life circumstances in other parts of an organization and for resourceful solutions to be
found.

5. Be reasonable for the organization and practically budgeted:

Initiatives require to be viewed to make sure that the objectives & aim are possible for the
organization and workforce & are within the financial plan stricture of the organization.

2.1.4 ADVANTAGES OF WORK LIFE BALANCE:

TO EMPLOYER:

 Lesser staff turnover & improved working condition.

 Reduced employee absenteeism and unpunctuality.

 Enhanced employee self- esteem and commitment.

 Reduced stress and increased productivity.

 Increase supple employees.

 More aptitude to charm and enlist staff.

TO EMPLOYEES:

 Improved personal & family relationship

 Proper WLB helps employees to engage work and sole bond.

 Improved health & wellbeing staff.

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reference to Deco Equipments Pvt Ltd, Mysuru

 Flexible working arrangements which results to condensed work stress &


overloaded work.

 Increased ability to stay put competitive in career improvement.

 Upgrade on the job & off the job relationship.

2.1.5 REASONS FOR WORK-LIFE BALANCE

The reason for the WLB considered by the employers towards the employees is to provide
relaxation of mind for the employees in order to increase the productivity for the organization
and to build a good relationship between the employees as well as employer.

1. Gender concern: gender discrimination was experienced both men and women at
work place. In order to balance the work-life for men need to be present at the work
place and at the same time he needs to take care of his family for that concern the
employers should view out the difficulties of the employees and should think on this
concept to have the growth of the business & to increase the productivity.

2. Young generation: they do not consider WLB. Since the young generation attentive
towards all sorts of entertainment in both family as well as at the work place. In order
to motivate the them and make them work constructively in the organization the WLB
want to be determined by the employer.

3. Identity through work: by working in the organization employee‟s identity for the
employer to the some extent may be of possible. Thus the employees who work with
commitment will be easily identified and it vice-verse and this may have the impact
on the WLB concept.

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reference to Deco Equipments Pvt Ltd, Mysuru

2.2 LITERTURE REVIEW

1. Ansumalini panda and chandan kumar sahoo,Impact of human resource interventions


on WLB: a study on Indian IT sector:The motive of this paper is to take a look at the
sizable predictors of work-life balance (WLB) via highlighting the human useful resource
interventions in IT industries. – Exploratory aspect analysis and multiple regression
evaluation have been used to examine the statistics via the usage of the SPSS version 20.
Primary statistics were incorporated from 245 software program experts through a based
questionnaire from the IT industry in India.

2. Hughes J and bozionelos .N (2007),WLB as source of job dissatisfaction and withdrawal


attitudes: An exploratory study on the views of male workers: The purpose of this text is
to discover the perspectives of male employees in a male ruled career on issues that
pertain to WLB stability. The examine has price at both scholarly and practice stage. At
scholarly degree, the studies investigated an essential current problem within a unnoticed
organization: male workers in a low profile male dominated career. At practice level, the
findings advocate that work life imbalance incurs tangible costs to organizations as a
result, agencies need to set up human resource systems to deal with it. Furthermore,
pertinent law may need to be developed and enacted.

3. Jill R Helmle,Isabel C. Botero (2014), Factors that influence perceptions of work-life


balance in owners of copreneurial firms: The reason of this paper is to discover the
elements that influence perceptions of work-life balance amongst proprietors of
copreneurial firms. Research on work-life balance inside the context of circle of relatives
corporations has targeted on the effects that perceptions of stability can have at the
emotional properly-being of commercial enterprise owners and performance of the firm.
Data for this observe were accrued using surveys. In all, 210 copreneurs with businesses
in almost 20 industries answered questions on their perceptions of work-life balance,
work-life conflict (WLC), lifestyles-paintings struggle, conversation practices, traits in
their jobs, and spousal guide.

4. Hughes N (2007),Is lifestyle a balancing act?: The reason of this situation look at is to
spotlight to people and corporations the importance of labor‐existence stability and the
way it could have a massive impact on one's each day life. Its objectives to describe the

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pitfalls of now not having coverage in region and also how a commercial enterprise can
go about imposing a coverage.

5. Virick M, Lilly J & Casper W (2007),Doing more with less: An analysis of work life
balance among layoff survivors: The look at observed that layoff survivors experience
higher tiers of workload which impact usual function overload that negatively influences
paintings‐existence stability. Findings endorse that excessive workloads skilled by using
layoff survivors contribute to decreased process and lifestyles delight through decreased
paintings‐life balance as a mediating mechanism.

6. Baral R & Bhargava S (2010), Work‐family enrichment as a mediator between


organizational interventions for work‐life balance and job outcomes: Job traits were
undoubtedly related to all of the measures of process outcomes. Supervisor assist and
work‐circle of relatives culture have been definitely related to activity pleasure and
affective dedication. No good sized association turned into located between work‐life
benefits and policies (WLBPs) and any of the process final results measures. Job traits
and manager guide have been positively related to work‐to‐circle of relatives enrichment.
Work‐to‐circle of relatives enrichment mediated the relationships between task traits and
all task consequences and between manager support and affective dedication.

7. Shanmugam M and Agarwal B (2019), Support perceptions, flexible work options and
career outcomes: A study of working women at the threshold of motherhood in India:
This look at targets to discover the leaky pipeline issue (attrition of working girls due to
motherhood) within the Indian records generation (IT) region. The study analyses the
impact of organizational and supervisory help perceptions on using bendy paintings
alternatives and its relationship with career effects in phrases of task delight, work-
existence struggle and turnover intentions The findings kingdom that using flexible work
alternatives extensively lessen work-existence conflict, decrease the aim to turnover and
growth activity delight, with organizational and supervisory perceptions gambling a giant
moderating role.

8. Sharma R and Prasad A (2018), Employer brand and its unexplored impact on intent to
join: The purpose for this paper is to decide the various dimensions of company logo
inside the IT sector of India and analyse their effect at the very last cause of the

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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

candidates to join an enterprise. A 5-element business employer brand (EB) version and
3-factor rationale to enroll in (ITJ) version had been examined for reliability and validity
thru confirmatory component factor analysis (CFA). A structural model is empirically
examined with EB as independent variable and ITJ as based variable thru based equation
modelling.

9. Malik P and Lenka U (2019), Identifying HRM practices for disabling destructive
deviance among public sector employees using content analysis: This look at ambitions to
discover human resource management (HRM) practices to overcome destructive deviance
amongst public quarter personnel. Further, this observe goals to rank the identified HRM
practices in the order of their impact on detrimental deviance. This examine identified ten
HRM practices (human resource planning, activity design, training and development,
reward system, employment protection, career development opportunities, performance
management, employee participation, monitoring and control, work–life balance) in
overcoming adverse deviance amongst public quarter employees. Furthermore, based
totally on their frequency distribution, the HRM practices have been labeled into 3
categories, i.e. Most enormous, giant and least large.

10. Uppalury S and Bhaskar Racherla K (2014),Social production in a collectivist culture:


Exploring structure and agency in the work-life balance of Indian women executives:
This paper pursuits to study the connection among structure and business enterprise of
Indian ladies executives in the area of work-life balance in a growing and globalized
context. It examines social production in a collectivist tradition. The business enterprise
of girls executives in India is influenced by means of cultural meta-narratives of marriage
and motherhood. They revel in war within the domestic the front and much less on the
work region. Their negotiations with their structures display a nuanced corporation
wherein they are trying to fit cultural roles and additionally seek self success in a career.

11. Kundu S, Phogat R, Datta S and Gahlawat N (2016), Impact of workplace


characteristics on work-family conflict of dual-career couples: The findings imply that
now not all place of job characteristics effect work-circle of relatives warfare in dual-
profession couples. Out of 13 characteristics, eight place of work traits, namely,
development and flexibility, co-employee aid, supervisory aid, activity competence, self-

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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

worker manipulate, training overtime, flexibility and discrimination, are determined to


have considerable effects on work-own family battle in twin-profession couples.

12. Jose-Luis Hervas-Oliver P, Pasamar S and Valle Cabrera R (2013),WLB under


challenging financial and economic conditions: The evaluation surely shows the lifestyles
of three distinct groups of organizations consistent with their belief of coercive, mimetic
and normative pressures, and the distinct traits of the businesses. The perceptions of
institutional pressures determine the stance of the enterprise with regard to WLB.

13. Anand A and Vohra V (2019),Alleviating employee work-family conflict: role


of0organizations: The findings of the take a look at cautioned the importance of powerful
-manner conversation between employees and top control, structural and cultural support
from the enterprise and the significance of redesigning and restructuring jobs in an
attempt to reduce work-function overload.

14. Pasamar S (2015), Availability and use of work-life benefits: what‟s in between?: The
consequences monitor that availability significantly influences the extent of use of WL
programmes. Both the percentage of girls personnel inside the employer and the
formalization of the WL balance way of life mild the relationship between availability
and use.

15. Shabir S and Gani A (2020), „Impact of work–life balance on organizational


commitment of women health-care workers: Structural modeling approach‟: Findings
indicated a huge fantastic relationship among WLB and OC. Further factor-clever
analysis discovered a superb dating among the WLB and affective and normative
dedication. However, WLB verified a bad association with continuance commitment

16. Rao M (2016), „Innovative tools and techniques to manage your stress to ensure work-
life balance‟:It enlightens that there are three signs to exact fitness – sound sleep, workout
and right urge for food. As lengthy as you experience those you enjoy top health and you
could maintain strain at a bay and lead a glad and extraordinary lifestyles.

17. Nayak T, Sahoo C, Mohanty P and Sundaray B (2016),HR interventions and quality of
work life of healthcare employees: an investigation: This work affords a realistic view

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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

approximately the compendium of human aid interventions pivotal for better QWL in
healthcare organizations. The survey also offers insights to healthcare managers,
administrators and practitioners for enforcing those interventions
18. Zheng C, Molineux J, Mirshekary S & Scarparo S (2015), Developing individual and
organizational WLB strategies to improve employee health and well being: Work-
existence stability (WLB) is an problem of consciousness for corporations and individuals
because individuals gain from having higher health and wellness after they have WLB
and this, in turn, impacts on organizational productivity and performance. The cause of
this paper is to explore relevant WLB elements contributing to worker health and
wellbeing, and to understand the interactive effects of character WLB techniques and
organizational WLB policies/programmes on improving worker health and well being.

19. Poulose S and Sudarsan N (2017),Assessing the influence of WLB dimensions among
nurses in the healthcare sector: The reason of this paper is to investigate the affect of
work-associated elements, namely work overload and work support stability WLB
dimensions and its considerable effect on work pleasure in particular among South Indian
nurses within the healthcare quarter. The observer suggests that support from the
corporation, superiors and peers can move a long way in helping the incumbents to gain
improved organizational consequences.

20. Morganson V, Major D, Oborn K, Verive J and Heelan M(2010) „Comparing


telework locations and traditional work arrangements: Differences in WLB support, job
satisfaction, & inclusion‟-This paper is to have a look at variations WLB aid, activity
delight, and inclusion as a feature of work area. Web‐based totally survey information
were furnished by 578 personnel working at one in all 4 places (primary workplace, client
place, satellite office & domestic). Multiple regression analyses were used to discover
differences in WLB aid, task pleasure, and inclusion throughout personnel running on the
4 places. The studies layout does no longer allow for manipulation or random project,
consequently extraneous variables may additionally have impacted the discovered
relationships.

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A study on work-life balance and its impact on employee performance with special
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CHAPTER 3

RESEARCH DESIGN

3.1 STATEMENT OF PROBLEM

WLB is a crucial and strategic concern for the management of human resources and a
significant element for employee‟s retention strategy. Multiple roles played by individuals
require better integration between work and non-work issues. Individual who are unable to
manage their personal life obligations will be ineffective professionally. Today automotive
organization are facing clinical, economical and organizational pressures. In an effort to
address these problems, this study examines the direct and indirect effects of work-life
balance practices on the performance of the employees in Deco equipments private limited.

3.2 NEED FOR THE STUDY

1. For the better increase of employee performance.

2. For knowing what are the top most priorities of employees.

3. For know how the nature of family structure influences work related issues.

3.3 OBJECTIVES

1. To identify factors affecting WLB

2. To determine if employees are able to balance both employment and personal


responsibilities.

3.4 SCOPE OF THE STUDY

It covers the various aspects of employee WLB and measured increase in the productivity
accountability, commitment, better team work and communication improved morale of
employees.

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3.5 RESEARCH METHODOLOGY

 Research Type: Descriptive research Design

 Sample Frame: Middle level Employee in DEPL.

 Sample Size: 50 respondents

 Sample type: Simple random Sampling

 Types of questionnaires: Survey Questionnaires is based on Close-ended


Questionnaires which is measured on likert scale.

 Data collection

Primary Data: collection of information through standardized questionnaires. It was


prepared for middle level employees. The facts accrued from the employees who are working
in DEPL.

Secondary Data: It is collected from company website, internet, journals, department


manuals, books and company magazine.

3.6 HYPOTHESIS

 Null hypothesis is denoted with symbol „H0‟ it means no difference exists between the
parameter and the statistics being compared to it.
 Alternative hypothesis is used to evaluate the question, the alternative hypothesis is
denoted with the symbol „H1‟it means the negative has an expectation and impact.

3.7 Limitations:

1. The research is limited only to the middle level employees.

2. The study witnessed limitation regarding access to confidential information due to the
organization‟s work ethics and company objectives.

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CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

PART-A

1. Age Ratio

TABLE 4.1:

Age Groups No of Respondents Percentage

Less than 25 years 15 30%

25-30 14 28%

31-35 8 16%

36-40 5 10%

Above 40 8 16%

Total 50 100

CHART 4.1
16% less than 25 years
30%
10% 25-30
31-35
16%
28% 36-40

INTERPRETATION : The above my survey results shows that 30% of the


respondents are less than 25 years old, 28% of respondents belongs to 25 to 30 years,
16% respondents have the age from 31 to35years, 10% respondents have the age
between 36 to 40 years and 16% of respondents age are above 40 years.

From my survey I found that majority of the respondents are below 25 years (30%),
so these results shows that the organization is giving an opportunity to young peoples.

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2. Gender Ratio

TABLE 4.2

Option No of respondents Percentage

Male 37 74%

Female 13 26%

Total 50 100

CHART4.2

26%
Male
Female
74%

INTERPRETATION: The above results show that 74% of the respondents are male while
26% of respondents are female.

According to my survey majority of respondents are male, as shown in the results there are
more men who are working in this organization than women.

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3. Marital Status

TABLE 4.3

Options No of respondents Percentage

Married 30 60%

Unmarried 20 40%

Total 50 100

CHART 4.3

40% Married

60% Unmarried

INTERPRETATION: The above chart shows that 60% of the respondents are married while
40%of the respondents are single.

As per the survey I found that majority of the respondents are married, which highlights that
more respondents are dual-career couples, who are balancing their work life and personal life.

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4. Education Qualification of employees

TABLE 4.4:

Options No of Respondents Percentage

SSLC 3 6%

PUC 7 14%

ITI 15 30%

DIPLOMA 20 40%

DEGREE 5 10%

Total 50 100

CHART 4.4

6%
10% SSLC
14%
PUC
ITI
40% Diploma
30%
Degree

INTERPRETATION: The above data shows that Education of the workers 40% of
the respondents are diploma holders, 30% are ITI, 14% are PUC, 10% are degree and
6% of the respondents have passed SSLC.

As per the survey I found that majority of the workers are diploma holders and less
number of respondents are SSLC qualified workers.

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5. Experience

TABLE 4.5

Options No of Respondents Percentage

0-4 years 20 40%

4-8 years 12 24%

8-12 years 15 30%

Above 12 years 3 6%

Total 50 100

CHART4.5

6%
0-4 years
30% 40% 4-8 years
8-12 years
Above 12 years
24%

INTERPRETATION: From the above data, 40% of the employees have 0 to 4 years
of work experience, 24% of employees have 4-8 years, 30% of employees have 8-12
years of experience and 6% of the employees are having above 12 years of work
experience in the organization.

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PART -B

1. Difficulty in reaching the workplace in the scheduled time.

H0: Employees will find difficulty in reaching the workplace in the scheduled time.

H1: Employees will not find difficulty in reaching the workplace in the scheduled
time.

TABLE4.6

Option No of Respondents Percentage

Strongly Agree 27 54%

Agree 15 30%

Neutral 8 16%

Disagree 0 0%

Strongly Disagree 0 0%

Total 50 100

CHART4.6
0% 0%
strongly agree
16% agree
Neutral
30% 54%
Disagree
Strongly disagree

INTERPRETATION: The above my survey result shows that 54% of respondents have
strongly agreed that they find difficulty in reaching the workplace in scheduled time, 30% of
respondents have agreed, 16% of respondents are neutral. From my survey I have found that
majority of the respondents find difficulty in reaching the work place in time

Based on the test conducted comparing x2=51.8 to the table value 9.49 of chi-square test H1 is
accepted and H0 is rejected. It indicates that employees of the organization are strongly
agrees that they find difficulty in reaching the work place in time.
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2. Adequate Leave policy of company.

H0: There is a adequate in leave policy for a employees in a company.

H1: There is not adequate leave policy for e employees in a company.

TABLE 4.7

Option No of Respondents Percentage

Strongly Agree 20 40%

Agree 15 30%

Neutral 05 10%

Disagree 09 18%

Strongly Disagree 01 2%

Total 50 100

CHART4.7
2%
strongly Agree
18%
40% Agree
10% Neutral
Disagree
30%
Strongly Disagree

INTERPRETATION: The above table indicates 40% of the employees strongly agree that
they have adequate leave policy in the company, 30% of employees agree, 10% of employees
are neutral about leave policy, 18% of employees disagree with the leave policy of the
company and 2% of employees are strongly disagreeing about the leave policy of the
company what they are having now.

Based on the test conducted comparing x2=23.2 to the table value 9.49 of chi-square test H1 is
accepted and H0 is rejected. Some respondents are Disagree because they find leave policy is
not comfortable to them.

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3. Fair distribution of workload.

H0: In organisation there is fair distribution of workload for employees.

H1: In an organisation there is no fair distribution of workload for employees.

TABLE4.8:

Option No of Respondents Percentage

Strongly Agree 25 50%

Agree 17 34%

Neutral 03 06%

Disagree 05 10%

Strongly Disagree 0 0

Total 50 100

CHART4.8
10%
Strongly Agree
6%
Agree
50%
Neutral
34%
Disagree

INTERPRETATION: Table shows that among 100% of respondents 50% of respondents


strongly agree that there is fair distribution of workload among the employees, 34% have
agreed on distribution of workload, 6% are neutral on their opinion, 10% of respondents have
disagreed on the distribution of the work among the employees.

Based on the test conducted comparing x2=44.8 to the table value 9.49 of chi-square test H1 is
accepted and H0 is rejected. Some are disagree to fair distribution of workload because work
should not be transferred to other workers.
Department of MBA,VVIET, Mysuru Page 35
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4. I feel tired because of work.

H0: Employees feel tired because of work.

H1: Employees will not feel tired because of work.

TABLE 4.9:

Option No of Respondents Percentage

Strongly Agree 25 50%

Agree 20 40%

Neutral 1 02%

Disagree 4 08%

Strongly Disagree 0 0

Total 50 100

CHART4.9
2% 8% 0%
Strongly Agree
Agree
50% Neutral
40%
Disagree
Strongly Disagree

INTERPRETATION: Table shows that among 100% of the respondents 50% of


respondents strongly agree that they feel tired because of work, 40% of respondents agree,
2% of respondents are neutral and 8% of the respondents are disagreeing that they feel tired
because of work in the company they are having experience in that work.

Based on the test conducted comparing x2=54.2to the table value 9.49 of chi-square test H1 is
accepted and H0 is rejected

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5. Shifts are convenient to balance my personal life

H0: Shifts are convenient for employees to balance their personal life.

H1: Shifts are not convenient for employees to balance their personal life.

TABLE 4.10:

Option No of Respondents Percentage

Strongly Agree 20 40%

Agree 15 30%

Neutral 3 06%

Disagree 7 14%

Strongly Disagree 05 10%

Total 50 100

CHART4.10

10% Strongly Agree


14% 40% Agree

6% Neutral
Disagree
30% Strongly Disagree

INTERPRETATION: The above table indicates that 40% of respondents are strongly
agreeing that the shifts are convenient to balance their personal life, 30% of respondents
agree, 06% of respondents are neutral, 14% of respondents are disagreeing about the shifts,
and 10% of the respondents are strongly disagreeing that the shifts are convenient to balance
their personal life.

Based on the test conducted comparing x2=0 to the table value 9.49 of chi-square test H0 is
rejected that means yes the shifts are convenient to balance employees personal life.

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6. I have a flexible work schedule.

H0: Employees are having flexible work schedule.

H1: Employees are not having a flexible work schedule.

TABLE 4.11:

Option No of Respondents Percentage

Strongly Agree 12 24%

Agree 19 38%

Neutral 0 0%

Disagree 15 30%

Strongly Disagree 04 8%

Total 50 100

CHART4.11

8% Strongly agree
24% Agree
30% Neutral
Disagree
38%
Strongly Disagree
0%

INTERPRETATION :The above table indicates that 24% of the respondents are strongly
agreeing that they are having flexible work schedule, 38% of respondents agree,8% of
respondents are strongly disagreeing and30% of respondents are disagreeing about their
working schedule in the organization.

Based on the test conducted comparing x2=24.6 to the table value 9.49 of chi-square test H1 is
accepted and H0 is rejected. Respondents are disagree because they do not have flexible work
schedule

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7. I lose my temper at my work.

H0: Employees will lose their temper at work.

H1: Employees will not lose their temper at work.

TABLE 4.12

Option No of Respondents Percentage

Strongly Agree 05 10%

Agree 10 20%

Neutral 07 14%

Disagree 15 30%

Strongly Disagree 13 26%

Total 50 100

CHART 4.12

10% Strongly Agree


26% Agree
20%
Neutral

14% Disagree
30%
Strongly Disagree

INTERPRETATION:0the above0table indicates that030% of the0respondents are


disagreeing that they lose their temper at their work, 26% of0the respondents0strongly
disagree, 20% of0respondents are0agrees , 14% of respondents0are neutral in their opinion
and 10% of the0respondents are strongly Agree that0they lose the temper at work because of
work pressure.

Based on the test conducted comparing x2=6.8 to the table value 9.49 of chi-square test H0 is
rejected and H1 is accepted.

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8. I spend more hours at work

H0: Employees are0spending more0hours at0work.

H1: Employees are not spending more hours at work.

TABLE 4.13:

Option No of Respondents Percentage

Strongly Agree 10 20%

Agree 8 16%

Neutral 0 0

Disagree 20 40%

Strongly Disagree 12 24%

Total 50 100

CHART 4.13

Strongly Agree
24% 20%
Agree
neutral
16%
Disagree
40%
0% Strongly Disagree

INTERPRETATION: The table indicates that 40% of respondents are disagreeing that they
spend more hours at work because they do not have workload, 24% of respondents strongly
disagree, 20% of respondents strongly agree and 16% of respondents agree.

Based on the test conducted comparing x2=20.8 to the table value 9.49 of chi-square test H1 is
accepted and H0 is rejected.

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9. Long working hour affects health

H0: Long working hour affecting the employee health.

H1: Long working hour does not affect health of employees.

TABLE 4.14

Option No of Respondents Percentage

Strongly Agree 20 40%

Agree 17 34%

Neutral 3 6%

Disagree 8 16%

Strongly Disagree 2 4%

Total 50 100

CHART 4.14

4% Strongly Agree
16% Agree
40%
6%
Neutral
Disagree
34%
Strongly Disagree

INTERPRETATION: The above table shows that 40% of the respondents are strongly
agreeing that their health is affected by long working hour in the company by using
machines, 34% of the respondents are agreeing, 16% of respondents are disagreeing because
they are adjusted to the work, 6% of respondents are neutral and 4% of the respondents
strongly disagree that long working hours affect their health

Based on the test conducted comparing x2=26.6 to the table value 9.49 of chi-square test H1 is
accepted and H0 is rejected.

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10. Supervisor supports my work in my absence

H0: Supervisor will support the employees work in their absence

H1: Supervisor will not support the employees work in their absence.

TABLE04.15:

Option No of Respondents Percentage

Strongly Agree 15 30%

Agree 24 48%

Neutral 2 4%

Disagree 5 10%

Strongly Disagree 4 8%

Total 50 100

CHART 4.15:

10% Strongly Agree


8%
4% 30% Agree
Neutral
Disagree
48%
Strongly Disagree

INTERPRETATION: The above table shows that 48% of respondents are agreeing that
supervisor will support their work when they are on leave, 30% of respondents have strongly
agreed, 10% of respondents have disagreed supervisor will not support in work when
employees are absent because their work gets delay, 8% of respondents have strongly
disagreed and 4% of respondents are neutral in their opinion.

Based on the test conducted comparing x2=34.6 to the table value 9.49 of chi-square test H1 is
accepted and H0 is rejected.

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11. My supervisor understands when I talk about personal issues.

H0: Supervisor will understands when employees talk about their personal issues.

H1: Supervisor will not understand when employees talk about personal issues.

TABLE 4.16:

Option No of Respondents Percentage

Strongly Agree 16 36%

Agree 22 44%

Neutral 2 4%

Disagree 7 14%

Strongly Disagree 3 6%

Total 50 100

CHART 4.16

6%
Strongly Agree
13%
35% Agree
4%
Neutral
Disagree
42% Strongly Disagree

INTERPRETATION: The above data shows that 44% of the respondents agree that their
supervisor will understand the problem when they talk about personal issues, 36% of
respondents strongly agree, 14% of respondents are disagreeing Because personal problems
cannot be mingle or bring to organization. Employees should solve their own problems,6% of
respondents are strongly disagreeing and 4% of the respondents are neutral in their opinion.

Based on the test conducted comparing x2=30.2 to the table value 9.49 of chi-square test H1 is
accepted and H0 is rejected.
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12. Co-workers support my work in my absence.

H0: Co-workers will support employees work in their absence.

H1: Co-workers will not support employee work in their absence.

TABLE04.17

Option No of Respondents Percentage

Strongly Agree 10 20%

Agree 15 30%

Neutral 0 0

Disagree 20 40%

Strongly Disagree 5 10%

Total 50 100

CHART 4.17

10% Strongly Agree


20%
Agree
Neutral
40%
30% Disagree
Strongly Disagree
0%

INTERPRETATION: The above data shows that 40% of the respondents are disagreeing
that co-workers support their work when they are absent, 30% respondents are agreeing, 20%
of respondents strongly agree the co-worker will support to work in the employee absence
because workers are friendly and 10% of the respondents strongly disagree.

Based on the test conducted comparing x2=0 to the table value 9.49 of chi-square test H0 is
rejected and H1 is accepted.

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13. Organisation provides paid paternity/ maternity leaves

H0: Organisation will provide paid0paternity/ maternity0leaves for0employees.

H1: Organisation does not provide paid0paternity/ maternity0leaves for0employees.

TABLE 4.18:

Option No of Respondents Percentage

Strongly Agree 8 16%

Agree 2 4%

Neutral 3 6%

Disagree 26 52%

Strongly Disagree 11 22%

Total 50 100

CHART 4.18

16%
Strongly Agree
22% 4%
Agree
6% Neutral
Disagree
52%
Strongly Disagree

INTERPRETATION: The above table shows that 52% of respondents disagree organization
provides paid paternal or maternal leave to the employees because they take leave for long
days. 22% of respondents strongly disagree, 16%of the respondents strongly agree, 6% of the
respondents are neutral and 4% of the respondents agree to this.

Based on the test conducted comparing x2=37.4 to the table value 9.49 of chi-square test H1 is
accepted and H0 is rejected.

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14. The organisation provides work-life balance programme

H0: The0organisation will provide WLB programme for employees.

H1: The organisation does not provide0work-life0balance programme0for employees.

TABLE 4.19:

Option No of Respondents Percentage

Strongly Agree 7 14%

Agree 5 10%

Neutral 2 4%

Disagree 19 38%

Strongly Disagree 17 34%

Total 50 100

CHART 4.19

Strongly Agree
14%
34% Agree
10%
4% Neutral
Disagree
38%
Strongly Disagree

INTERPRETATION: The above table shows that 38% of respondents disagree that
organization provides work life balance programme because it includes extra expenses, 34%
of respondents strongly disagree, 14% of respondents strongly agree, 10% of respondents
agree and 4% of the respondents are neutral in their opinion.

Based on the test conducted comparing x2=7.2 to the table value 9.49 of chi-square test H0 is
rejected and H1 is accepted.

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15. The company organises holiday camps and picnics to manage Work-life and
personal life

H0: The company will organises holiday camps and picnics to manage work-life and
personal life for employees.

H1: The company does not organises holiday camps and picnics to manage work-life
and personal life for employees.

TABLE 4.20:

Option No of Respondents Percentage

Strongly Agree 21 42%

Agree 14 28%

Neutral 3 6%

Disagree 8 16%

Strongly Disagree 4 8%

Total 50 100

CHART 4.20
8%
16% Strongly Agree
42%
6%
28% Agree

INTERPRETATION: The above table shows that 42% of the respondents are strongly
agreeing that company organizes holiday camps and picnics to employees to manage work-
life and personal life, 28% of respondents agree, 16% of respondents disagree, 8% of
respondents strongly disagree and 6% of respondents are neutral in their opinion.

Based on the test conducted comparing x2=22.6 to the table value 9.49 of chi-square test H1 is
accepted and H0 is rejected.

Department of MBA,VVIET, Mysuru Page 47


A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

16. I find time to spend on domestic activities.

H0: Employees will find time to spend on domestic activities

H1: Employees do not find time to spend on domestic activities

TABLE 4.21

Option No of Respondents Percentage

Strongly Agree 22 44%

Agree 8 16%

Neutral 1 2%

Disagree 12 24%

Strongly Disagree 6 12%

Total 50 100

CHART 4.21

Strongly Agree
12%
Agree
45%
25% Neutral
Disagree
16%
2% Strongly Disagree

INTERPRETATION: The above table shows that 44% of the respondents strongly agree
that they find time to spend on domestic activities, 24% of respondents disagree as they take
rest at that time because of tire some work and journey, 16% of the respondents agree, 12%
of respondents strongly disagree and 2% of the respondents are neutral.

Based on the test conducted comparing x2=24.9 to the table value 9.49 of chi-square test H1 is
accepted H0 is rejected.

Department of MBA,VVIET, Mysuru Page 48


A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

17. I find time to spend with family and friends.

H0: Employees will find time to spend with family and friends

H1: Employees find no time to spend with family and friends

TABLE04.22

Option No of Respondents Percentage

Strongly Agree 27 54%

Agree 9 18%

Neutral 0 0

Disagree 6 12%

Strongly Disagree 8 16%

Total 50 100

CHART 4.22

Strongly agree
16% Agree
12%
Neutral
0% 54%
18% Disagree
Strongly Disagrree

INTERPRETATION: The above table shows that 54% of respondents disagree that they
find time to spend with family and friends, 18% of respondents strongly disagree, 16% of
respondents strongly disagree and 12% of respondents disagree, employees do not find time
to spend with family and friends because of traffic it take time to reach home and they need
rest.

Based on the test conducted comparing x2=41 to the table value 9.49 of chi-square test H1 is
accepted and H0 is rejected.

Department of MBA,VVIET, Mysuru Page 49


A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

18. I am able to carry out responsibilities like childcare, grocery, Shopping, cooking,
paying bills, talking care of elderly people.

H0: Employees are able to carry out responsibilities like childcare, grocery, Shopping,
cooking, paying bills, talking care of elderly people.

H1: Employees are not able to carry out responsibilities like childcare, grocery,
Shopping, cooking, paying bills, talking care of elderly people.

TABLE 4.23

Option No of Respondents Percentage

Strongly Agree 26 52%

Agree 9 18%

Neutral 0 0

Disagree 7 14%

Strongly Disagree 8 19%

Total 50 100

CHART 4.23
19% Strongly agree
Agree
14% 52%
Neutral
0%
18% Disagree

INTERPRETATION: The above table shows that 52% of respondents strongly agree that
they are able to carry out responsibilities like childcare, grocery, shopping, cooking, paying
bills, talking care of elderly people, 19% of respondents strongly disagree, 18% of the
respondents agree and 14% of the respondents disagree to it because they do not get time in
week days.

Based on the test conducted comparing x2=37 to the table value 9.49 of chi-square test H1 is
accepted and H0 is rejected.

Department of MBA,VVIET, Mysuru Page 50


A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

19. It is0easy for0me to0find time0for hobbies0and interests

H0: It is0easy for employees to find0time for0hobbies and0interests.

H1: It is not easy0for employees to find0time for0hobbies and0interests.

TABLE04.24

Option No of Respondents Percentage

Strongly Agree 15 30%

Agree 15 30%

Neutral 2 4%

Disagree 10 20%

Strongly Disagree 8 16%

Total 50 100

CHART 4.24

Strongly Agree
16%
30% Agree
20% Neutral
Disagree
30%
4% Strongly Disagree

INTERPRETATION: The above table shows that 20% of respondents disagree, 16% of
respondents strongly disagree, 30% of respondents agree, 30% of respondents strongly agree
and 4% of respondents are neutral in their opinion

Based on the test conducted comparing x2=11.8 to the table value 9.49 of chi-square test H1 is
accepted and H0 is rejected.

Department of MBA,VVIET, Mysuru Page 51


A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

20. Balancing work and family life is stressful.

H0: Balancing work and family life is stressful for employees

H1: Balancing work and family life is not stressful for employees.

TABLE 4.25

Option No of Respondents Percentage

Strongly Agree 20 40%

Agree 15 30%

Neutral 0 0

Disagree 15 30%

Strongly Disagree 5 10%

Total 50 100

CHART 4.25

Strongly Agree
10%
Agree
30% 40%
Neutral
Disagree
30%
0% Strongly Disagree

INTERPRETATION: The above table indicates that 40% of the respondents strongly agree
that balancing work and family life is stressful, 30% of respondents agree and
disagree, 10% of respondents strongly disagree so they are not finding stressful on
balancing work and family life they are flexible.

Based on the test conducted comparing x2=27.5 to the table value 9.49 of chi-square test H1
is accepted and H0 is rejected.

Department of MBA,VVIET, Mysuru Page 52


A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

Chi Square Test


1. Difficulty in reaching the workplace in the scheduled time.

o E (o-e) (o-e)^2 (o-e)^2/e Hypothesis


27 10 17 289 28.9
15 10 5 25 2.5
8 10 -2 4 0.4 H0
0 10 -10 100 10
0 10 -10 100 10
50 2
X =51.8
Df = (n-1) =5-1 =4 =9.49

2. Adequate Leave policy of company.

o E (o-e) (o-e)^2 (o-e)^2/e Hypothesis


20 10 10 100 10
15 10 5 25 2.5
5 10 -5 25 2.5 H1
9 10 -1 1 0.1
1 10 -9 81 8.1
2
50 X =23.2

3. Fair distribution of workload.

o e (o-e) (o-e)^2 (o-e)^2/e Hypothesis


25 10 15 225 22.5
17 10 7 49 4.9
3 10 -7 49 4.9 H1
5 10 -5 25 2.5
0 10 -10 100 10
50 2
X =44.8

4. I feel tired because of work.

O e (o-e) (o-e)^2 (o-e)^2/e Hypothesis


25 10 15 225 22.5
20 10 10 100 10
1 10 -9 81 8.1 H1
4 10 -6 36 3.6
0 10 -10 100 10
50 2
X =54.2

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A study on work-life balance and its impact on employee performance with special
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5. Shifts are convenient to balance my personal life.

o e (o-e) (o-e)^2 (o-e)^2/e Hypothesis


20 10 10 100 1
15 10 5 25 0.5
3 10 -7 49 -0.7 H0
7 10 -3 9 -0.3
5 10 -5 25 -0.5
50 X2=0

6. I have a flexible work schedule.

o e (o-e) (o-e)^2 (o-e)^2/e Hypothesis


12 10 2 4 0.4
19 10 9 81 8.1
0 10 -10 100 10 H1
15 10 5 25 2.5
4 10 -6 36 3.6
50 2
X =24.6

7. I lose my temper at my work.

o e (o-e) (o-e)^2 (o-e)^2/e Hypothesis


5 10 -5 25 2.5
10 10 0 0 0
7 10 -3 9 0.9 H0
15 10 5 25 2.5
13 10 3 9 0.9
50 2
X =6.8

8. I spend more hours at work.

o e (o-e) (o-e)^2 (o-e)^2/e Hypothesis


10 10 0 0 0
8 10 -2 4 0.4
0 10 -10 100 10 H1
20 10 10 100 10
12 10 2 4 0.4
50 2
X =20.8

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A study on work-life balance and its impact on employee performance with special
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9. Long working hour affects health.

o e (o-e) (o-e)^2 (o-e)^2/e Hypothesis


20 10 10 100 10
17 10 7 49 4.9
3 10 -7 49 4.9 H1
8 10 -2 4 0.4
2 10 -8 64 6.4
50 2
100 X =26.6

10. Supervisor supports my work in my absence.

o e (o-e) (o-e)^2 (o-e)^2/e Hypothesis


15 10 5 25 2.5
24 10 14 196 19.6
2 10 -8 64 6.4 H1
5 10 -5 25 2.5
4 10 -6 36 3.6
50 2
X =34.6

11. My supervisor understands when I talk about personal issues.

o e (o-e) (o-e)^2 (o-e)^2/e Hypothesis


16 10 6 36 3.6
22 10 12 144 14.4
2 10 -8 64 6.4
7 10 -3 9 0.9
3 10 -7 49 4.9 H1
50 2
X =30.2

12. Co-workers support my work in my absence.

o e (o-e) (o-e)^2 (o-e)^2/e Hypothesis


10 10 0 0 0
15 10 5 25 0.5
0 10 -10 100 -1 H0
20 10 10 100 1
5 10 -5 25 -0.5
50 X2=0

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A study on work-life balance and its impact on employee performance with special
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13. Organisation provides paid paternity/ maternity leaves.

o e (o-e) (o-e)^2 (o-e)^2/e Hypothesis


8 10 -2 4 0.4
2 10 -8 64 6.4
3 10 -7 49 4.9 H1
26 10 16 256 25.6
11 10 1 1 0.1
50 2
X =37.4

14. The organisation provides work-life balance programme.

o e (o-e) (o-e)^2 (o-e)^2/e Hypothesis


19 10 9 81 8.1
17 10 7 49 0.7
2 10 -8 64 -0.8 H0
7 10 -3 9 -0.3
5 10 -5 25 -0.5
50 7.2

15. The company organises holiday camps and picnics to manage

Work-life and personal life.

o e (o-e) (o-e)^2 (o-e)^2/e Hypothesis


21 10 11 121 12.1
14 10 4 16 1.6
3 10 -7 49 4.9 H1
8 10 -2 4 0.4
4 10 -6 36 3.6
50 2
X =22.6

16. I find time to spend on domestic activities.

o e (o-e) (o-e)^2 (o-e)^2/e Hypothesis


22 10 12 144 14.4
8 10 -2 4 0.4
1 10 -9 81 8.1 H1
12 10 2 4 0.4
6 10 -4 16 1.6
50 2
X =24.9

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A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

17. I find time to spend with family and friends.

o e (o-e) (o-e)^2 (o-e)^2/e Hypothesis


6 10 -4 16 1.6
8 10 -2 4 0.4
0 10 -10 100 10 H1
27 10 17 289 28.9
9 10 -1 1 0.1
50 X2=41

18. I am able to carry out responsibilities like childcare, grocery,

Shopping, cooking, paying bills, taking care of elderly people

o e (o-e) (o-e)^2 (o-e)^2/e Hypothesis


7 10 -3 9 0.9
9 10 -1 1 0.1
0 10 -10 100 10 H1
26 10 16 256 25.6
8 10 -2 4 0.4
50 X2=37

19. It is easy for me to find time for hobbies and interests.

o e (o-e) (o-e)^2 (o-e)^2/e Hypothesis


15 10 5 25 2.5
5 10 -5 25 2.5
2 10 -8 64 6.4 H1
10 10 0 0 0
8 10 -2 4 0.4
50 2
X =11.8

20. Balancing work and family life is stressful.

o e (o-e) (o-e)^2 (o-e)^2/e Hypothesis


20 10 10 100 10
15 10 5 25 2.5
0 10 -10 100 10 H1
15 10 5 25 2.5
5 10 -5 25 2.5
50 2
X =27.5

Department of MBA,VVIET, Mysuru Page 57


A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

CHAPTER 5

FINDINGS, SUGGESTIONS AND CONCLUSION

5.1 MAJOR FINDINGS

 In chart 4.6, 84% of respondents find difficulty in reaching the workplace.

 In chart 4.9, 90% of respondents feel tired because of work.

 In chart 4.14, 74% of respondents are of opinion that long working hours
affect employee health.

 In chart 4.17, 50% of respondents say their co-workers do not support them in
work during their absence.

 In chart 4.18, 74% of respondents say that organization does not provide paid
paternity/ maternity leaves for employees.

 In chart 4.19, 72% of respondents say that organization does not provide
work-life balance programme.

 In chart 4.25, 70% of respondents say they feel stressful in balancing work and
family life.

5.2 SUGGESTION

 Organization should provide cab facility for employees so that they can
reach company in time.

 Organization can reduce workload for employees.

 Organization can reduce the working hours for those having health issues.

 Organization should assign the work for alternative employee if the regular
employee is absent.

Department of MBA,VVIET, Mysuru Page 58


A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

 Organization should pay paternity / maternity leaves for employees.

 Organization should provide work-life balance programme to the


employees0so that they get to know on how to balance their0work life and
family0life and manage their work.

 Organization can organize some recreational or relaxation activities for


employees to come out of stress.

5.3 CONCLUSION

The study was conducted to know the WLB of employees at DEPL through this study
I was able to know the WLB issues, performance caused in the work life conflict and
the role of family and organization in attaining WLB of employees.

The family as well as the work-life both are the much essential for in any corporate
area and if this two components are not kept effectively it will definitely lead to lower
the performance of employees and misunderstanding will occur. This study is
essential as it attempts to make out how the function of work life and family life
interface to their performance.

 Since the survey tells that employees of DEPL don‟t get much time to
spend with family and friends they stay in organization to finish their
work due to workload.

 Employees of DEPL, Their WLB is stressful, most of the employees


have stress during the work time and they have distraction from home
so their workload is distributed.

Department of MBA,VVIET, Mysuru Page 59


A study on work-life balance and its impact on employee performance with special
reference to Deco Equipments Pvt Ltd, Mysuru

BIBLIOGRAPHY

Books:

 Human Resource Management- Rao V.S.P, excel Books


 Business Research Methods: S.N.Murthy&U.Bhojanna.
 Research Methods – C.R.Kothari, VishwaPrakashan

Webliography:

 www.ibef.org
 www.slideshare.net
 www.en.m.wikipedia.com
 www.worklifebalance.com
 http://workplaceflexibility.bc.edu/need/need_employees
 http://decoelp.com
 www.studymode.com
 http://new.knimbus.com

Department of MBA,VVIET, Mysuru Page 60

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