CHAPTER – 1

INTRODUCTION AND DESIGN OF THE STYDY

1.1 Introduction :

Employee attitude and performance refers to how the workers behave in the workplace
and how well they perform the job duties we are obligated to them. The company typically sets
performance targets for individual employees and the company as a whole in hopes that the
business offers good value to customers, minimizes waste and operates efficiently. For an
individual employee, performance may refer to work effectiveness, quality and efficiency at the
task level. Work life balance has been recognized as an important management practice in the
retention and satisfaction of talented employees. In today’s highly competitive and complex
business environment, retaining and satisfying highly skilled employees has become one of the
major priorities of organizations.
An attitude is a psychological state of mind. In the workplace, employee s can have
either a positive or negative attitude about specific work tasks, products or services, co-workers
or management, or the company as a whole. Learn more in: A Literature Review on Mindfulness
at Work Places: Conceptualization, Measurement, and Outcomes
Earlier maintenance of WLB was the sole responsibility of the employees. But now the
scenario has been changed. Now organizations are equally responsible for maintaining the
balance between employees’ professional life and personal life. So it has become the need of the
hour that WLB has to be maintained if the organizations want to retain it employees by
creating the satisfaction among the employees because the more satisfied the employees are, the
better operating results they achieve for their organization
  Employee attitude is when employees are happy and engaged, attitudes and
productivity are more likely to be positive. Performance can be defined as the actual output
delivered to the organization when provided with certain roles and responsibilities within a given
period of time. Performance appraisal is evaluation of the performance of an employee for a
defined period of time. Any organizations‟ development is primarily based on its employees‟
efficiency and attitude towards the organizational goal Neeraj Kumari. These appraisals can be
used in deciding the pay, career prospects, training. Performance appraisal is normally given to
the employee to the next superior designated person who would observe the employe
es' efforts, performance and efficiency. Performance Appraisal creates a negative effect on the
employees as well as towards the organizational objectives. performance management systems as
concerned with directing and supporting employees to work as effectively and efficiently as
possible in line with the needs of the organization Coelho. Broadly, performance management,
which is continuous process must contain performance appraisal to assess the employees stand in
pursuing individual as well as organizational goals. Performance appraisal simply serves as an
aid for managers in the process of performance management. Performance Planning: According
to T V Rao, “It is defined as systematic outlining of the manager’s activities which are expected
to undertake during specified period contributing for organizational outcome.” The performance
of each mentee was given by ratings from their superiors. Significant relations were found
between interaction opportunities and both motivation and commitment, and between
relationship closeness and both these attitudes Orper c ,(1997).It is just a beforehand blueprint of
future plans to be implemented and accomplished. Appraiser: A person who undertakes/ is given
the responsibility to evaluate in terms of performance, skills and ability of his team (individually)
or subordinates or employees at the immediate next & down level of superiority is called
appraiser. Appraisee: A person who is being evaluated (knowingly or unknowingly) by the
Appraiser is called Appraisee Performance Review Discussion: It is the brainstorming and
thought sharing activity performed by appraiser and appraisee.
1.2 Statement of the Problem :
This consist phenomenal remuneration on employees attitude indirect
impact of all aspect.

1.3 Scope of the study :

The study was conducted in TATA Consultancy Services Limited Gurgaon to gather the data.
This study will help to know about the work life balance on employee performance at TCS.
This research work will be conducted to analyse employee performance in TATA Consultancy
Services Limited. Research will be confined to Gurugram. This study will help us to know the
work life balance on employee’s performance in the organization.
The study is to find out the relationship between work life balance and employee performance
and analysis the impact of work life balance on employee performance.

1.4 Objective :

To get Awareness of employees attitude and performance.

To examine about the evaluation on the impact
To study of performance management system
To Acknowledge why an employees attitude and performance system is important
To offer suggestion based on the study.

1.5 Research Methodology :

The present research is based on descriptive research design which tries to
explain the relationship between work life balance and employee performance. Employee
performance is considered as dependent variable whereas work life balance is considered as
independent variable.

• Area of the study :

This area of study is in Coimbatore.

• Data collection :

In this study data is collected from both primary and secondary sources
of data. For collecting Primary data, Standardized questionnaire is developed and around
100 employees have filled it. And for collecting Secondary data, research papers
published in various books and journals are taken. Also, the Internet is used for the same.
The statistical tools used are MS Excel and SPSS for analyses of the data. Besides that,
the analysis techniques used are correlation and regression analysis.

• Statistical tolls used :

• Percentage Analysis.
• Chi – square
• Rank Analysis
• ANOVA

1.6 Limitation :

• This study is limited to 70 to 90 respondents of which are working or and

who have a knowledge about the employee attitude related to this study.
1.7 Chapter Schem :

CHAPTER 1
The introduction ,statement of the problem, objectives and scope of the
study, research methodology, limitations of the study and chapter schema.
CHAPTER 2
Discuss about the review of the literature relating to the previous year of the study.

CHAPTER 3
Deals with the overview relating to the study.

CHAPTER 4
Exhibits the analysis and interpretation the impact of employee attitude and
performance.

CHAPTER 5
Deals with the summary of findings and suggestions and conclusions of the study.

CHAPTER – 2

REVIEW OF LITERATURE

Mohanty A., Kesari L. (2016)

The paper titled "Work Life Balance Challenges for Indian Employees:
Social Cultural Implications and Strategies" - conducted interviews with
some of the Indian HR managers working in manufacturing, IT and Telecom sectors in India.
They have said that the MNC's have come up with initiatives to offer provisions such as flexi-
time, paid paternity leave, childcare facilities and tools such as video conferencing to reduce
commuting to office. At the same time no formal initiatives have been taken to improve WLB.
The slow and differential HR policy response in India as compared to western countries can be
attributed to the political ideologies, slow pace of change in socio- demographic structure &
attitude of employers.

Goyal K.A, Agrawel A (2015)

The paper titled " Issues and challenges of Work life balance in banking industry of India"
Explained that Work life balance policies and programs are an investment in
an organisation for improving productivity, reducing absenteeism, achieving improved customer
services, better health, flexible working as well as satisfied and motivated workforce especially
in banking industry.

M. and Shastri S. (2015)

The paper titled "A Qualitative Study on Work Life Balance of Employees working in private
sector"
Need more time for children, Showing work frustration on children.
Marital issues: Need more time of spouse, not able to give time to spouse. Role conflict/ Role
guilt: Doubtful about how good they are in the roles that they play at home... eg. as a mother or
as a daughter in law.

Priyadarshani& Bhagat (2014)

states that Quality of work life and work life balance depend on each
other and hence cannot be considered as independent concepts. Organizations have to redesign
jobs for better quality of working life or work life balance. Productivity and work life balance
polices are also closely interlinked. Organizations are finding innovative methods to keep their
employees happy and satisfied. Working anywhere and at any time has blurred the boundaries of
work and personal life.

Gupta & Sharma (2013)

examined that married people have multiple responsibilities as compared to
unmarried people so it is difficult to manage work life properly. Work life balance involves
proper prioritizing between “work” (career and ambition) on one hand and “life” (Health,
pleasure, leisure, family and spiritual development) on the other. Organizations can incorporate
measures like yoga classes at the office, arrangement of office clubs for recreation, yearly once
excursion with family, superior’s behavior towards subordinates, grievance handling committees,
and regular health check up, working climate to be improved with flexi time arrangements.

Lakshmi & Gopinath, (2013)

In today’s world both men and women equally share the responsibility of
earning for the betterment of their family life. Studies reveled that factors such as marital status,
working hours, requirement of flexibility, additional working hours and overtime may distort the
work life balance. Work life balance of a married woman gets affected with the number of
dependents at home. This is worsened by the number of small children who need to be cared for.
The support from functional heads in freely discussing the work life balance issues helps to
minimize the work life conflict.

Murthy Kumari L. (2012)

"Employees Perception on Work Life Balance and its relation with job satisfaction in Indian
Public Sector Banks"
emphasized that each of the Work life balance factors on its own is a salient
predictor of job satisfaction and there is a significant gap between male and female respondents
with the job satisfaction with reference to various factors of Work life balance the result of the
study had practical significance for human resource managers of especially banks to improve
staff commitments and productivity along with designing recruitment and retention employees.

Singh S. (2013)
In his paper Titled "Work Life Balance : A Literature Review" wherein the
negative side of the work- family interaction has been put under the spotlight. Recently, the
emphasis has shifted towards the investigation of the positive interaction between work and
family role as well as roles outside work and family lives, and scholars have started to deliberate
on the essence of work- life balance.

Jang (2008)
studied "The relationship between work-life balance resources and the
well- being of working parents" which aimed to study how working parents cope with work- life
demands. The study used 27 working parents with either ill or disabled children in New Jersey. It
was mixed research with both qualitative and quantitative results. The result talks about the
effect of formal and informal workplace support in enhancing the well being of employees with
the children in general and those with a chronically ill or disabled child in particular.

Look wood (2003)

states that the concept of work life balance has chameleon characteristics.
It means different things to different groups, and the meaning often depends on the context of the
conversation and the speaker’s viewpoint.

Greenhaus et.al (2003)

Examined the relation between work-family balance and Quality of
work life. the studies stress three aspects of work family balance
1) time balance. equal time devoted to work and family
2) involvement balance i.e. equal involvement in work and family
3) satisfaction balance i.e. equal satisfaction with work and family.
Studies predicated relations of time balance and involvement balance with quality of work life.

Saini, Priyanka (2014)

 As we know that as globalization come the word diversity in workface also come in
 India. Many of the organizations facing the problem that how to identify the problem
associated with the diversity and how to retain the employees, attract the employees
overseas.
Diversity includes various dimensions such as gender based diversity, cultural
based diversity, age based diversity and qualification based diversity. Hence, this report is
basically provide an idea how Tata Consultancy Services (TCS) is managing their diverse
workforce and provide some sort of guidelines to the other organization so that other can also
manage diversity in effective ways.
The present study is purely based on the secondary data. TCS is managing all the
dimension of diversity very effectively and it also helps to increase the productivity of the
workforce. This is the only reason that TCS is Asia's largest IT consultant service provider in
India.

Carol A. Rea, David M. Rea, (2002).

Managing performance is different from performance management. It can
ultimately enable services users to initiate and direct some of the improvements they want to
see and to take part in the processes of change.

Arie Halachmi , (2005).

Performance management involves the use of both quantitative and
qualitative techniques and paying due attention to the human (behavioral) side of the
enterprise.

Marten Schlafke, Riccardo Silvi, Klaus Möller, (2012).

These requirements challenge performance management to effectively
support the decision making process. Business analytics is an emerging field that can
potentially extend the domain of performance management to provide an improved
understanding of business dynamics and lead to a better decision making.

André A. de Waal, (2003).

Behaviour factors play in the successful implementation and use of
performance management systems that are based on critical success factors, key performance
indicators and the balanced scorecard.

David Moy, (2003).

Performance management system sets expectations for employee
performance and motivates employees to work hard. It involves identifying strengths and
weaknesses of employees in their performance as it sets work standards, measure actual
performance and gives feedback to employee regarding performance.