Chapter I: Introduction and Design of the Study

1.1 Introduction

Work-life balance is the term used to describe those practices at workplace that acknowledge and

aim to support the needs of employees in achieving a balance between the demands of their

family (life) and work lives. The work foundation, earlier known as the Industrial Society,

believes that 'Work-life balance is about people having a measure of control over when, where

and how they work. It is achieved when an individual's right to a fulfilled life inside and outside

paid work is accepted and respected as the norm, to the mutual benefit of the individual, business

and society'. The concept of work-family (life) balance has emerged from the acknowledgement

that an individual's work-life and personal/family life may exert conflicting demands on each

other. Work-life balance is an important area of Human Resource Management (HRM) that is

receiving increasing attention from government, researchers, management and employee

representatives .Factors contributing to the interest in work-life balance issues are global

competition, renewed interest in personal lives/family values and an aging workforce

(Lockwood, 2003). Sverko et al (2002) attribute the growing relevance of work-life balance in

industrialized societies to changing technology, changing values and changing demographic

trends. Other factors include increasing complexity of work and family roles, the increased

prevalence of dual income households and the expanded number of women entering the

workforce. In the present scenario, a vast majority of people seem to be working longer and

harder than ever before and as consequences are finding it ever more difficult to achieve a much

desired WL. In particular, technological, structural and demographic changes brought about in

employment, together with greater than ever demand for more multiskilled and flexible

‗knowledge workers‘are being allied with negative experiences of work such as involuntary

contingent work and role overload. These experiences have been correlated directly and

indirectly to the quality of family life, psychological well-being, and health. A balance between

work and life is supposed to exist when there is a proper functioning at work and at home with a

minimum of role conflict. Therefore, the incompatibility between the demands from the work

and non work domain give rise to conflict and consequently, people experience a lack of WLB.

There is confirmation of the fact that people entering the workforce today are laying emphasis on

the importance of WLB more than their predecessors. In spite of this, the extent to which this

balance is being achieved is far less than what is desired. In fact, the researchers bring to mind

that graduates are being drawn into situations where they have to work for progressively longer

hours and so experience an increasingly unsatisfactory balance between home life and work life.

From the prospective of employees, WLB is the maintenance of a balance between

responsibilities at work and at home. Work life initiatives are those strategies, policies, programs

and practices initiated and maintained in workplaces to address flexibility, quality of work life

and work family conflict. In other words, WLB is about people having a measure of control over

when, where and how they work. Strategies of WLB in organizations include policies covering

flexible work arrangements, child and dependent care and family and parental leave. Several

studies have shown the benefits associated with the provision of work life in organizations.

Though work-life balance was initially construed as the concern for working mothers, it has been

recognized as a vital issue for all classes of employees (Bird, 2006). Despite increased interest in

work-life issues, the organizational philosophy towards work-life concerns is varied. Many

organizations still see them as individual not organizational concerns. Some organizations

resonate the sentiment 'work is work and family is family—and basically, the two do not mix'

(Bailyn et al, 1997).Other organizations view work and personal life as competing priorities in a

zero-sum game, in which a gain in one area means a loss in the other (Friedman et al, 2000).

Hence, it would be interesting to study organizational perspectives on work-life balance.

1.2 Theoretical background

Because work-life balance is a combination of interactions among different areas of one’s life,

the advantages and disadvantages associated with that balance/imbalance can affect multiple

levels of society. The disadvantages associated with work-life imbalances are numerous and

impact both employee and employer. For the employee, consequences can have a negative

impact on “work and life satisfaction, on well-being, mental health, physical health and on

individual performance in organizations,” as identified by O’Driscoll in 1996 (Guest, 2001). For

employers, “The costs to your business of failing to improve work-life balance include: poor

performance, absenteeism and sick leave; and higher staff turnover, recruitment and training

costs (Department of Trade and Industry, 2001).” The inverse is true of individuals and

employers who are able to achieve balance. Positive work experiences that allow employees to

“reach their full potential, be fully engaged, and be able to meet their personal and professional

goals and objectives (Spinks, 2004)” promote a balance where “work can enhance life off the

job, not just detract from it (Galinsky, n.d.).” Given the advantages and disadvantages, it is no

wonder many companies are offering work-life programs to their employees, but making

programs available is only part of the solution. As yet, there appears to be little utilization among

those employees (Rodbourne, 1996; Spinks, 2004). The low utilization of work-life balance

programs has its probable root in the perception that adopting flexible working arrangements

leads to less job security and hinders future career prospects (Rodbourne, 1996;

Stevens, Brown, & Lee, 2004). The complex nature of work-life balance requires participation

and support from all involved, including the individual and the employer, and there appears to be

some indication that employers are not (or are not perceived as) fully supportive of employees

who participate. It is shown that employees are afraid to use the programs for fear of negative

consequences because the culture of organizations still favor the person who gives their all to

the business at hand (Galinski, et. al, n.d.; Rodbourne, 1996; Hansen, 2002). A study by the

Center for Work-Life Policy finds that “35% of women and 48% of men say they would be

penalized for using work/life options (Henneman 2005)”. It seems that, though work-life

programs are available to employees, individuals and organizations have yet to fully embrace the

idea. Galinski, et. al (n.d.) argue that “although working long and hard is clearly part and parcel

of advancing in today’s corporate structure…a one-sided life, where work always comes first,

isn’t necessarily beneficial to career development.” Evidence from the Families and Work

Institute study suggests that employees stressed in the workplace are depressed and tend to make

more mistakes Robertson, 2005). Career advancement often requires long hours, but satisfaction

and feelings of success, which are indicators of a balanced life (Guest, 2001), come from a full

and complete life with all its varied experiences, including experiences outside of work. “The

evidence [from the UK CIPD (Chartered Institute of Personnel Development)] suggests that the

‘problem [with work-life balance]’ is most serious among those in well-paid management

positions who might normally be expected to have high levels of control over their work,

including their work hours (Guest, 2001).”

1.3 Statement of the problem

To study the work life balance in Bharat Petroleum Corporation Limited, Chennai corporate

office.

1.4 Need & Scope of the study

Work-Life balance has been considered of crucial importance in many Public and Private Sector

Undertakings for establishing and sustaining a productive work culture. Several initiatives have

been taken up by the Government, many experts and industrialists and even employees in

organizations towards maintaining work life balance. Multiple roles performed by individuals

call for better integration between work and non-work issues. Even Jobs are no more cushy/easy

going, they are demanding. Similarly, individual cannot be effective at work if they are not able

to manage their personal lives. Finding time for socialization is no more a social obligation, but

also a real stress buster. There is evidence to show that the activities outside work positively

influence the productivity and creative potential of employees. Hence, it has been found that

work life balance (work life balance) is not only the source of care and concern, but also that it

was the major source of dissatisfaction for many employees. The problem of work life balance is

clearly linked with withdrawal behavior, including employee turnover and some sort of

indiscipline or absenteeism. In the present global scenario every business organisations trying to

maintain specific standards and quality to attain reputation and recognition for their products

along with customer satisfaction in terms of quality of services, products, reasonable price and

other offers etc. To achieve the targets and to with stand in the global market the organisations

were expecting and demanding more work from their employees and also imposing to learn new

skills and latest technology. On the other hand employees are also demanding more from their

employers to improve their social life. They want more time, resources, and support from their

employers to enrich their life particularly other than at their work spot. In the process of attaining

preset targets, work schedules creates more burden, stress and strain to the employees to

imbalance their work and family life and even creates fear and frustration. Work Life-Balance

assumes greatest significance when the demands of one’s work and the life aspects seem equally

critical at the same point in time. But in a case, when either of these can be deprioritized (at least

for some period) finding the balance is not the real challenge. For example, take the initial years

of one’s work life. In most cases this is really in the 20’s when one’s family commitments are

not so pressing and one can afford to place work in overdrive if one chooses to. However, many

employees find this is a challenge after marriage or more so the birth of a child. Both demands

seem to be fair in their perspective and hence it’s a challenge to balance at any time. A zero-one

solution (either work or home) though seemingly the simplest may not be the best and this is

where the need for life-balance comes in. Both Public and Private Sector undertakings generally

taking care of their employees by providing Work life provisions like promotions, rewards,

amenities, creating healthy work environment, monetary and non-monetary benefits at all levels

to increase their productivity and performance. Most of the studies have been carried out with a

focus on various issues and dimensions of personnel administration, HR policies and practices,

HR strategies, HR Innovative etc. But there are very few studies with regard to Work life

Balance. As against this backdrop, zeal to know the facts, which contributed to the success of

some organizations, located in Hyderabad and insisted their employees for a better work-life

apart from their productivity and performance inspired the researcher to take up the study on

“Work Life Balance in Selected units”.

1.5 Objectives

The objectives of the study are as follows:

1. To identify what aspects of work interferes with personal life.

2. To identify the factors that impact work-life balance.

3. To identify policies, practises and programs offered by IT cmpanies with reference to

Work-life balance.

4. To find out if there are differences across demographics and work-life balance.

5. To identify the factors causing stress in the IT industry and its management among the

executives.

1.6 Limitations

The survey was limited to BHARAT PETROLEUM CORPORATION LTD, Chennai

corporate office

It was difficult to get feedback from all the employees due to their busy schedule in

office

Some of the employees refused to fill the questionnaire

Data collected may not be accurate since some of the employees would not have

responded from their heart

Some of the employees did not reveal their designation and name

Most of the employees did not give suggestions regarding the present system of

performance appraisal.

1.7 Chapter scheme

The chapter scheme goes as follows

Chapter 1 includes various topics such as Introduction, Theoretical background, Statement of the

problem, Need & Scope of the study, Objectives, Limitations, Chapter scheme

Chapter 2 introduces to the Review of Literature related to Work life balance based on past

studies of various researchers

Chapter 3 gives an insight of the following information: Industry profile, Company Profile,

vision, mission, goals, purposes, and objectives, Product / Service / Function Profile relevant to

topic, Manpower profile, Company performance and growth, Capital structure, Market

performance and strategies, Incorporation, Financial structure and performance, Stakeholders,

Suppliers, Market structure/competitors

Chapter 4 includes the various information such as Research design, Type of research design

{descriptive, exploratory, case study, experimental...}, Research instrument, Data collection,

Primary data sources ,Secondary data sources, Type of sampling, Tools used.

Chapter 5 shows the analysis and interpretation of data through Tables, Chart, Interpretation and

discussion, Tools used (Ex: regression / correlation/Chi-square test/Anova /T test and so on)

Chapter 6 includes the Findings, Suggestions and Conclusion of the study