EMPLOYEES’ ENGAGEMENT AND FAMILY …shodhganga.inflibnet.ac.in/bitstream/10603/32454/9/07b...5 EMPLOYEES’ ENGAGEMENT AND FAMILY FRIENDLY INITIATIVES: A STUDY OF SELECTED CORPORATE

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EMPLOYEES’ ENGAGEMENT AND FAMILY FRIENDLY INITIATIVES: A STUDY OF SELECTED CORPORATE ENTERPRISES IN INDIA

SUMMARY 1. Introduction

From the era of scientific management and even before, different business strategies, HR policies

and practices are made to survive and compete in the business world. Many organisations have

identified the need to invest in human capital, to achieve the maximum effort from their

employees and to be able to create success in highly competitive global markets. While

organizations keen to maximize the contribution of each individual towards corporate

imperatives and metrics, individual employees find purpose and job-satisfaction.

Research evidence has shown that there can be no magic one formula or set of ‘off the shelf’

prescriptions that can be applied in securing employee commitment towards the organization

goals. Still organizations are trying one or another formula and investing to create a culture of

harmony, wellbeing and a productive environment. ‘Employee Engagement’ is the recent

concept in the same direction given by Kahn in 1990.

Thus, it is not surprising that organizations of all sizes and types have invested substantially in

policies and practices that foster engagement and commitment in their workforces. Indeed, in

identifying the three best measures of a company’s health, Jack Welch, a business consultant and

former General Electric CEO, recently cited employee engagement first, with customer

satisfaction and free cash flow coming in second and third, respectively (Welch, J., & Welch, S.

(2006, May 8).

The importance of employee engagement in the current business scenario attains significance

and it has been labeled as the “hottest topics in management” in recent times (Welbourne 2007).

For fostering commitment and engagement different policies and practices are adopted and

practiced. Organizational support as policy matter also enhances the level of engagement. In the

report, “Supportive managers: What are they? Why do they matter?” it has been found that

‘Employees with supportive managers are more likely to have high job satisfaction, high

organizational commitment and lower level of job stress and life stress.’(Stephenie Okerman).

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Work-life Balance (WLB) has been an issue of concern for corporate world and governments for

last few decades. To help employees to minimize their work-family conflict through family-

friendly initiatives is a step to develop supportive culture. Though in India till date there is no

amendment in the labour laws regarding this, but many organizations have enacted their HR

policy and are adopting family-friendly initiatives.

As per previous researches Family-friendly initiatives help for the improvement of Recruitment

and retention, Organizational Performance, Individual Productivity, Absenteeism, Positive

attitudes and behaviors.

As per IES (Institute of Employment Studies, UK) Survey, 2003 One among them is ‘Family-

Friendly Initiatives’ i.e policies to tackle work life balance of employees.

As cited by Susan Cartwright and Cary L. Cooper in their book ‘Organizational Well-Being’

“the positive side work-life interface is labeled differently by researchers: positive spillover,

engagement, work-family enrichment and facilitation (Carlson et al.2006).

Tara Shankar and Jyotsna Bhatnagar (July 2010), proposed a model focuses on the correlates of

Work-Life Balance construct and its relationship with other variables such as employee

engagement, emotional consonance/dissonance and turnover intention.

In present research we will find out analyze family-friendly initiatives practiced by the

organizations to resolve the work-life interface and their impact on employees’ engagement and

organizational commitment.

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2. Review of Literature

2.1 Employee Engagement

The movement of ‘Positive Psychology’ initiated by Seligman and Csikszentmihalyi in 2000 to

examine that how normal people can flourish under relatively benign conditions. As a subject

Positive Psychology focus on wellbeing, satisfaction, hope, optimism, flow and happiness. In the

field of HRM/OD its focus is building positive qualities in life and work rather than repairing

negative aspects. One of these attributes is Employee Engagement.

The natural outcomes of positive emotions and attitudes are individuals who are motivated,

engaged and focused at work. Because individuals and organizational health are interdependent,

an understanding of emotions and attitudes as they relate to healthy work benefits both parties.

(James Campbell Quick et al, 2009)

In recent years, there has been a great deal of interest in employee engagement. Though initially

this topic was adopted by consulting organizations for research and practice yet this is most

discussed field of HR in developing counties like US, UK, New Zealand etc.

Unfortunately, much of what has been written about employee engagement comes from the

practitioner literature and consulting firms. There is a surprising dearth of research on employee

engagement in the academic literature (Robinson et al., 2004).

As per Alan M. Saks, most of what has been written about employee engagement can be found

in practitioner journals where it has its basis in practice rather than theory and empirical research.

(Alan M. Saks, 2006).

Employees’ Engagement refers to how employees behaviourally apply themselves physically,

cognitively and emotionally during role performances (Kahn 1990). To be physically engaged,

employees devote their physical and mental energies and resources wholly into their role

performance (Khan 1090).

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To be cognitively engaged, employees are actually aware of their mission and role in their work

environment, have what they need to do their work, opportunities to feel an impact and

fulfillment in their work, and perceive chances to improve and develop (Harter, Schmidt, and

Keyer 2002; Luthan and Peterson 2002). To be emotionally engaged is to form meaningful

connections to others like co-workers, supervisors and customers, and to experience trust,

empathy and concern for others’ feelings (Harter, Schmidt, and Keyer 2002; Luthan and

Peterson 2002).

Numerous definitions of Employee Engagement sometimes confuse its meaning as compared to

other related terms. Few constructs like work engagement, Job involvement, organizational

commitment, job satisfaction, and organizational citizenship behavior (OCB) are more close to

employee engagement and sometimes confuse the scholars.

It would appear that there are sufficient grounds for arguing that engagement is related to, but

distinct from, other constructs in organisational behaviour (Saks 2006). For example, Robinson

et al (2004) state that “engagement contains many of the elements of both commitment and OCB

but is by no means a perfect match with either. In addition, neither commitment nor OCB reflect

sufficiently two aspects of engagement - its two way nature, and the extent to which engaged

employees are expected to have an element of business awareness.”

2.2 International Studies:

Kahn (1990) conceptualized the term Engagement at works. He expresses that each performance

is as good as the amount of self that is present. For example in the role of employee the more self

that is incorporated into the job and the workings of the organisation the better the performance

or the better the employee will be. To measure this degree of self Kahn (1990) created and

defined personal engagement and disengagement which refers to the harnessing of employee

selves to work roles and through expressing themselves cognitively, emotionally and physically;

engagement is the degree and amount of involvement in the organisation, and disengagement is

the degree of withdrawal.

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Kahn’s (1990) work also concluded that people have dimensions of themselves that they prefer

to use and express in the course of role performance. If they can match their preferred actions

with the psychological conditions existent in their work environment and work roles, then they

will engage with the job (Kahn, 1990).

James K. Harter et al (2002), “Business-Unit-Level Relationship Between Employee

Satisfaction, Employee Engagement, and Business Outcomes: A Meta-Analysis”, They made a

study on 7,939 business units in 36 companies, this study used meta-analysis to examine the

relationship at the business-unit level between employee satisfaction–engagement and the

business-unit outcomes of customer satisfaction, productivity, profit, employee turnover, and

accidents. Generalizable relationships large enough to have substantial practical value were

found between unit-level employee satisfaction– engagement and these business-unit outcomes.

One implication is that changes in management practices that increase employee satisfaction may

increase business-unit outcomes, including profit.

May, Gilson, and Harter (2004) conducted a field study in a large Midwestern insurance

agency. Using a survey format they explored why some individuals fully engage in their work

while others become alienated or completely disengaged. Results of this study confirmed that

engagement differs from simple job satisfaction. They agreed that engagement actually entails

the active use of emotions and behaviors in addition to cognitions. Overall, study results

supported Kahn’s earlier work in that psychological meaningfulness and safety were positively

linked to employee investment in work roles. Additionally, job enrichment and role fit were

positively related to psychological meaningfulness. Having a supportive supervisor and good

relations with co-workers were related to feelings of psychological safety on the job.

Robinson D, Perryman S, Hayday S (2004) studied “The Drivers of Employee Engagement”.

The first step in our research was to investigate what HR professionals understood or meant

when they used the term ‘engagement’ Research shows that committed employees perform

better. If we accept that engagement, as many believe, is ‘one step up’ from commitment, it is

clearly in the organisation’s interests to understand the drivers of engagement. Analysis of the

NHS case study data indicates that opinions about, and experiences of, many aspects of working

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life are strongly correlated with engagement levels. However, the strongest driver of all is a

sense of feeling valued and involved. This has several key components:

involvement in decision making

the extent to which employees feel able to voice their ideas, and managers listen to these

views, and value employees’ contributions

the opportunities employees have to develop their jobs

the extent to which the organisation is concerned for employees’ health and wellbeing.

Ulrika Eriksson Hallberg (2005) in her study “Studies of Work Engagement, Type A Behavior

and Burnout” she explained the association between being ‘on fire’ and burnout. More

specifically, the thesis focused largely on two representations of involvement in work (work

engagement and Type A behavior) and their respective relationships to burnout.

Main finding are longitudinal analyses of Type A behavior and burnout indicated that these

variables were associated in cross-sectional data. However, no association between change in

Type A behavior and burnout (or vice versa) was established to indicate that Type A behavior

predicted an increase in burnout (at least not over the one-year interval that the present study

comprised). Possibly, this result indicates that the association between Type A behavior and

burnout is more complicated than can be surmised from the relatively sparse approach in the

present study. Future research should investigate whether Type A behavior and burnout share a

common association through workload. Moreover, the results suggested that Type A behavior

was related only to the emotional exhaustion component of burnout, something that has been

noted elsewhere as well (see Maslach et al., 2001). It could be that Type A behavior predicts

exhaustion, although not the particular response of burnout. Future research should investigate

Type A behavior, burnout and exhaustion from a motivational perspective to shed more light on

the psychological mechanisms involved.

Alan M. Saks (2006) in his research “Antecedents and consequences of employee engagement”

surveyed 102 employees in a variety of industries and in one study tested a model of antecedents

and consequences of job and organizational engagement. The purpose of this study was to test a

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model of the antecedents and consequences of job and organization engagements based existing

models of engagement and SET. This study provides one of the first empirical tests of the

antecedents and consequences of employee engagement and makes a number of contributions to

this new and emerging area.

David S. Gill (2007), “Employee Selection and Work Engagement: Do Recruitment and

Selection Practices Influence Work Engagement?”, the objective of this study was to investigate

the effect employee selection and recruitment practices had on work engagement and to

determine how much of an impact various selection methods have on engagement,

organizational practices beyond job design.

Gabriel M. De La Rosa( 2008), In this study the applicability of the Demands Control Support

(JDCS) model to understanding employee engagement is tested using survey responses from

employees working in the United States of America and Internationally. Results support

Karasek’s (1989) interpretation of the JDC(S) model, suggesting additive, linear relationships

between self reported perceptions of demands, control, and support incrementally explained

variance in self reported employee engagement. Results highlight the importance of considering

employee perceptions of job demands, job control, and job support to understanding employee

engagement. Also, the possibility of cultural values which may influence the importance of work

characteristics is discussed.

Andrew J. Wefald (2008), in his study “An Examination of Job Engagement, Transformational

Leadership, and Related Psychological Constructs”, he sought to critically examine the concept

of engagement as well as provide empirical evidence regarding its place in the nomological

network of job attitudes. Both theoretically and empirically, engagement has been linked to

personality and leadership variables; however, no research to date has attempted to examine all

three concepts together.

Andrew J. Wefald and Ronald G. Downey (2009), he investigated the factor structure of W. B.

Schaufeli et al.’s measure of engagement and academic engagement’s relation to academic

satisfaction and found the Employee Engagement and Job Satisfaction to be highly related

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constructs. The Previous researchers found a 3-factor structure of engagement that comprises

vigor, dedication, and absorption. The authors administered to a sample of university students a

questionnaire on their level of engagement in academic work and various other measures. The

results did not confirm the 3-factor structure.

Susan L. Sweem (2009), the study titled as “Leveraging Employee Engagement through a

Talent Management Strategy: Optimizing Human Capital through Human Resources and

Organization Development Strategy in a Field Study”. This field study explores how talent

management and employee engagement are defined and investigates how a talent management

strategy affects employee engagement within a US service unit of a coatings/chemical company.

Alan M. Saks (December 2011), the study “Workplace spirituality and employee

engagement” describe the importance of Workplace Spirituality for Employee Engagement

Maintenance. A model of workplace spirituality and employee engagement is presented in

which three dimensions of workplace spirituality (transcendence, community, and spiritual

values) relate to employee engagement through four psychological conditions (meaningfulness in

work, meaningfulness at work, safety, and availability).

Mendes F. & Marius W. Stander (2011), “Positive Organisation: The Role of Leader Behavior

in Work Engagement and Retention”. The aim of this study was to determine firstly, whether

leader empowering behaviour, role clarity and psychological empowerment predict employee

engagement, secondly if role clarity moderates the relationship between leader empowering

behaviour, psychological empowerment and work engagement and finally to determine if work

engagement predicts intention to leave within the business unit.

Sanchez-Hernandez Isabel & David Grayson (2011),” Internal Marketing for Engaging

Employees on the Corporate Responsibility Journey”. As cite by the authers, Internal Marketing

has been developed directly from conventional marketing theory (Woodruffe, 1995). It is based

on the assumption that the accumulated knowledge of the marketing function can be used within

the organization itself in order to gain competitive advantage in the market as well.

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The purpose of this paper is to explore whether internal marketing could be a powerful tool for

engaging employees on the corporate responsibility journey. A conceptual approach based on

literature review is carried out to determine the existing possibilities provided by internal

marketing to enhance corporate responsibility.

Junghoon Lee (2012), this study empirically tested relationships among antecedents and

consequences of employee engagement in the hotel setting. In particular, this study provided

theory-based empirical evidence regarding whether employee evaluations of self (i.e., core self-

evaluations) and perceptions of organizational environment (i.e., psychological climate) affect

employee engagement. This study also investigated how employee engagement directly and

indirectly leads to intrinsic rewards, job satisfaction, personal attachment to an organization (i.e.,

organizational commitment), and the (LMX). Results of hypothesis testing showed that core self-

evaluations and three components of psychological climate (managerial support for service,

interdepartmental service, and team communication) positively influence employee engagement.

The results also revealed that employee engagement is positively associated with all the outcome

variables.

2.3 Indian Studies:

The availability of empirical studies by researchers related to employee engagement is less in

India and compared to the western world. Most of the available studies are survey of a particular

industry. Few potential research oriented studies are as given below:

Pallavi Srivastava and Jyotsna Bhatnagar (2007), “Talent Acquisition Due Diligence Leading

To High Employee Engagement: Case Of Motorola India MDB.”

These researchers explain that talent has become the key differentiator for human capital

management and for leveraging competitive advantage. With better talent acquisition, employee

engagement improves and so does the productivity. Maximizing team engagement, motivation,

and retention through due diligence in talent acquisition is vital in today’s highly competitive

environment.

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Jyotsna Bhatnagar (2007), “Talent Management Strategy Of Employee Engagement In Indian

Ites Employees: Key To Retention.”

The purpose of this paper is to investigate talent management and its relationship to levels of

employee engagement using a mixed method research design.

In the results in first phase low factor loadings indicated low engagement scores at the beginning

of the career and at completion of 16 months with the organization was found. High factor

loadings at intermediate stages of employment were indicative of high engagement levels, but

the interview data reflected that this may mean high loyalty, but only for a limited time. In the

second phase factor loadings indicated three distinct factors of organizational culture, career

planning along with incentives and organizational support. The first two were indicative of high

attrition.

Chauhan Daisy (2009) “Effect of Job Involvement on Burnout”, she studied correlation Job

Involvement with Burnout (which is considered opposite of Employee Engagement). In her

study she found that Job Involvement had negative correlation with De-personalization and

Emotional Exhaustion and positive correlation with Personal Accomplishment. The correlations

results indicate that burnout can be minimized /avoided if the individuals develop a high level of

involvement in their jobs and they are able to identify themselves psychologically with their

jobs.

She found that Job involvement had a negative correlation with the two negative dimensions of

Burnout i.e DE-Personalization and Emotional Exhaustion and positive correlations with

Burnout Personal Accomplishment.

Tara Shankar & Jyotsna Bhatnagar (July 2010) “Work Life Balance, Employee Engagement,

Emotional Consonance/Dissonance & Turnover Intention”. The researchers explained the

importance of Work–Life balance the core of issues central to human resource development

(HRD), Work Family Conflict & Work Family Enrichment.

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This paper proposes a conceptual model to be tested empirically. The construction of a robust

scale for measurement of Work-Life Balance is emphasized. The proposed model focuses on the

correlates of Work-Life Balance construct and its relationship with other variables such as

employee engagement, emotional consonance/dissonance and turnover intention.

Pati Surya Prakash & Pankaj Kumar (July 2010) “Employee Enaggement: Role of Self-

Efficacy, Organizational Support & Supervisory Support.” This study argues that differences

between Self –Efficacy levels in employees are primarily responsible for differences in displayed

Engagement. Based on the findings the study argues and defines engagement as expressed

empowerment pertaining to a role thus enriching the management literature concerning

engagement. They conclude that employee engagement necessitates a workforce that is attributed

with self-efficacy as a dispositional trait. They also argue that empowered employee can be

expected to be engaged. Also it is pointed that this condition may not hold well in bureaucratic

organizations.

Anitha J. (2010) “Antecedents of employee engagement and their impact on employee

performance.” This study emphasizes the importance of employee engagement and also

identifies various aspects that have a significant moderating effect on it. It also proves that there

is a strong relationship between employee engagement and employee performance that further

insists the significance.

Rama J. Joshi & J.S. Sodhi (2011), “Drivers of Employee Engagement in Indian

Organizations”. The findings are Executives and non-executives alike, were relatively more

satisfied with the job and perceived a high sense of involvement and commitment in their work

and the organization. Same was not true of the Managerial Practices (Communication System,

Participative Management, Executive Management Relations, Lateral Trust, Objectivity and

Rationality, and Subordinate Development), Development of Employees (Scope for

Advancement, Recognition and Appreciation, Performance Appraisal, Training and

Development, Delegation of Authority, and Job Content), and Industrial Relations (Union

Management Relations, Grievance Handling, and Approach to Discipline).

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Saradha H and Dr Harold Andrew Patrick (2011), “Employee Engagement In Relation To

Organizational Citizenship Behavior In Information Technology Organizations”. As per author

several literatures on OCB have highlighted the relationship between OCB and productivity, in-

role performance, and business unit performance. However there has been no research

established to find out if there is any influence of OCB on employee engagement.

Ravichandran K. el al (2011), “The Impact of Emotional Intelligence on Employee Work

Engagement Behavior: An Empirical Study”. In the research it is found there is a significant

linear association between the Overall Emotional Intelligence and Overall Work Engagement

behavior. It is critically observed the pearsons correlation co-efficient value of .377(**) indicates

positive weaker relationship between the above said variables which is a reflection of Emotional

Intelligence behavior alone will not influence Work Engagement behavior. It is also suggested

that the managers need to identify those variables which influence Work Engagement behavior

apart from the existing Emotional Intelligence construct variables used for this study. The factor

analysis of the study extracts eight dimensions out of 29 variables in the research after reviewing

Emotional Intelligence construct. It is suggested that the managers need to focus on these eight

Emotional Intelligence dimensions when they explore Emotional Intelligence study.

Priyanka Anand (2011), the study focuses on the two important HR practices of performance

appraisal and employee engagement in the hotel industry. The research was conducted in ITC

Maurya evaluates their practices relating to HR processes. It is found that the employees were

involved and highly satisfied with the work environment. The performance appraisal standards

are updated and different methods of appraisal are used across the organization.

Vaijayanthi P. at el (2011), the main purpose of this study is to ascertain the status of employee

engagement and the factors that impede better employee engagement. In the findings of this

study the factors are confirm infrastructure , cross functional discussions , communication &

interaction with the corporate office employees , reflection on the feedbacks and proper support

and orientation through induction programs..

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Elaine Farndale at el. (2011), “A study of the link between Performance Management and

Employee Engagement in Western multinational corporations operating across India and China.”

This report constitutes a summary of findings on the cumulative data collected from the different

organizations of China and India from four organizations viz GKN (UK, India, China),

AkzoNobel (Netherlands, India, China) , Tesco HSC (India) and InsureCo1 (Asia-Pacific). In

their finding regarding measurement of engagement by firms they found that there are many

different scales being used across companies to measure engagement and there are multiple

dimensions of engagement for the best way to measure engagement.

Rabiya Sange and R.K. Srivasatava (2012) “Employee Engagement and Mentoring: An

Empirical Study of Sales Professionals.” He concludes as results from the Triple Creek survey

report (2010) found that mentoring positively impacts employee engagement and can have

lasting positive repercussions for organizations. It has been established repeatedly that providing

quality mentoring relationships throughout the organization increases employee engagement in

multiple ways. The research paper has highlighted that mentoring does have a significant impact

on engaging employees.

Swatee Sarangi & R. K. Srivastava, (2012), unraveled the dimensions of organizational culture

and communication which need to be focused for enhancing vigor, dedication and absorption of

employees (Employees’ Engagement) in the India Nationalized Banking Sector.

Kumar Alok & D. Israel (2012), this study’s main objects are to understand how in an

organization a) authentic leadership relates to work engagement and psychological ownership,

and b) psychological ownership interferes with the relationship between authentic leadership and

work engagement. They found through regression analysis that authentic leadership indirectly

relates to work engagement of employees through the full mediation of organization based

promotive psychological ownership.

Soumendu Biswas et al (2013) “Linking distributive and procedural justice to employee

engagement through social exchange: a field study in India.” Findings suggest that perceived

organizational support mediated the relationship between distributive justice and employee

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engagement, and both perceived organizational support and psychological contract mediated the

relationship between procedural justice and employee engagement. The study supports the

inclusion of distributive justice, procedural justice, POS and psychological contract in models of

employee engagement.

Neelam Lal et al (2013) worked on “Employee Engagement via Talent Management”. She

studied innovative practices of TATA Motors Pune for adopting Employees Engagement

through Talent Management. They correlated Employees Engagement and Job Satisfaction with

Talent Management Practices.

Vishal Gupta and Sushil Kumar (2013) “Impact of performance appraisal justice on employee

engagement: a study of Indian professionals”

Performance appraisal is one of the most important human resource management practices as it

yields critical decisions integral to various human resource actions and outcomes. The purpose of

this study is to explore the relationship between perceptions of performance appraisal fairness

and employee engagement in the Indian business context.

2.4 Family Friendly Initiatives to Resolve Work-life Interface

All over the world the organizations are demanding more and more from their employees;

parallel to this these are focusing more on the motivation and recognitions of the employees to

enhance productivity. A healthy balance of work and family life is strategy that the new-age

management is aiming at.

The current work scenario is marked by the fast pace of change, intense pressure, constant

declines, changing demographics, increased use of technology and the co-exiting virtual

workplace. Juxtaposed with this, the increase in average income and rise in living standards have

individuals striving for better work atmosphere. (Tara Shankar & J Bhatanagar (2010). After

analyzing the overall scenario it is the need of hour to plan and practice policies and practices

that can resolve the work-life conflict of the present generation X and Y. Thought there is dearth

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of initiatives taken by Indian government and employers in this direction but this is hot topic in

the western world and developed countries.

As cited by Rupashree Baral and Shivganesh Bhargava (2008), recently, scholars have made

efforts to examine the positive impact of work-family interface referred as work-family

enrichment (Greenhaus and Powell, 2006; Carlson et al., 2006), positive spillover (Allis and

O’Driscoll, 2008; Hammer et al., 2005), work-family facilitation (Rotondo and Kincaid, 2008;

Wayne et al., 2006; Balmforth and Gardner, 2006) or work-family synergy (Beutell and Wittig-

Berman, 2008) on individual’s attitude and behaviour. Greenhaus and Powell (2006, p. 6).

The UK labour government has adopted both approaches. Aspects of family-friendly policy,

influenced by the EU, can be seen in new legislation to support working parents and carers. This

policy agenda is partly driven by demographic trends in the UK population which indicate that

by 2010 more women will have joined the labour market, and that 1 in 5 of workers will be

mothers. Furthermore, due to an ageing population up to ten million people will have caring

responsibilities for elderly relatives by 2010 (Department of Work and Pensions, 2001; cited in

Williams and Jones, 2005). The Government has been actively promoting flexible working as a

way to increase employment opportunities particularly for people with family responsibilities,

thus enhancing their access to the labour market. There is also evidence that employees’

expectations to be able to work flexibly, whether or not their claims are supported by the

legislation, are increasing. (Liz Doherty 2006)

Family-friendly policies can benefit employers also, can help them for retaining highly skilled

employees who might otherwise seek more accommodating employers or leave the workforce

entirely. Implementing of family-friendly policies can also decrease absenteeism, enhance

productivity, and can improve employers’ attraction ability.

The Family-Friendly Workplace Model is best applied to companies that make a significant

investment in training employees and/or must comply with national or international employment

standards. With greater urbanization and the shift to work in the formal sector, the demand for

companies to provide family-friendly benefits is likely to grow. The FFW Model helps

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businesses to easily analyze the relative costs and rewards of offering family-friendly benefits.

Using the model enables businesses to reap the potential cost savings of family-friendly policies

and contribute to improved health for employees, their families, and the broader community.

2.4.1 Formal Organizational Initiatives

To frame formal work-life balance initiatives is the need of hour for the organizations and HR

professionals. In the Asia Pacific countries particular concerns for families include the impact of

people marrying older in life or not at all, rural urban migration and gender inequality in

remuneration and career development. These socio demographic changes place pressure on firms

to be proactive in addressing issues concerning work-life balance, including the provision of

Family Friendly Workplace arrangements (Hall, L. & Liddicoat, L. (2005).

The critical question is whether Work Life Balance (WLB) is for the individuals to receive and

maintain or ii is the responsibility of the employer? In the former discourse, research has looked

into WLB as a personal choice. In addition, values, worker type, role demand and conflict are

some of the elements that domain has emphasized. In the second discourse, research has focused

on family friendly policies offered by organizations including flexible work arrangement. (Tara

Shankar & Jyotsna Bhatnagar 2010).

As cited by Fang-Tai Tseng (2012), that numerous studies have shown that working –hour

reduction is a tough yet beneficial labour policy to both the employees and the employers (Bosch

& Lehnorff 2001, Kramar 1993,MacInnes 2005, Perry-Smith & Blum 2000, Thornwaite 2004,

Strachan & burgess1988, Solomon 1994.

Therefore the favored companies are those which have formal friendly initiatives to balance

WLB. We can divide these initiatives into two parts viz a) Employees’ benefit policies and b)

Work reorganization programs.

In the first category employees are made comfortable and helped to take care their dependents

while doing their duty along with uninterrupted career. In Indian legislation the provisions

crèche facility, feeding breaks, three months maternity leave and paternity leaves are provided.

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In many developed counties facilities like on-site child care and /or elder care, child care and /or

elder care subsidies and /or referral services, paid family and medical leave, release time work to

participate in school and community events; and limits on business travels (frequency and

distance) are provided.

In second category provisions like restructuring of jobs and duties, telecommuting arrangements,

part-time and job sharing opportunities and Flexible working scheduling programs are included.

In India only few MNCs and prominent ITES companies are providing the facilities of flexible

location (telecommuting) and time facilities but these facilities are widely used in the developed

counties.

Different types of formal friendly initiatives practiced are dependent care support (of child and

aging relatives), On-site child care, Other child care assistance, Flexible work arrangements,

Flexi time (i.e. flexible starting and quitting time), Telecommuting (part-time and full-time),

Compressed work week, Job sharing, Shift flexibility, Part time work etc. etc. as per a SHRM

survey it is found that top five formal friendly initiatives are:

Dependent care flexible spending account (71 % respondents)

Flexi-time (55% respondents)

Family leave above required leave of Family and Medical Leave Act (FMLA) (39%

respondents)

Telecommuting on part time bases (34% respondents)

Compressed work weeks (31% respondents)

2.4.2 Informal Organizational Initiatives

According to social exchange theory, by offering informal family friendly culture the

organizations demonstrate their efforts in favour of the wellbeing of their employees. As cited by

Deepak Chawla & Neena Sondhi (2011), the more ‘Supportive’ organizations shape an implicit

psychological contract (Rousseau 1995) between the organization and the individual. This aids

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and enhances his work/non work conflict and at the same time increases and individual’s sense

of commitment.

Informal initiatives / support are the support given by family members, colleagues and

supervisors to decrease the load and or stress of work-life interface and which is not part of

written rules and regulations.

Linda Duxbury & Chritopher Higgans, a business professor of University of Western Ontario has

researched the role of mangers in allowing employees to successfully balance work-life needs. In

the report, Supportive Managers: What Are they? Why Do They Matter? It is found “tremendous

amount of inequity in organizations today as supervisors act as gatekeepers to many of the

benefits offered by the firm…..employees who work for ‘supportive’ supervisors who trust and

respect their employees and who base their decisions on circumstances rather than ‘the book’

report less stress and greater productivity ….in the report they said “ Employees with supportive

managers are more likely to have high job satisfaction, high organizational commitment and

lower level of job stress and life stress. (Stephenie Overman, HRFOCUS/July 1999)

From the above researches it is clear that there is need to change the mind set of supervisors,

management and other supporters. These initiatives can be provided by helping an employee by

adjusting his/her job or short timing to cater any family responsibility, counseling services in the

organization or at least listening his/her problem for catharsis.

Julie Holliday Wayne at el (2006), found in their research the relation of enrichment to important

work outcomes. Their findings suggest the importance of the individual and informal and

emotional support and provide actionable elements to alter to increase enrichment between work

and family.

23

3. Research methodology

3.1 Objectives of study

The study has been carried out with the following objectives:

1. To find out Formal Family-Friendly Initiatives practiced in the selected organizations.

2. To find out Informal Family-Friendly Initiatives practiced in the selected organizations.

3. To evaluate relationship between Employees’ Engagement factor with Formal and

Informal Initiatives practiced in the selected organization.

4. To know the attitude of employees regarding Formal and Informal Initiatives.

5. To find out the reasons why employees are not using Family-Friendly

initiatives/provisions.

6. To study the relationship between Employee Engagement and Organizational

Commitment.

3.2 Research Design

During this study 220 Employees of different selected Enterprises of Punjab, Haryana,

Chandigarh and Himachal Pradesh was surveyed with Systematic Random Sampling. Both

primary and secondary data was collected. Primary data is collected with the help of

questionnaire; both online and physical methods were used. To analyse Employees Engagement

UWES 17 (Utrecht Work Engagement Scale) developed by Wilmar B. Schaufeli is used. And

for Employees Commitment, OCS (Organizational Commitment Scale) developed by Balfour

and Wechsler is used. Secondary data collected from books, Magazines, Journals, News papers

and Internet.

For analysis Percentage Distribution Tables are used to listing the percentage of respondents

selecting each response category or scale point; Chi Square Test of Homogeneity used to analyze

whether there were equal distribution of responses from the respondents on all levels of the scale

or not; Karl Pearson Correlation used to measure the strength of association between two

variables; Mann Whitney Test – 2 groups is to test statistics to compare the two groups on same

set of responses available from the respondents and Kruskal Wallis Test – 3 or more Groups : to

24

test statistics to compare the three or more groups on same set of responses available from the

respondents. The large scale organizations were selected from the CII directory of north region

2013. Three percent of companies were selected randomly for each state /UT.

3.3 Reliability Analysis of the Surveyed Responses

This section analyzes the reliability coefficient i.e. Croanbach alpha value, for the internal

consistency of the surveyed responses. The reliability coefficient for the employees engagement

was 0.951 and on each of its factor i.e. vigor, dedication and absorption was also desirable in the

range of 0.861 – 0.883. The overall reliability of the organizational commitment was 0.432

which was not desirable value but since there were few negative statements in the surveyed

questionnaire the case was acceptable and the same scenario was in the case of attitude (0.431),

formal (0.764) and informal (0.246). The reliability coefficient of 0.837 for the reasons statement

was also desirable. The overall reliability coefficient of the whole questionnaire was 0.881.

4. Analysis of data

4.1 Demographic Analysis of the Respondents

In the survey 68.6% males were considered while 31.4% females and majority 58.2% were the

married respondents while 41.8% were singles considered. Also 59.5% of the respondents were

post graduates, graduates were 36.4% but only 4.1% were the diploma holders.

62.7% of the middle level employees were surveyed along with 25.9% junior level employees

and 11.4% senior level employees. The respondents were also considered from the different

industries i.e. 49.5% from manufacturing sector, 22.7% from the service sector, 18.6% from

ITES and 9.1% from the financial sector. Also department wise profiles of the surveyed

employees were collected and it was found that 27.7% were from production department, 19.1%

from the HR department, 16.4% from customer care, 15.0% from finance department, 11.4%

from marketing department and rest 10.5% from the material department.

25

The average age of the respondent surveyed were 31.8 years in the range of 18 – 62 years and all

of them were having the on job experience of about 5.6 years and in the range of 1 – 30 years.

Table 1: Demographic Analysis of the Respondents

Frequency Percentage Gender Male/ Female 151/ 69 68.6/ 31.4 Marital Status Married / Single 128/ 92 58.2/ 41.8 Educational Qualification

Diploma 09 4.1 Graduate 31 36.4 Post Graduate 180 59.5

Level in Organization

Junior 57 25.9 Middle 138 62.7 Senior 25 11.4

Industry Type Manufacturing 109 49.5 Service 50 22.7 ITES 41 18.6 Financial 20 9.1

Department HR 42 19.1 Finance 33 15.0 Marketing 25 11.4 Material 23 10.5 Production 61 27.7 Customer Care 36 16.4

4.2 Analysis of the Formal Family Friendly Initiatives Practiced in the Selected

Organizations

This section analyzes the first objective of the research study stated that analysis of the formal

family friendly initiatives practiced in the selected organizations.

Analysis of Responses of the Respondents on 7 – point Likert Scale Questions Regarding Formal

Family Friendly Initiatives Practiced in the Selected Organizations

The analysis of the following table showed that majority of the respondents were i.e. 82.7%

were on the agreed range regarding the issue that my organization has the proper HR policy,

while 8.2% of the respondents were found to be neutral and rest of the respondents were found to

26

be on disagreed domain on this issue. Similarly on another issue that my company provides

suitable maternity leaves to the women employees, again 85.4% of the respondents were on the

agreed frame while 5.9% of the respondents were neutral and rest were found to be on disagreed

domain on this issue. On one of the another issue that my company provides suitable paternity

leaves if required, 58.7% of the respondents were on the agreed frame while 10.5% of the

respondents were neutral and rest 30.2% of the respondents were found to be on disagreed

domain on this issue.

45.4% of the respondents surveyed were found to be on agreed frame regarding the issue that we

can use sick or special leaves for elder care or child care, and on the same issue 10.9% of the

respondents were neutral and the rest of the 43.7% of the respondents surveyed were on the

disagreed frame. On similar pattern of responses from respondents on another issue that jobs and

duties are arranged/ restructured after analyzing the employee’s family/ personal problems if

required, 49.1% of the respondents were found to be agreed frame while 9.1% were neutral and

the rest of the respondents surveyed i.e. 41.8% of the respondents were on the disagreed frame.

On issue like my organization does not care for people working in it, majority of the respondents

72.7% of the respondents surveyed were on disagreed frame while 8.2% respondents were

neutral and rest of the 19.1% of the respondents were agreed also. Similarly on another issue that

we have the crèche for the working mothers in the company, again 75.9% of the respondents

surveyed were on disagreed frame while 5.5% respondents were neutral and the rest of the

18.6% of the respondents were agreed also. Also it was analyze that 76.2% of the respondents

were found to be on the disagreed frame regarding the issue that our company provides part time

jobs facility to the employees if they apply for this, while 9.1% of the respondents were neutral

and the rest of them i.e. 14.7% were found to be on agreed frame. Similarly on another issue that

there is provision for telecommunicating or work from home in our organization, again 71.0% of

the respondents surveyed were on disagreed frame while 4.5% respondents were neutral and the

rest of the 24.5% of the respondents were agreed and finally on the last of the issue regarding

that we can choose starting and quitting time within some range of hours, 67.4% of the

27

respondents surveyed were found to be on disagreed frame while 8.6% respondents surveyed

were neutral and 24.0% were agreed.

Table 2 : Percentage Distribution of the Responses of the Respondents on 7 – point Likert

Scale Questions Regarding Formal Family Friendly Initiatives Practiced in the Selected

Organizations

Q.No. SD MD SLD N SLA MA SA χ2 test

1 1.8 3.6 3.6 8.2 13.6 29.1 40.0 200.3*

2 44.5 20.5 7.7 8.2 9.5 5.0 4.5 19.06*

3 3.2 2.7 2.7 5.9 10.0 22.7 52.7 312.3*

4 13.6 14.1 3.2 10.5 10.0 16.4 32.3 74.6*

5 68.6 5.9 1.4 5.5 3.2 5.5 10.0 537.3*

6 31.4 7.7 4.5 10.9 9.1 11.8 24.5 89.20*

7 31.8 10.5 7.3 11.5 9.1 13.2 16.8 63.81*

8 61.4 8.2 1.4 4.5 5.9 4.1 14.5 414.20*

9 58.2 13.2 5.0 9.1 3.6 3.2 7.7 357.4*

10 50.5 10.5 6.4 8.6 4.1 4.5 15.5 249.1*

SD: Strongly Disagree, MD: Moderately Disagree, SLD: Slightly Disagree, N: Neutral, SLA:

Slightly Agree, MA: Moderately Agree & SA: Strongly Agree

* the values of the chi square were significant at 5% level of significances

Correlation Analysis of Overall Score of Responses of the Respondents on 7 – point Likert Scale

Questions Regarding Formal Family Friendly Initiatives Practiced in the Selected Organizations

with Age & Experiences in Job

The following Table analyzes the Karl Pearson correlation between the overall scores obtained

by the respondents surveyed with their age and years of experiences in job. The following two

null hypothesis was designed to analyze significant correlations analysis,

28

H01: There was no significant correlation exists between the age of the respondents and

their overall scores regarding formal friendly initiatives practiced in their organization

H02: There was no significant correlation exists between the job experiences of the

respondents and their overall scores regarding formal friendly initiatives practiced in their

organization

The analysis of the below table showed that the null hypothesis assumed above H01 was rejected

i.e. there was existences of significant correlation between the age of the respondents and their

overall scores regarding formal friendly initiatives practiced in their organization. The degree of

correlation obtained was mild between the both variables and it was negative i.e. -0.233 which

stated that as the age of the respondent was increased the overall score obtained by them on

formal friendly initiatives was decreased i.e. higher the age of respondents lower were their

overall scores on the formal friendly initiatives.


i.e. there was existences of significant correlation between the job experiences in years of the

respondents and their overall scores regarding formal friendly initiatives practiced in their

organization. The degree of correlation obtained was mild between the both variables and it was

negative i.e. -0.137 which stated that as the experiences of job of respondent was increased the

overall score obtained by them on formal friendly initiatives was decreased i.e. higher the job

experiences of respondents lower were their overall scores on the formal friendly initiatives.

Table 3: Correlation Analysis of Overall Score of Respondents on Overall Scores of Formal

Family Friendly Initiatives Practiced in the Selected Organizations with Age &

Experiences in Job

Formal Family Friendly

Initiatives Overall Score

Age Job Experiences

Correlations -0.233** -0.137*

p – value 0.0001 < 0.001 0.042 < 0.05

29

Analysis of Overall Formal Family Friendly Initiatives Scores among Respondents Categorized

according to their Gender & Marital Status in the selected Organization

The following Table gives the distribution of the overall average formal friendly initiatives

scores comparison among the respondents selected from organizations in terms of their gender

and marital status. The following were the two null hypothesis were used to perform the analysis,

H01: There were no significant differences between the average overall scores of male and

female regarding formal friendly initiatives practiced in their organization

H02: There were no significant differences between the average overall scores of married

and single regarding formal friendly initiatives practiced in their organization

Table 4 : Mann – Whitney Test Analysis of the Average Score of the overall Response

regarding the Formal Friendly Initiatives of Respondents according to their Gender &

Marital Status

Male Female MW - Test p - value

Formal (Average) 3.69 3.52 4800 0.350

Married Single MW - Test p - value

3.55 3.74 5435.0 0.330

The analysis of the above table showed that there the null hypothesis H01 assumed above was

accepted which stated that there was no significant differences was recorded among the average

overall response pattern of the male and female respondents studied in the research study. The

average overall formal friendly initiative score of the male respondents was 3.69 which was not

significantly different from the average overall formal friendly initiative score of the female

respondents i.e. 3.52.

30



overall response pattern of the married and single respondents studied in the research study. The

average overall formal friendly initiative score of the married respondents was 3.55 which was

not significantly different from the average overall formal friendly initiative score of the single



according to their Education Qualification, Level in Organization, Type of Industry & Marital

Department in the selected Organization

The analysis was also performed to analyze the significant difference of the response pattern of

the overall average formal family friendly scores among the respondents categorized according

to various demographic variables in the research study. The demographic variables i.e. education

qualification (diploma, graduate, post graduate), level in organization (junior, middle, senior),

type of industry (manufacturing, service, ITES, financial) and department(HR, finances,

marketing, material, productions) were used to analyze significant differences in response level.

The following Table gives the distribution of the overall average formal friendly initiatives

scores comparison among the respondents selected from organizations in terms of their various

above discussed demographic variables. To compare for the significant difference in average

scoring among the respondents, Kruskal - Wallis test of significances was used. The following

were the four null hypothesis were used to perform the analysis,

H01: There were no significant differences between the average overall formal friendly

initiatives scores of respondents categorized according to their education qualification


initiatives scores of respondents categorized according to their level in organization


initiatives scores of respondents categorized according to their type of industry

31


initiatives scores of respondents categorized according to their department

The analysis of the below table showed that the null hypothesis H01 assumed above was accepted

which stated that there was no significant differences was recorded among the average overall

response pattern of the respondents categorized according to their education qualification. The

average overall formal friendly initiative score of the diploma holder respondents was 3.63,

graduate respondents was 3.85 and post graduate respondents was 3.50 respectively for the

average overall formal friendly initiative score.



response pattern of the respondents categorized according to their level in organization. The

average overall formal friendly initiative score of the junior respondents was 3.87, middle level

respondents were 3.55 and senior level respondents were 3.49 respectively for the average

overall formal friendly initiative score.

The analysis of the below table showed that the null hypothesis H03 assumed above was rejected

which stated that there was significant differences was recorded among the average overall

response pattern of the respondents categorized according to their type of industry. The average

overall formal friendly initiative score of the ITES respondents was 4.38 which was significantly

different from the scores obtained by the service sector (4.15), financial (3.51) and

manufacturing (3.13) sector respectively.



response pattern of the respondents categorized according to their departments. The average

overall formal friendly initiative score of the production department respondents was 4.05 which

was significantly different from the scores obtained by the HR sector (3.30), financial (3.14),

marketing (3.41) and manufacturing (3.53) sector respectively.

32

Table 5: Kruskal – Wallis Test Analysis of the Overall Average Formal Friendly Initiative

Scores of the Respondents Categorized into various demographic Variables

Mean Score KW – Test p – value

Education

Qualification

Diploma 3.63 3.92 0.141

Graduate 3.85

Post graduate 3.50

Level in

Organization

Junior 3.87 4.58 0.101

Middle 3.55

Senior 3.49

Type of Industry Manufacturing 3.13 43.52* 0.0001

Service 4.15

ITES 4.38

Financial 3.51

Department HR 3.30 20.83* 0.0001

Finance 3.14

Marketing 3.41

Material 3.53

Production 4.05

4.3 Analysis of the Informal Family Friendly Initiatives Practiced in the Selected

Organizations

This section analyzes the second objective of the research study stated that analysis of the

informal family friendly initiatives practiced in the selected organizations.

Analysis of Responses of the Respondents on 7 – point Likert Scale Questions Regarding

Informal Family Friendly Initiatives Practiced in the Selected Organizations

33


were on the agreed range regarding the issue that my colleagues are sympathetic and helpful for

my family problems; they adjust/ share my duties if required, while 11.8% of the respondents

were found to be neutral and rest of the respondents i.e. 12.7% were found to be on disagreed

domain on this issue. Similarly on another issue that my manager accommodates me when I have

family or personal work to take care of, again 73.2% of the respondents were on the agreed

frame while 10.5% of the respondents were neutral and rest of the respondents i.e. 16.3% were

found to be on disagreed domain on this issue. On one of the another issue that i feel comfortable

bringing up personal or family issues with my superior or manager, 61.9% of the respondents

were on the agreed frame while 9.1% of the respondents were neutral and rest 29.0% of the

respondents were found to be on disagreed domain on this issue. 50.4% of the respondents

surveyed were found to be on agreed frame regarding the issue that in my company, the

employees who put their family or personal needs ahead of their job are not looked favorably,

and on the same issue 15.0% of the respondents were neutral and the rest of the 34.5% of the

respondents surveyed were on the disagreed frame. On issue like employees where I work are

often expected to take work home during non-working hrs/ or days, majority of the respondents

69.1% of the respondents surveyed were on disagreed frame while 9.1% respondents were

neutral and rest of the 21.8% of the respondents were agreed also. Similarly on another issue that

there is an unwritten rule at my work place that you cannot take care of family needs on

company time, again 63.7% of the respondents surveyed were on disagreed frame while 10.0%

respondents were neutral and the rest of the 26.3% of the respondents were agreed also. Also it

was analyze that 64.0% of the respondents were found to be on the disagreed frame regarding the

issue that if I have small family engagement, my boss and colleagues do not adjust my duties,

while 8.6% of the respondents were neutral and the rest of them i.e. 27.4% were found to be on

agreed frame.

34


Scale Questions Regarding Informal Family Friendly Initiatives Practiced in the Selected

Organizations


11 5.5 5.0 5.9 10.5 14.1 16.8 42.3 159.97*

12 12.3 10.9 5.9 9.1 11.4 16.4 34.1 79.72*

13 2.3 3.2 7.3 11.8 17.3 21.4 36.8 137.0*

14 36.8 17.7 9.5 8.6 9.1 7.3 10.9 101.87*

15 45.0 17.7 6.4 9.1 10.0 5.9 5.9 185.36*

16 45.0 13.2 5.5 10.0 10.5 8.6 7.3 175.05*

17 26.8 14.5 9.1 15.0 16.8 8.2 9.5 38.61*




Correlation Analysis of Overall Score of Responses of the Respondents on 7 – point Likert Scale

Questions Regarding Informal Family Friendly Initiatives Practiced in the Selected

Organizations with Age & Experiences in Job

The following Table analyzes the Karl Pearson correlation between the overall scores obtained

by the respondents surveyed with their age and years of experiences in job. The following two

null hypothesis was designed to analyze significant correlations analysis,

H01: There was no significant correlation exists between the age of the respondents and

their overall scores regarding informal friendly initiatives practiced in their organization

H02: There was no significant correlation exists between the job experiences of the

respondents and their overall scores regarding informal friendly initiatives practiced in

their organization

35

The analysis of the below table showed that the null hypothesis assumed above H01 was accepted

i.e. there was no existences of significant correlation between the age of the respondents and

their overall scores regarding informal friendly initiatives practiced in their organization. The

degree of correlation obtained was mild between the both variables and it was negative i.e. -

0.113 which stated that there was no impact of age on the overall score of informal friendly

initiatives of respondents.


i.e. there was no existences of significant correlation between the years of job experiences of the

respondents and their overall scores regarding informal friendly initiatives practiced in their

organization. The degree of correlation obtained was mild between the both variables and it was

negative i.e. -0.109 which stated that there was no impact of years of job experience on the

overall score of informal friendly initiatives of respondents.

Table 7: Correlation Analysis of Overall Score of Respondents on Overall Scores of

Informal Family Friendly Initiatives Practiced in the Selected Organizations with Age &

Experiences in Job

Formal Family Friendly

Initiatives Overall Score

Age Job Experiences

Correlations -0.133 -0.109

p – value 0.096 > 0.05 0.108 > 0.05

Analysis of Overall Informal Family Friendly Initiatives Scores among Respondents Categorized

according to their Gender & Marital Status in the selected Organization

The following Table gives the distribution of the overall average informal friendly initiatives

scores comparison among the respondents selected from organizations in terms of their gender

and marital status. The following were the two null hypothesis were used to perform the analysis,


female regarding informal friendly initiatives practiced in their organization

36


and single regarding informal friendly initiatives practiced in their organization

Table 8 : Mann – Whitney Test Analysis of the Average Score of the overall Response

regarding the Informal Friendly Initiatives of Respondents according to their Gender &

Marital Status


Informal (Average) 4.00 3.83 4762 0.306


3.96 3.92 5679.0 0.653



overall response pattern of the male and female respondents studied in the research study. The

average overall informal friendly initiative score of the male respondents was 4.00 which was

not significantly different from the average overall informal friendly initiative score of the

female respondents i.e. 3.83.



overall response pattern of the married and single respondents studied in the research study. The

average overall informal friendly initiative score of the married respondents was 3.96 which was

not significantly different from the average overall informal friendly initiative score of the single


Analysis of Overall Informal Family Friendly Initiatives Scores among Respondents Categorized




the overall average informal family friendly scores among the respondents categorized according

37

to various demographic variables in the research study. The demographic variables i.e. education




The following Table gives the distribution of the overall average informal friendly initiatives

scores comparison among the respondents selected from organizations in terms of their various

above discussed demographic variables. The following were the four null hypothesis were used

to perform the analysis,

H01: There were no significant differences between the average overall informal friendly

initiatives scores of respondents categorized according to their education qualification


initiatives scores of respondents categorized according to their level in organization


initiatives scores of respondents categorized according to their type of industry


initiatives scores of respondents categorized according to their department




average overall informal friendly initiative score of the diploma holder respondents was 3.50

while that of graduate and post graduate respondents was 3.96 respectively.




average overall informal friendly initiative score of the junior respondents was 3.98, middle level

38

respondents were 3.89 and senior level respondents were 3.14 respectively for the average

overall informal friendly initiative score.




overall informal friendly initiative score of the ITES respondents was 4.39 which was

significantly different from the scores obtained by the service sector (4.08), financial (3.71) and





overall informal friendly initiative score of the production department respondents was 4.06

which was not significantly different from the scores obtained by the HR sector (3.79), financial

(3.84), marketing (3.91) and manufacturing (3.90) sector respectively.

Table 9: Kruskal – Wallis Test Analysis of the Overall Average Informal Friendly

Initiative Scores of the Respondents Categorized into various demographic Variables


Education

Qualification

Diploma 3.50 3.24 0.141

Graduate 3.96

Post graduate 3.96

Level in

Organization

Junior 3.98 1.36 0.413

Middle 3.89

Senior 4.14


Service 4.08

ITES 4.39

39

Financial 3.94

Department HR 3.79 1.52 0.910

Finance 3.84

Marketing 3.91

Material 3.90

Production 4.06

4.4 Analysis of the Employees Engagement Factors Practiced in the Selected Organizations

This section analyzes the third objective of the research study stated that analysis of the

relationship between the employees engagement factors with the formal and informal family

friendly initiatives practiced in the selected organizations.

The analysis of the section summarizes initially the percentage distribution of the responses

obtained from the surveyed respondents in terms of seven point scale for all questions surveyed

regarding the employees engagement factors i.e. vigor, dedication and absorption practices in

organizations. The purpose of the analysis was to analyze the shift of the responses obtained

from research study on each questions on agreed or disagreed frame of scale and to confirm for

the significant shift of the response pattern chi square test of homogeneity was used.

Analysis of Responses of the Respondents on 7 – point Scale Questions Regarding Employees

Engagement Factor i.e. Vigor Practiced in the Selected Organizations

The following Table gives the percentage distribution of the responses of the responses on the

seven – point scale measuring the level of occurrences of never to always on questions asked to

the respondents regarding their engagement in terms of vigor factor towards their organizations.

Chi square test of homogeneity of responses were also evaluated to analyze the shift of the

responses from the respondents on 7 – point scale on each of the questions surveyed.

40

Table 10 : Percentage Distribution of the Responses of the Respondents on 7 – point Scale

Questions Regarding Employees Engagement Factor of Vigor Practiced in the Selected

Organizations

Q.No. N AN R S O VO AW χ2 test

1 1.8 1.4 2.7 13.2 19.1 27.7 34.1 162.20*

4 0.0 0.9 3.6 12.3 17.7 27.3 38.2 133.83*

8 0.9 0.5 8.2 9.1 22.3 21.8 37.3 16684*

12 0.5 2.7 4.1 15.0 19.1 25.5 33.2 143.87*

15 0.0 1.4 4.5 9.5 23.2 32.3 29.1 115.12*

17 0.0 0.9 3.6 5.9 25.5 28.2 35.9 147.03*

N: Never, AN: Almost Never, R: Rarely, S: Sometimes, O: Often, VO: Very Often & AW:

Always


The analysis of the above table showed that majority of the respondents surveyed i.e. 89.7%

were believing that they were regularly preserving at their work even when things were not

going well while 5.9% of respondents were practicing sometimes and rest in range of never. Also

it was analyzed that 84.6% of the respondents feel they were very resilient, mentally at their work

while on same issue 9.5% respondents were thinking this sometimes and rest were never. On the

issue regarding respondents feel strong and vigorous at work, 83.2% of the respondents stated in

range of often while 12.3% stated it sometimes while rest of them were in range of never. 81.4%

respondents surveyed were of thought that they frequently think up of going to the office when

they get up in the morning while on same issue 9.1% thinks like this sometimes and rest were in

the range of never. Similarly, on the issue of at my work I feel bursting with energy, 80.9% of the

respondents surveyed were thinking it quite often while 13.2% does it sometimes and rest were

doing it rarely. On another issue regarding I cannot continue working for very long periods at

time, 77.8% of the respondents surveyed were thinking in same directions quite frequently while

15.0% respondents were thinking like this sometimes and rest were in the range of never.

41

Analysis of Mean Responses of the Respondents Regarding Employees Engagement Factor i.e.

Vigor Practiced in the Selected Organizations


Engagement Factor i.e. Dedication Practiced in the Selected Organizations

Table 11 : Percentage Distribution of the Responses of the Respondents on 7 – point Scale

Questions Regarding Employees Engagement Factor of Dedication Practiced in the

Selected Organizations


2 0.5 0.5 3.2 9.1 22.7 23.6 40.5 211.96*

5 0.5 0.9 3.2 11.8 16.8 22.3 44.5 228.96*

7 0.5 0.9 5.9 10.0 18.6 22.3 41.8 200.12*

10 0.9 0.9 3.6 9.5 17.7 22.3 45.0 232.96*

13 0.9 0.9 3.2 15.0 20.9 20.9 38.2 175.62*


Always



were believing that they find the work they do full of meaning and purpose while 9.1% of

respondents were thinks this sometimes and rest in range of never. Also it was analyzed that

85.0% of the respondents feel they were proud of the work they do while on same issue 9.5%

respondents were thinking this sometimes and rest were never. On the issue regarding

respondents feel enthusiastic regarding their job, 83.6% of the respondents stated in range of

often while 11.8% stated it sometimes while rest of them were in range of never. 82.7%

respondents surveyed were of thought that they their job inspires them while on same issue

10.0% thinks like this sometimes and rest were in the range of never. Similarly, on the issue of

my job is challenging for me, 80.0% of the respondents surveyed were thinking it quite often

while 15.0% does it sometimes and rest were doing it rarely.

42


Engagement Factor i.e. Absorption Practiced in the Selected Organizations


seven – point scale measuring the level of occurrences of never to always on questions asked to

the respondents regarding their engagement in terms of absorption factor towards their

organizations.

Chi square test of homogeneity of responses were also evaluated to analyze the shift of the

responses from the respondents on 7 – point scale on each of the questions surveyed.

Table 12: Percentage Distribution of the Responses of the Respondents on 7 – point Scale

Questions Regarding Employees Engagement Factor of Absorption Practiced in the

Selected Organizations


3 0.0 1.8 4.1 11.4 15.0 28.2 39.5 140.65*

6 2.3 2.3 5.5 10.5 21.8 25.9 31.8 135.60*

9 0.0 0.5 2.7 9.1 14.5 27.3 45.9 196.23*

11 0.5 0.9 2.3 12.3 20.0 28.6 33.5 185.61*

14 0.9 1.4 6.4 12.3 24.5 27.3 27.3 131.71*

16 1.4 1.8 4.5 13.2 25.5 24.1 29.5 134.32*


Always



were believing that they feel happy when they work intensely while 9.1% of respondents were

thinking like this sometimes and rest in range of never. Also it was analyzed that 82.7% of the

respondents feel time flies when they work while on same issue 11.4% respondents were thinking

this sometimes and rest were never. On the issue regarding respondents feel immersed at work,

43

82.1% of the respondents stated in range of often while 12.3% stated it sometimes while rest of

them were in range of never. 79.5% respondents surveyed were of thought that they frequently

think of forgetting everything around them whenever they work while on same issue 10.5%

thinks like this sometimes and rest were in the range of never. Similarly, on the issue of at my

work I feel bursting with energy, 80.9% of the respondents surveyed were thinking it quite often

while 13.2% does it sometimes and rest were doing it rarely. On another issue regarding I get

carried away when I am working and its difficult to detach myself from my work, 79.1% of the

each respondents surveyed were thinking in same directions quite frequently on both the issues

while respondents in the range of 12.3 – 13.2% were thinking like this sometimes and rest were

in the range of never.

Correlation Analysis of Overall Score of Formal and Informal Family Friendly Initiatives

Practiced in the Selected Organizations with Employees Engagement Factors

The following six null hypotheses was designed to analyze significant correlations analysis,

H01: There was no significant correlation exists between the vigor and formal friendly

initiatives practiced in their organization

H02: There was no significant correlation exists between the vigor and informal friendly

initiatives practiced in their organization

H03: There was no significant correlation exists between the dedication and formal

friendly initiatives practiced in their organization

H04: There was no significant correlation exists between the dedication and informal


H05: There was no significant correlation exists between the absorption and formal


H06: There was no significant correlation exists between the absorption and informal


44


i.e. there was existences of significant correlation between the formal friendlily initiative practice

and employee engagement factor vigor practiced in their organization. The degree of correlation

obtained was moderate between the both variables and it was positive i.e. 0.372 which stated that

there was impact of vigor factor on the overall score of formal friendly initiatives of respondents.


i.e. there was no existences of significant correlation between informal friendlily initiative

practice and employee engagement factor vigor practiced in their organization. The degree of

correlation obtained was mild between the both variables and it was positive i.e. 0.086 which

stated that there was no impact of vigor factor on the overall score of informal friendly initiatives

of respondents.



and employee engagement factor dedication practiced in their organization. The degree of

correlation obtained was moderate between the both variables and it was positive i.e. 0.344

which stated that there was impact of dedication factor on the overall score of formal friendly




practice and employee engagement factor dedication practiced in their organization. The degree

of correlation obtained was mild between the both variables and it was positive i.e. 0.068 which

stated that there was no impact of dedication factor on the overall score of informal friendly




and employee engagement factor absorption practiced in their organization. The degree of


45

which stated that there was impact of absorption factor on the overall score of formal friendly




practice and employee engagement factor absorption practiced in their organization. The degree

of correlation obtained was mild between the both variables and it was positive i.e. 0.073 which

stated that there was no impact of absorption factor on the overall score of informal friendly


Table 13: Correlation Analysis of Overall Score of Formal and Informal Family Friendly

Initiatives Practiced in the Selected Organizations with Employees Engagement Factors

Vigor Formal Informal

Correlations 0.372** 0.086

p – value 0.0001 < 0.001 0.203 > 0.05

Dedication


p – value 0.0001 < 0.001 0.314 > 0.05

Absorption


p – value 0.0001 < 0.001 0.280 > 0.05

Correlation Analysis of Employees Engagement Factors Practiced in the Selected Organizations

with Age & Experiences in Job

The following six null hypotheses was designed to analyze significant correlations analysis,

H01: There was no significant correlation exists between the vigor and age of the

respondents

46

H02: There was no significant correlation exists between the vigor and in job experience

of the respondents

H03: There was no significant correlation exists between the dedication and age of the

respondents

H04: There was no significant correlation exists between the dedication and in job

experience of the respondents

H05: There was no significant correlation exists between the absorption and age of the

respondents

H06: There was no significant correlation exists between the absorption and in job



i.e. there was no existences of significant correlation between the age and employee engagement

factor vigor practiced in their organization. The degree of correlation obtained was mild between

the both variables and it was negative i.e. -0.039 which stated that there was no impact of age on

the employee engagement factor vigor.


i.e. there was no existences of significant correlation between the in job experience and

employee engagement factor vigor practiced in their organization. The degree of correlation

obtained was mild between the both variables and it was positive i.e. 0.032 which stated that

there was no impact of in job experience on the employee engagement factor vigor.



factor dedication practiced in their organization. The degree of correlation obtained was mild

between the both variables and it was positive i.e. 0.019 which stated that there was no impact of

age on the employee engagement factor dedication.

47



employee engagement factor dedication practiced in their organization. The degree of correlation


there was no impact of in job experience on the employee engagement factor dedication.



factor absorption practiced in their organization. The degree of correlation obtained was mild

between the both variables and it was positive i.e. 0.001 which stated that there was no impact of

age on the employee engagement factor absorption.



employee engagement factor absorption practiced in their organization. The degree of correlation


there was no impact of in job experience on the employee engagement factor absorption.

Table 14: Correlation Analysis of Employees Engagement Factors with the Respondents

Age and In Job Experience

Vigor Age In Job Experience

Correlations -0.039 0.032

p – value 0.069 > 0.05 0.635 > 0.05

Dedication

Correlations 0.019 0.014

p – value 0.779 > 0.05 0.835 > 0.05

Absorption

Correlations 0.001 0.011

p – value 0.993 > 0.05 0.867 > 0.05

48

Analysis of Employees Engagement Factor Scores among Respondents Categorized according to

their Gender & Marital Status in the selected Organization.

The following were the six null hypothesis were used to perform the analysis,

H01: There were no significant differences between the employee engagement factor vigor

scores of male and female

H02: There were no significant differences between the employee engagement factor

dedication scores of male and female


absorption scores of male and female

H04: There were no significant differences between the employee engagement factor vigor

scores of married and single respondents


dedication scores of married and single respondents


absorption scores of married and single respondents

Table 15: Mann – Whitney Test Analysis of the Average Score of Employees Engagement

Factors of Respondents according to their Gender & Marital Status


Vigor 4.71 4.68 5175.5 0.938

Dedication 4.81 4.84 5201.0 0.984

Absorption 4.68 4.71 4958.0 0.565


Vigor 4.81 4.55 5027.0 0.064

Dedication 4.97 4.61 4718.0* 0.011

Absorption 4.77 4.57 5380.5 0.274

49



employee engagement factor vigor response pattern of the male and female respondents studied

in the research study. The average overall vigor score of the male respondents was 4.71 which

was not significantly different from the score of the female respondents i.e. 4.68.



employee engagement factor dedication response pattern of the male and female respondents

studied in the research study. The average overall dedication score of the male respondents was

4.81 which were not significantly different from the score of the female respondents i.e. 4.84.



employee engagement factor absorption response pattern of the male and female respondents

studied in the research study. The average overall absorption score of the male respondents was

4.68 which was not significantly different from the score of the female respondents i.e. 4.71.



employee engagement factor vigor response pattern of the married and single respondents

studied in the research study. The average overall vigor score of the married respondents was

4.81 which was not significantly different from the score of the single respondents i.e. 4.55.


rejected which stated that there was significant differences was recorded among the average

employee engagement factor dedication response pattern of the married and single respondents

studied in the research study. The average overall dedication score of the married respondents

was 4.97 which was significantly different from the score of the single respondents i.e. 4.61.



50

employee engagement factor absorption response pattern of the married and single respondents

studied in the research study. The average overall absorption score of the married respondents

was 4.77 which was not significantly different from the score of the single respondents i.e. 4.57.

Analysis of Employees Engagement Factors Scores among Respondents Categorized according

to their Education Qualification, Level in Organization, Type of Industry & Department in the

selected Organization


the employees engagement factors scores among the respondents categorized according to

various demographic variables in the research study. The demographic variables i.e. education



marketing, material, productions, customer care) were used to analyze significant differences in

response level.

The following were the twelve null hypothesis were used to perform the analysis,

H01: There were no significant differences between employee engagement factor vigor

score of respondents categorized according to their education qualification

H02: There were no significant differences between employee engagement factor

dedications score of respondents categorized according to their education qualification


absorption score of respondents categorized according to their education qualification


score of respondents categorized according to their level in their organization


dedications score of respondents categorized according to their level in their organization

51


absorption score of respondents categorized according to their level in their organization


score of respondents categorized according to their type of industry


dedications score of respondents categorized according to their type of industry


absorption score of respondents categorized according to their type of industry


score of respondents categorized according to their department


dedications score of respondents categorized according to their department


absorption score of respondents categorized according to their department


which stated that there was no significant differences was recorded among the response pattern

of the respondents regarding employee engagement factor vigor, categorized according to their

education qualification. The average overall vigor score of the diploma holder respondents was

3.13 while that of graduate was 3.56 and post graduate respondents were 3.76.


which stated that there was significant differences was recorded among the response pattern of

the respondents regarding employee engagement factor vigor, categorized according to their

level in organization. The average overall vigor score of the junior respondents was 4.99 which

was significantly different from the scores of the middle and senior level respondents i.e. 4.57

and 4.83 respectively.

52



the respondents regarding employee engagement factor vigor, categorized according to their type

of industry. The average overall vigor score of the ITES respondents was 5.08 which was

significantly different from the scores obtained by the service sector (4.61), financial (4.29) and




of the respondents regarding employee engagement factor vigor, categorized according to their

departments. The average overall vigor score of the respondents from production (4.63), HR

sector (4.95), financial (4.37), marketing (4.71), manufacturing (4.63) and customer care (4.95)

sector respectively.

Table 16 : Kruskal – Wallis Test Analysis of the Employee Engagement Factor Vigor



Education

Qualification

Diploma 5.13 5.21 0.074

Graduate 4.56

Post graduate 4.77

Level in

Organization

Junior 4.99 8.53* 0.014

Middle 4.57

Senior 4.83


Service 4.61

ITES 5.08

Financial 4.29


Finance 4.37

53

Marketing 4.71

Material 4.57

Production 4.63

Customer Care 4.95



the respondents regarding employee engagement factor dedication, categorized according to their

education qualification. The average overall dedication score of the diploma holder respondents

was 5.44 which were significantly different from the scores of the graduate and post graduate

respondents i.e. 4.71 and 4.85 respectively.




level in organization. The average overall dedication score of the junior respondents was 5.05

which were significantly different from the scores of the middle and senior level respondents i.e.

4.70 and 4.99 respectively.




type of industry. The average overall dedication score of the ITES respondents was 5.27 which

was significantly different from the scores obtained by the service sector (4.64), financial (4.17)

and manufacturing (4.86) sector respectively.



of the respondents regarding employee engagement factor dedication, categorized according to

their departments. The average overall dedication score of the respondents from production

54

(4.89), HR sector (4.59), financial (4.71), marketing (4.70), manufacturing (4.89) and customer

care (4.86) sector respectively.

Table 17 : Kruskal – Wallis Test Analysis of the Employee Engagement Factor Dedication



Education

Qualification

Diploma 5.44 7.43* 0.024

Graduate 4.71

Post graduate 4.85

Level in

Organization

Junior 5.05 6.66* 0.036

Middle 4.70

Senior 4.99


Service 4.64

ITES 5.27

Financial 4.17


Finance 4.59

Marketing 4.71

Material 4.70

Production 4.89

Customer Care 4.86



of the respondents regarding employee engagement factor absorption, categorized according to

their education qualification. The average overall absorption score of the diploma holder

respondents was 5.09 and of the graduate and post graduate respondents i.e. 4.60 and 4.72

respectively.

55




their level in organization. The average overall absorption score of the junior , middle and senior

level respondents were 4.85, 4.60 and 4.86 respectively.




their type of industry. The average overall absorption score of the ITES respondents was 4.94,

service sector (4.71), financial (4.33) and manufacturing (4.65) sector respectively.




their departments. The average overall absorption score of the respondents from production

(4.67), HR sector (4.88), financial (4.40), marketing (4.67), manufacturing (4.60) and customer

care (4.83) sector respectively.

Table 18 : Kruskal – Wallis Test Analysis of the Employee Engagement Factor Absorption



Education

Qualification

Diploma 5.09 4.21 0.121

Graduate 4.60

Post graduate 4.72

Level in

Organization

Junior 4.85 5.01 0.082

Middle 4.60

Senior 4.86

Type of Industry Manufacturing 4.65 6.74 0.080

Service 4.71

56

ITES 4.94

Financial 4.33


Finance 4.40

Marketing 4.67

Material 4.60

Production 4.67

Customer Care 4.83

4.6 Analysis of the Attitude of the Employees regarding Family Friendly Initiatives

Practiced in the Selected Organizations

This section analyzes the fourth objective of the research study stated that analysis of the attitude

of the employees regarding family friendly initiatives practiced in the selected organizations.

Analysis of Responses of the Respondents on 7 – point Likert Scale Questions Regarding Attitude

in Family Friendly Initiatives Practiced in the Selected Organizations


were on the agreed range regarding the issue that work-life balance can be maintained with

flexible work schedules policies, while 5.9% of the respondents were found to be neutral and rest

of the respondents were found to be on disagreed domain on this issue. Similarly on another two

issue if company provides policies and practices to balance work and life stress, the employees

will be more committed to their jobs and family friendly environment of the organization has

good impact on employees’ performance, again 89.5% of the respondents each were on the

agreed frame while 5.9 – 7.3% of the respondents were neutral on both the issues and rest of the

respondents were found to be on disagreed domain on this issue. On one of the another issue we

should have policies for telecommunicating or work from home, 79.1% of the respondents were

on the agreed frame while approximately 10.0% of the respondents were either neutral or on

disagreed domain on this issue. 69.5% of the respondents surveyed were found to be on agreed

57

frame regarding the issue that I have good work – life balance, and on the same issue 10.0% of

the respondents were neutral and the rest of the 20.5% of the respondents surveyed were on the

disagreed frame. On issue like only strictness and hard behavior can bring good results, majority

of the respondents 80.1% of the respondents surveyed were on disagreed frame while 7.7%

respondents were neutral and rest of the 12.2% of the respondents were agreed also. Similarly on

another issue that there will be no benefit to my company for providing family - friendly

initiatives, again 73.1% of the respondents surveyed were on disagreed frame while

approximately 13.0% respondents were either neutral or on agreed frame. Also it was analyze

that 70.5% of the respondents were found to be on the disagreed frame regarding the issue that to

provide family-friendly initiatives in the organization is wastage of time and money, while 8.2%

of the respondents were neutral and the rest of them i.e. 21.34% were found to be on agreed

frame.


Scale Questions Regarding Employees Attitude Practiced in the Selected Organizations


18 1.4 1.4 1.8 5.9 7.7 16.8 65.0 489.86*

19 1.4 6.8 12.3 10.0 9.5 24.5 35.5 126.43*

20 0.5 0.9 1.4 5.9 11.4 20.9 59.1 410.76*

21 6.4 1.4 2.3 10.9 7.3 17.7 54.1 312.76*

22 52.7 15.9 4.5 13.2 3.2 1.8 8.6 290.61*

23 0.9 0.9 1.4 7.3 6.8 19.5 63.2 469.43*

24 56.4 16.4 7.3 7.7 5.9 1.8 4.5 336.88*

25 50.9 14.1 5.5 8.2 4.5 4.5 12.3 254.15*




58

Correlation Analysis of Employees Attitude Practiced in the Selected Organizations with Formal

& Informal Family Friendly Initiatives, Employees Engagement Factors and Age & Experiences

in Job

The following seven null hypotheses was designed to analyze significant correlations analysis,

H01: There was no significant correlation exists between the attitude score and the age of

the respondents

H02: There was no significant correlation exists between the attitude score and the in job


H03: There was no significant correlation exists between the attitude score and the formal

family friendly initiative of the respondents

H04: There was no significant correlation exists between the attitude score and the

informal family friendly initiative of the respondents

H05: There was no significant correlation exists between the attitude and vigor score of

the respondents

H06: There was no significant correlation exists between the attitude and dedication score

of the respondents

H07: There was no significant correlation exists between the attitude and absorption

score of the respondents.

59

Table 27 : Correlation Analysis of Employees Attitude Practiced in the Selected

Organizations with Formal & Informal Family Friendly Initiatives, Employees

Engagement Factors and Age & Experiences in Job

Attitude Score Correlation p – value

Age -0.121 0.072 > 0.05

In Job Experience -0.070 0.300 > 0.005

Formal Score 0.504** 0.0001 < 0.001

Informal Score 0.447** 0.0001 < 0.001

Vigor 0.355** 0.0001 < 0.001

Dedication 0.289** 0.0001 < 0.001

Absorption 0.377** 0.0001 < 0.001

The analysis of the above table showed that the null hypothesis assumed above H01 was accepted

i.e. there was no existences of significant correlation between the age and the attitude score of

the respondents practiced in their organization. The degree of correlation obtained was mild

between the both variables and it was negative i.e. -0.121 which stated that there was no impact

of the age of the respondent over the attitude score of the respondents practiced in their

organization.

The analysis of the above table showed that the null hypothesis assumed above H02 was accepted

i.e. there was no existences of significant correlation between the in job experience and the

attitude score of the respondents practiced in their organization. The degree of correlation

obtained was mild between the both variables and it was negative i.e. -0.070 which stated that

there was no impact of the in job experience of the respondent over the attitude score of the

respondents practiced in their organization.

The analysis of the above table showed that the null hypothesis assumed above H03 was rejected

i.e. there was existences of significant correlation between the formal family friendly initiative

and the attitude score of the respondents practiced in their organization. The degree of


60

which stated that there was impact of the attitude of the respondent over his formal family

friendly initiative practiced in their organization.


i.e. there was existences of significant correlation between the informal family friendly initiative



which stated that there was impact of the attitude of the respondent over his informal family

friendly initiative practiced in their organization.


i.e. there was existences of significant correlation between the employee engagement factor vigor



which stated that there was impact of the attitude of the respondent over his employee

engagement factor vigor practiced in their organization.


i.e. there was existences of significant correlation between the employee engagement factor

dedication and the attitude score of the respondents practiced in their organization. The degree of



engagement factor dedication practiced in their organization.


i.e. there was existences of significant correlation between the employee engagement factor

absorption and the attitude score of the respondents practiced in their organization. The degree of



engagement factor absorption practiced in their organization.

61

Analysis of Employees Attitude Scores among Respondents Categorized according to their

Gender & Marital Status in the selected Organization

The following were the two null hypothesis were used to perform the analysis,


female regarding their attitude


and single regarding their attitude

Table 20: Mann – Whitney Test Analysis of the Average Score of Attitude of Respondents

according to their Gender & Marital Status


Attitude (Average) 4.70 4.52 4667.5 0.215


4.61 4.69 5476.0 0.375



overall response pattern for the attitude of the male and female respondents studied in the

research study. The average overall attitude score of the male respondents was 4.70 whereas of

the female respondents i.e. 4.52.



overall response pattern for the attitude of the married and single respondents studied in the

research study. The average overall attitude score of the married respondents was 4.61 whereas

of the single respondents i.e. 4.69.

62





the overall average attitude scores among the respondents categorized according to various

demographic variables in the research study. The demographic variables i.e. education




The following were the four null hypothesis were used to perform the analysis,

H01: There were no significant differences between the average overall attitudes score of

respondents categorized according to their education qualification


respondents categorized according to their level in organization


respondents categorized according to their type of industry


respondents categorized according to their department


which stated that there was no significant differences was recorded among the average attitude


average attitude score of the diploma holder, graduate and post graduate respondents was 4.81,

4.66 and 4.62 respectively.


which stated that there was no significant differences was recorded among the average attitude

63


average attitude score of the junior, middle and senior level respondents was 4.72, 4.57 and 4.90

respectively.


which stated that there was significant differences was recorded among the average attitude


overall attitude score of the ITES respondents was 5.10 which was significantly different from

the scores obtained by the service sector (4.74), financial (4.53) and manufacturing (4.45) sector

respectively.


which stated that there was significant differences was recorded among the average attitude


attitude score of the production department respondents was 4.84 which was significantly

different from the scores obtained by the HR sector (4.49), financial (4.36), marketing (4.62),

manufacturing (4.64) and customer care (4.79) sector respectively.

Table 21 : Kruskal – Wallis Test Analysis of the Overall Attitude Scores of the

Respondents Categorized into various demographic Variables


Education

Qualification

Diploma 4.81 1.68 0.432

Graduate 4.66

Post graduate 4.62

Level in

Organization

Junior 4.72 4.21 0.121

Middle 4.57

Senior 4.90


Service 4.74

64

ITES 5.10

Financial 4.53

Department HR 4.49 13.14* 0.022

Finance 4.36

Marketing 4.62

Material 4.64

Production 4.84

Customer Care 4.79

4.7 Analysis of the Reasons among Employees for not using the Family Friendly

Initiatives Practices in the Selected Organizations

This section analyzes the fifth objective of the research study stated that analysis of the reasons

among employees for not using the family friendly initiatives practices in the selected

organizations.

Analysis of Responses of the Respondents on 7 – point Likert Scale Questions Regarding

Reasons for not using the Family Friendly Initiatives Practices in their Selected Organizations


Scale Questions Regarding Employees Reasons for not using Family Friendly Initiatives



35 61.4 13.2 6.4 8.2 3.6 3.6 3.6 409.30*

36 60.9 16.4 5.5 7.7 5.0 1.4 3.2 412.03*

37 38.6 13.6 5.5 15.9 10.5 9.5 6.4 119.18*

38 34.1 9.1 9.5 11.8 15.9 11.8 7.7 76.92*

39 46.8 15.0 6.8 11.8 8.2 5.5 5.9 201.14*

40 52.7 12.7 8.6 10.5 5.5 4.1 5.9 273.94*

65




The analysis of the above table showed that majority of the respondents i.e. 82.8% were on the

disagreed frame regarding the issue i have no need of family-friendly initiatives/ facilities, while

7.7% were neutral on this issue and rest were on agreed frame. Similarly, on another issue i.e. i

have no knowledge of the work-life facilities, 81.0% of the respondents were on disagreed frame

while 8.2% of the respondents were neutral and the rest of them were on agreed frame on this

issue. On another issue i.e. there is nobody to replace me, therefore can not avail family friendly

facilities, 74.0% of the respondents were on the disagreed frame while 10.5% of the respondents

were neutral and the rest of them were on agreed frame on this issue. 68.6% of the respondents

surveyed were on the disagreed frame that the financially I am unable to work less and avail

family friendly facilities while on same issue 11.8% of the respondents were neutral and the rest

were on the agreed frame.

On the issue regarding the in my company we don’t have facilities to balance work-life it was

found that 57.7% of the respondents surveyed were on the disagreed frame while 26.4% of the

respondents were on agreed frame and rest were neutral and similarly on another issue that i

have too much work load so not possible to take facilities to balance my life, 52.7% of the

respondents surveyed were on the disagreed frame while 35.4% of the respondents were on

agreed frame and rest were neutral.

4.8 Analysis of the Organizational Commitment Factors Practiced in the Selected

Organizations

This section analyzes the sixth objective of the research study stated that analysis of the

relationship between the employees engagement factors with his organizational commitments

factors practiced in the selected organizations.

Analysis of Responses of the Respondents on 7 – point Scale Questions Regarding Organization

Commitment Factor i.e. Identification Practiced in the Selected Organizations

66


Scale Questions Regarding Employees Commitment (Identification) towards the

Organization Practiced in the Selected Organizations


26 2.7 2.3 2.3 9.1 10.5 22.3 50.9 287.81*

27 2.3 1.8 2.7 8.6 13.6 20.9 50.0 274.90*

28 53.2 19.5 4.1 7.3 5.0 3.2 7.7 299.71*




The analysis of the above table showed that 84.5% of the respondents surveyed were on agreed

frame that what this organization stands for is important for me, while 8.6% were neutral on this

issue and the rest were on disagreed frame. Similarly 83.7% of the respondents were again on the

agreed frame on the issue i am quite proud to be able to tell people who it is that I work for,

while 7.3% of the respondents were neutral and rest were on disagreed frame. On the issue

regarding i work for an organization that is incompetent and unable to accomplish its mission,

majority respondents surveyed i.e. 76.8% were on the disagreed frame while 15.9% were on

agreed frame and the rest were neutral.

The mean responses of the respondents on the issues regarding the factor identification of the

organizational commitment i.e. what this organization stands for is important for me, i am quite

proud to be able to tell people who it is that I work for was in the agreed frame around 5.92

while regarding the issue i work for an organization that is incompetent and unable to

accomplish its mission was in the disagreed frame i.e. 2.32.


Commitment Factor i.e. Affiliation Practiced in the Selected Organizations

67


seven – point likert scale of strongly agree to strongly disagree on questions asked to the

respondents regarding their organization commitment affiliation practiced in the selected

organizations. Chi square test of homogeneity of responses were also evaluated to analyze the

shift of the responses from the respondents on 7 – point scale on each of the questions surveyed.


Scale Questions Regarding Employees Commitment (Affiliation) towards the Organization



29 2.3 5.0 4.5 9.5 11.4 22.3 45.0 200.99*

30 4.5 4.1 5.5 13.2 10.5 22.3 40.0 156.72*

31 42.3 15.5 4.1 12.7 6.8 11.4 7.3 154.69*





frame that i feel a strong sense of belonging to this organization, while 9.5% were neutral on this

issue and the rest were on disagreed frame. Similarly 72.8% of the respondents were again on the

agreed frame on the issue i feel like “part of the family” at this organization, while 13.2% of the

respondents were neutral and rest were on disagreed frame. On the issue regarding the people I

work for do not care about what happens to me, majority respondents surveyed i.e. 61.9% were

on the disagreed frame while 25.5% were on agreed frame and the rest were neutral.


Commitment Factor i.e. Exchange Practiced in the Selected Organizations

68


Scale Questions Regarding Employees Commitment (Exchange) towards the Organization



32 4.5 2.7 5.9 11.8 13.6 22.3 39.1 151.57*

33 6.8 5.0 5.5 11.4 12.3 22.7 36.4 121.85*

34 39.1 14.5 8.6 17.3 9.1 6.8 4.5 128.40*





frame that this organization appreciates my accomplishments on the job, while 11.8% were

neutral on this issue and the rest were on disagreed frame. Similarly 71.4% of the respondents

were again on the agreed frame on the issue this organization does all that it can to recognize

employees for good performance, while 17.3% of the respondents were on disagreed frame and

the rest of them were neutral. On the issue regarding my efforts on the job are largely ignored or

overlooked by this organization, majority respondents surveyed i.e. 62.2% were on the disagreed

frame while 20.4% were on agreed frame and the rest were neutral.

Correlation Analysis of Organizational Commitment Factors with Employees Engagement

Factors, Formal and Informal Family Friendly Initiatives Practiced and with the Age & In Job

experience of the Respondents in the Selected Organizations

The following seven general null hypotheses was designed to analyze significant correlations

analysis,

H01: There was no significant correlation exists between the vigor and organizational

commitment factors practiced in their organization

69

H02: There was no significant correlation exists between the dedication and

organizational commitment factors practiced in their organization

H03: There was no significant correlation exists between the absorption and


H04: There was no significant correlation exists between the formal family friendly

initiative and organizational commitment factors practiced in their organization

H05: There was no significant correlation exists between the informal family friendly

initiative and organizational commitment factors practiced in their organization

H06: There was no significant correlation exists between the age and organizational

commitment factors practiced in their organization

H07: There was no significant correlation exists between the in job experience and



i.e. there was existences of significant correlation between the organizational commitment

factors i.e. identification (r = 0.406**), affiliation (r = 0.285**) and exchange (r = 0.239**) with

the employee engagement factor vigor practiced in their organization. The degree of correlation

obtained was moderate between the variables which stated that there was positive impact of

vigor factor on the organizational commitment factors of the respondents.




the employee engagement factor dedication practiced in their organization. The degree of

correlation obtained was moderate between the variables which stated that there was positive

impact of dedication factor on the organizational commitment factors of the respondents.

70




the employee engagement factor absorption practiced in their organization. The degree of

correlation obtained was moderate between the variables which stated that there was positive

impact of absorption factor on the organizational commitment factors of the respondents.




formal friendlily initiative practice in their organization. The degree of correlation obtained was

moderate between the both variables and which stated that there was positive impact formal

friendlily initiative practice in their organization over the organizational commitment factors of

the respondents.




informal friendlily initiative practice in their organization. The degree of correlation obtained

was moderate between the both variables and which stated that there was positive impact

informal friendlily initiative practice in their organization over the organizational commitment

factors of the respondents.


i.e. there was no existences of significant correlation between the organizational commitment

factors i.e. identification (r = 0.018), affiliation (r = 0.084) and exchange (r = -0.040) with

respondents age which stated that there was no impact of age over the organizational

commitment factors of the respondents.


i.e. there was no existences of significant correlation between the organizational commitment

71

factors i.e. identification (r = 0.020), affiliation (r = 0.095) and exchange (r = -0.034) with

respondents in job experience which stated that there was no impact of experience of job over the

organizational commitment factors of the respondents.

Table 26 : Table: Correlation Analysis of Overall Score of Organisational Commitment

with Formal and Informal Family Friendly Initiatives Practiced in the Selected

Organizations and Employees Engagement Factors

Identification Affiliation Exchange

Vigor 0.406** 0.285** 0.239**

Dedication 0.379** 0.318** 0.305**

Absorption 0.383** 0.327** 0.295**

Formal 0.459** 0.354** 0.416**

Informal 0.283** 0.225** 0.395**

Age 0.018 0.084 -0.040

In job Experience 0.020 0.095 -0.034

5. Conclusion

Analysis of the Formal Family Friendly Initiatives Practiced in the Selected Organizations.

1. The analysis of the above Table showed that majority of the respondents were i.e. 82.7%

were on the agreed range regarding the issue that my organization has the proper HR

policy.

2. 45.4% of the respondents surveyed were found to be on agreed frame regarding the issue

that we can use sick or special leaves for elder care or child care.

3. On issue like my organization does not care for people working in it, majority of the

respondents 72.7% of the respondents surveyed were on disagreed frame.

4. Similarly on another issue that we have the crèche for the working mothers in the

company, again 75.9% of the respondents surveyed were on disagreed frame.

72

5. Also it was analyze that 76.2% of the respondents were found to be on the disagreed

frame regarding the issue that our company provides part time jobs facility to the

employees if they apply for this.

6. On another issue that there is provision for telecommunicating or work from home in our

organization, again 71.0% of the respondents surveyed were on disagreed.

7. The last of the issue regarding that we can choose starting and quitting time within some

range of hours, 67.4% of the respondents surveyed were found to be on disagreed frame.

Analysis of the Informal Family Friendly Initiatives Practiced in the Selected

Organizations

1. 75.5% respondents were on the agreed range regarding the issue that my colleagues are

sympathetic and helpful for my family problems; they adjust/ share my duties if required.

2. Similarly on another issue that my manager accommodates me when I have family or

personal work to take care of, again 73.2% of the respondents were on the agreed frame.

3. On one of the another issue that i feel comfortable bringing up personal or family issues

with my superior or manager, 61.9% of the respondents were on the agreed frame.

4. 50.4% of the respondents surveyed were found to be on agreed frame regarding the issue

that in my company, the employees who put their family or personal needs ahead of their

job are not looked favorably.

5. Also it was analyze that 64.0% of the respondents were found to be on the disagreed

frame regarding the issue that if I have small family engagement, my boss and colleagues

do not adjust my duties.

Analysis of the Employees Engagement Factors Practiced in the Selected Organizations.

The analysis showed that the null hypothesis H01, H03 and H05 were rejected i.e. there was

existences of significant correlation between the Formal Friendlily Initiatives practiced and

Employee Engagement factor Vigor, Dedication and Absorption respectively practiced in their

organizations. The degree of correlation obtained was moderate between the both variables and it

was positive i.e. 0.372, 0.344 and 0.390 respectively.

73

Therefore we can say that Formal Friendly Initiatives practiced in the organization has positive

impact on Employees’ Engagement (ie. Vigor, Dedication and Absorption).

On the other hand null hypothesis assumed above H02, H04 and H05 were accepted i.e. there were

no existences of significant correlation between Informal Friendlily Initiatives practiced and

Employee Engagement factor Vigor, Dedication and Absorption practiced in their organization.

Therefore we can say that Informal Friendly Initiatives practiced in the organization has no

impact on Employees’ Engagement (ie. Vigor, Dedication and Absorption).

Analysis of the Attitude of the Employees regarding Family Friendly Initiatives Practiced

in the Selected Organizations

Correlation analysis of Employees’ Attitude practiced in the selected organizations with Formal

& Informal Family Friendly Initiatives, Employees Engagement is was positive, which stated

that there was impact of the employees’ attitude of the respondent over his formal & informal

family friendly initiatives and Employee Engagement. (0.504**, 0.447**, 0.355**,

0.289**,0.377**)

Analysis of the Reasons among Employees for not using the Family Friendly Initiatives

Practices in the Selected Organizations

As per the analyses all the six reasons for not using Family Friendly Initiatives are valid. About

¾ employees disagree with statement of Q.35,36 and 40. VIZ I have no knowledge of the work-

life facilities; I have no need of family-friendly initiatives/ facilities; There is nobody to replace

me, therefore can not avail family friendly facilities.

Analysis of the Organizational Commitment Factors Practiced in the Selected

Organizations and Employees Engagement.

74

Correlation Analysis of Overall Score of Organizational Commitment with Formal and Informal

Family Friendly Initiatives Practiced in the Selected Organizations and Employees Engagement

Factors was also positive, which stated that there was impact of the organizational commitment

of the respondent over his formal & informal family friendly initiatives and Employee

Engagement.

6.Suggestions

Only 45.4% of the respondents surveyed were found to be on agreed frame regarding the issue

that we can use sick or special leaves for elder care or child care. Few companies in India and

many of developed countries are providing leaves for caring kids and elderly parents. So it is

suggested that leave rules should be made in such manner so that it can decrease the interface of

work and life.

For the issue that my company provides suitable paternity leaves if required, 58.7% of the

respondents were on the agreed frame. It means more that more than 40 percent employees are

either not getting this leave or not satisfied with what they are getting. So, in the present scenario

of nuclear families and dual earning parents this leave is required.

On the issue that we have the crèche for the working mothers in the company, 75.9% of the

respondents surveyed were on disagreed frame. It means majority of organizations should not

follow the labor law instructions and there is no arrangement for the working mothers; which is

required.

Again 71.0% of the respondents surveyed were disagreed on another issue that there is provision

for telecommunicating or work from home in our organization. Keeping in view the type and

nature of job the organizations should encourage telecommunication systems.

On issue like my organization does not care for people working in it, that our company provides

part time jobs facility to the employees if they apply for this, that there is provision for

telecommunicating or work from home in our organization and that we can choose starting and

quitting time within some range of hours, the respondents surveyed were on the negative frame

75

as they were majorly disagreed. It has been proved that these entire factors decrease the work-life

interface. So, for the engagement of employees policies and practices should be made

accordingly.

On analysis of informal family friendly initiatives it is found that there is good rapport between

colleagues and superiors. The organizations should strive to maintain it to channelize positive

synergy from these initiatives and culture.

On other hand 50.4% of the respondents surveyed were found to be on agreed frame regarding

the issue that in my company, the employees who put their family or personal needs ahead of

their job are not looked favorably. There is need to change this perception of employees and

attitude of management. If the employees feel that they are cared only then we can engage them.

As per study Formal Friendly Initiatives practiced in the organization has positive impact on

Employees’ Engagement (ie. Vigor, Dedication and Absorption). It means that HR policies and

practices which are supporting employees to balance their work life balance are more important

to enhance employee engagement than informal initiatives. Such policies and practices should be

framed and practiced.

On analysis of attitude of employees regarding family friendly initiatives it is found that majority

of employees are in favor these initiatives. Highest ranking is given to the issues that employee

engagement can be enhanced with family friendly initiatives. So it is suggested that companies

should include these initiatives in their policy.

7. Limitations of the study

During this study, we surveyed large scale enterprises and MNCs of Punjab, Chandigarh,

Himachal Pradesh and Haryana. Small scale industries cannot be included. The inclusion may

change the results.

Since the physically collected data was through the HR managers of the organizations. So there

are chances for biases in few cases.

76

This study is confined to north Indian states only, inclusion of other states or locations can vary the

results.

The data was collected from executives and staff of different companies, inclusion of regular and

casual worker can also vary the results.

Other issues like central tendency and biases may be noticed from the respondents

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EMPLOYEES’ ENGAGEMENT AND FAMILY …shodhganga.inflibnet.ac.in/bitstream/10603/32454/9/07b...5 EMPLOYEES’ ENGAGEMENT AND FAMILY FRIENDLY INITIATIVES: A STUDY OF SELECTED CORPORATE