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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).
6
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.
7
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.
9
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
10
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.
14
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.
15
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).
16
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..
17
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
18
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
19
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
20
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.
21
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
22
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.
The analysis of the below table showed that the null hypothesis assumed above H02 was rejected
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
The analysis of the above table showed that there the null hypothesis H02 assumed above was
accepted which stated that there was no significant differences was recorded among the average
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
respondents i.e. 3.74.
Analysis of Overall Formal Family Friendly Initiatives Scores among Respondents Categorized
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
H02: There were no significant differences between the average overall formal friendly
initiatives scores of respondents categorized according to their level in organization
H03: There were no significant differences between the average overall formal friendly
initiatives scores of respondents categorized according to their type of industry
31
H04: There were no significant differences between the average overall formal friendly
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.
The analysis of the below table showed that the null hypothesis H02 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 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.
The analysis of the below table showed that the null hypothesis H04 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 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
The analysis of the following table showed that majority of the respondents were i.e. 75.5%
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
Table 6 : Percentage Distribution of the Responses of the Respondents on 7 – point Likert
Scale Questions Regarding Informal Family Friendly Initiatives Practiced in the Selected
Organizations
Q.No. SD MD SLD N SLA MA SA χ2 test
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*
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 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.
The analysis of the below table showed that the null hypothesis assumed above H02 was accepted
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,
H01: There were no significant differences between the average overall scores of male and
female regarding informal friendly initiatives practiced in their organization
36
H02: There were no significant differences between the average overall scores of married
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
Male Female MW - Test p - value
Informal (Average) 4.00 3.83 4762 0.306
Married Single MW - Test p - value
3.96 3.92 5679.0 0.653
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 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.
The analysis of the above table showed that there the null hypothesis H02 assumed above was
accepted which stated that there was no significant differences was recorded among the average
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
respondents i.e. 3.92.
Analysis of Overall Informal Family Friendly Initiatives Scores among Respondents Categorized
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 informal family friendly scores among the respondents categorized according
37
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 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
H02: There were no significant differences between the average overall informal friendly
initiatives scores of respondents categorized according to their level in organization
H03: There were no significant differences between the average overall informal friendly
initiatives scores of respondents categorized according to their type of industry
H04: There were no significant differences between the average overall informal friendly
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 informal friendly initiative score of the diploma holder respondents was 3.50
while that of graduate and post graduate respondents was 3.96 respectively.
The analysis of the below table showed that the null hypothesis H02 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 level in organization. The
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.
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 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
manufacturing (3.94) sector respectively.
The analysis of the below table showed that the null hypothesis H04 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 departments. The average
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
Mean Score KW – Test p – value
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
Type of Industry Manufacturing 3.71 19.19* 0.0001
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 values of the chi square were significant at 5% level of significances
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
Analysis of Responses of the Respondents on 7 – point Scale Questions Regarding Employees
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
Q.No. N AN R S O VO AW χ2 test
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*
N: Never, AN: Almost Never, R: Rarely, S: Sometimes, O: Often, VO: Very Often & AW:
Always
* the values of the chi square were significant at 5% level of significances
The analysis of the above table showed that majority of the respondents surveyed i.e. 86.8%
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
Analysis of Responses of the Respondents on 7 – point Scale Questions Regarding Employees
Engagement Factor i.e. Absorption 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 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
Q.No. N AN R S O VO AW χ2 test
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*
N: Never, AN: Almost Never, R: Rarely, S: Sometimes, O: Often, VO: Very Often & AW:
Always
* the values of the chi square were significant at 5% level of significances
The analysis of the above table showed that majority of the respondents surveyed i.e. 87.7%
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
friendly initiatives practiced in their organization
H05: There was no significant correlation exists between the absorption and formal
friendly initiatives practiced in their organization
H06: There was no significant correlation exists between the absorption and informal
friendly initiatives practiced in their organization
44
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 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.
The analysis of the below table showed that the null hypothesis assumed above H02 was accepted
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.
The analysis of the below table showed that the null hypothesis assumed above H03 was rejected
i.e. there was existences of significant correlation between the formal friendlily initiative practice
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
initiatives of respondents.
The analysis of the below table showed that the null hypothesis assumed above H04 was accepted
i.e. there was no existences of significant correlation between informal friendlily initiative
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
initiatives of respondents.
The analysis of the below table showed that the null hypothesis assumed above H05 was rejected
i.e. there was existences of significant correlation between the formal friendlily initiative practice
and employee engagement factor absorption practiced in their organization. The degree of
correlation obtained was moderate between the both variables and it was positive i.e. 0.390
45
which stated that there was impact of absorption factor on the overall score of formal friendly
initiatives of respondents.
The analysis of the below table showed that the null hypothesis assumed above H06 was accepted
i.e. there was no existences of significant correlation between informal friendlily initiative
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
initiatives of respondents.
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
Correlations 0.344** 0.068
p – value 0.0001 < 0.001 0.314 > 0.05
Absorption
Correlations 0.390** 0.073
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
experience of the respondents
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 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.
The analysis of the below 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
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.
The analysis of the below table showed that the null hypothesis assumed above H03 was accepted
i.e. there was no existences of significant correlation between the age 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. 0.019 which stated that there was no impact of
age on the employee engagement factor dedication.
47
The analysis of the below table showed that the null hypothesis assumed above H04 was accepted
i.e. there was no existences of significant correlation between the in job experience 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. 0.0142 which stated that
there was no impact of in job experience on the employee engagement factor dedication.
The analysis of the below table showed that the null hypothesis assumed above H05 was accepted
i.e. there was no existences of significant correlation between the age 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. 0.001 which stated that there was no impact of
age on the employee engagement factor absorption.
The analysis of the below table showed that the null hypothesis assumed above H06 was accepted
i.e. there was no existences of significant correlation between the in job experience 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. 0.011 which stated that
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
H03: There were no significant differences between the employee engagement factor
absorption scores of male and female
H04: There were no significant differences between the employee engagement factor vigor
scores of married and single respondents
H05: There were no significant differences between the employee engagement factor
dedication scores of married and single respondents
H06: There were no significant differences between the employee engagement factor
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
Male Female MW - Test p - value
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
Married Single MW - Test p - value
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
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
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.
The analysis of the above table showed that there the null hypothesis H02 assumed above was
accepted which stated that there was no significant differences was recorded among the average
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.
The analysis of the above table showed that there the null hypothesis H03 assumed above was
accepted which stated that there was no significant differences was recorded among the average
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.
The analysis of the above table showed that there the null hypothesis H04 assumed above was
accepted which stated that there was no significant differences was recorded among the average
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.
The analysis of the above table showed that there the null hypothesis H05 assumed above was
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.
The analysis of the above table showed that there the null hypothesis H06 assumed above was
accepted which stated that there was no significant differences was recorded among the average
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 analysis was also performed to analyze the significant difference of the response pattern of
the employees engagement factors 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, 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
H03: There were no significant differences between employee engagement factor
absorption score of respondents categorized according to their education qualification
H04: There were no significant differences between employee engagement factor vigor
score of respondents categorized according to their level in their organization
H05: There were no significant differences between employee engagement factor
dedications score of respondents categorized according to their level in their organization
51
H06: There were no significant differences between employee engagement factor
absorption score of respondents categorized according to their level in their organization
H07: There were no significant differences between employee engagement factor vigor
score of respondents categorized according to their type of industry
H08: There were no significant differences between employee engagement factor
dedications score of respondents categorized according to their type of industry
H09: There were no significant differences between employee engagement factor
absorption score of respondents categorized according to their type of industry
H10: There were no significant differences between employee engagement factor vigor
score of respondents categorized according to their department
H11: There were no significant differences between employee engagement factor
dedications score of respondents categorized according to their department
H12: There were no significant differences between employee engagement factor
absorption score 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 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.
The analysis of the below table showed that the null hypothesis H04 assumed above was rejected
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 analysis of the below table showed that the null hypothesis H07 assumed above was rejected
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 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
manufacturing (4.69) sector respectively.
The analysis of the below table showed that the null hypothesis H10 assumed above was accepted
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
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
Scores of the Respondents Categorized into various demographic Variables
Mean Score KW – Test p – value
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
Type of Industry Manufacturing 4.69 14.03* 0.003
Service 4.61
ITES 5.08
Financial 4.29
Department HR 4.95 9.90 0.078
Finance 4.37
53
Marketing 4.71
Material 4.57
Production 4.63
Customer Care 4.95
The analysis of the below table showed that the null hypothesis H02 assumed above was rejected
which stated that there was significant differences was recorded among the response pattern of
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.
The analysis of the below table showed that the null hypothesis H05 assumed above was rejected
which stated that there was significant differences was recorded among the response pattern of
the respondents regarding employee engagement factor dedication, categorized according to their
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.
The analysis of the below table showed that the null hypothesis H08 assumed above was rejected
which stated that there was significant differences was recorded among the response pattern of
the respondents regarding employee engagement factor dedication, categorized according to their
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.
The analysis of the below table showed that the null hypothesis H11 assumed above was accepted
which stated that there was no significant differences was recorded among the response pattern
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
Scores of the Respondents Categorized into various demographic Variables
Mean Score KW – Test p – value
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
Type of Industry Manufacturing 4.86 19.48* 0.0001
Service 4.64
ITES 5.27
Financial 4.17
Department HR 5.02 6.44 0.265
Finance 4.59
Marketing 4.71
Material 4.70
Production 4.89
Customer Care 4.86
The analysis of the below table showed that the null hypothesis H03 assumed above was accepted
which stated that there was no significant differences was recorded among the response pattern
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
The analysis of the below table showed that the null hypothesis H06 assumed above was accepted
which stated that there was no significant differences was recorded among the response pattern
of the respondents regarding employee engagement factor absorption, categorized according to
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.
The analysis of the below table showed that the null hypothesis H09 assumed above was accepted
which stated that there was no significant differences was recorded among the response pattern
of the respondents regarding employee engagement factor absorption, categorized according to
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.
The analysis of the below table showed that the null hypothesis H12 assumed above was accepted
which stated that there was no significant differences was recorded among the response pattern
of the respondents regarding employee engagement factor absorption, categorized according to
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
Scores of the Respondents Categorized into various demographic Variables
Mean Score KW – Test p – value
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
Department HR 4.88 7.14 0.210
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
The analysis of the following table showed that majority of the respondents were i.e. 91.4%
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.
Table 19 : Percentage Distribution of the Responses of the Respondents on 7 – point Likert
Scale Questions Regarding Employees Attitude Practiced in the Selected Organizations
Q.No. SD MD SLD N SLA MA SA χ2 test
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*
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
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
experience of the respondents
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
correlation obtained was moderate between the both variables and it was positive i.e. 0.504
60
which stated that there was impact of the attitude of the respondent over his formal family
friendly initiative practiced in their organization.
The analysis of the above table showed that the null hypothesis assumed above H04 was rejected
i.e. there was existences of significant correlation between the informal family friendly initiative
and the attitude score of the respondents practiced in their organization. The degree of
correlation obtained was moderate between the both variables and it was positive i.e. 0.447
which stated that there was impact of the attitude of the respondent over his informal family
friendly initiative practiced in their organization.
The analysis of the above table showed that the null hypothesis assumed above H05 was rejected
i.e. there was existences of significant correlation between the employee engagement factor vigor
and the attitude score of the respondents practiced in their organization. The degree of
correlation obtained was moderate between the both variables and it was positive i.e. 0.355
which stated that there was impact of the attitude of the respondent over his employee
engagement factor vigor practiced in their organization.
The analysis of the above table showed that the null hypothesis assumed above H06 was rejected
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
correlation obtained was moderate between the both variables and it was positive i.e. 0.289
which stated that there was impact of the attitude of the respondent over his employee
engagement factor dedication practiced in their organization.
The analysis of the above table showed that the null hypothesis assumed above H05 was rejected
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
correlation obtained was moderate between the both variables and it was positive i.e. 0.377
which stated that there was impact of the attitude of the respondent over his employee
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,
H01: There were no significant differences between the average overall scores of male and
female regarding their attitude
H02: There were no significant differences between the average overall scores of married
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
Male Female MW - Test p - value
Attitude (Average) 4.70 4.52 4667.5 0.215
Married Single MW - Test p - value
4.61 4.69 5476.0 0.375
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 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.
The analysis of the above table showed that there the null hypothesis H02 assumed above was
accepted which stated that there was no significant differences was recorded among the average
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
Analysis of Overall Formal Family Friendly Initiatives Scores among Respondents Categorized
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 attitude 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 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
H02: There were no significant differences between the average overall attitudes score of
respondents categorized according to their level in organization
H03: There were no significant differences between the average overall attitudes score of
respondents categorized according to their type of industry
H04: There were no significant differences between the average overall attitudes score 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 attitude
response pattern of the respondents categorized according to their education qualification. The
average attitude score of the diploma holder, graduate and post graduate respondents was 4.81,
4.66 and 4.62 respectively.
The analysis of the below table showed that the null hypothesis H02 assumed above was accepted
which stated that there was no significant differences was recorded among the average attitude
63
response pattern of the respondents categorized according to their level in organization. The
average attitude score of the junior, middle and senior level respondents was 4.72, 4.57 and 4.90
respectively.
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 attitude
response pattern of the respondents categorized according to their type of industry. The average
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.
The analysis of the below table showed that the null hypothesis H04 assumed above was rejected
which stated that there was significant differences was recorded among the average attitude
response pattern of the respondents categorized according to their departments. The average
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
Mean Score KW – Test p – value
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
Type of Industry Manufacturing 4.45 21.68* 0.0001
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
Table 22 : Percentage Distribution of the Responses of the Respondents on 7 – point Likert
Scale Questions Regarding Employees Reasons for not using Family Friendly Initiatives
Practiced in the Selected Organizations
Q.No. SD MD SLD N SLA MA SA χ2 test
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
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
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
Table 23 : Percentage Distribution of the Responses of the Respondents on 7 – point Likert
Scale Questions Regarding Employees Commitment (Identification) towards the
Organization Practiced in the Selected Organizations
Q.No. SD MD SLD N SLA MA SA χ2 test
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*
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
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.
Analysis of Responses of the Respondents on 7 – point Scale Questions Regarding Organization
Commitment Factor i.e. Affiliation Practiced in the Selected Organizations
67
The following Table gives the percentage distribution of the responses of the responses on the
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.
Table 24 : Percentage Distribution of the Responses of the Respondents on 7 – point Likert
Scale Questions Regarding Employees Commitment (Affiliation) towards the Organization
Practiced in the Selected Organizations
Q.No. SD MD SLD N SLA MA SA χ2 test
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*
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
The analysis of the above table showed that 78.7% of the respondents surveyed were on agreed
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.
Analysis of Responses of the Respondents on 7 – point Scale Questions Regarding Organization
Commitment Factor i.e. Exchange Practiced in the Selected Organizations
68
Table 25 : Percentage Distribution of the Responses of the Respondents on 7 – point Likert
Scale Questions Regarding Employees Commitment (Exchange) towards the Organization
Practiced in the Selected Organizations
Q.No. SD MD SLD N SLA MA SA χ2 test
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*
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
The analysis of the above table showed that 75.0% of the respondents surveyed were on agreed
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
organizational commitment factors practiced in their organization
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
organizational commitment factors 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 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 analysis of the below table showed that the null hypothesis assumed above H02 was rejected
i.e. there was existences of significant correlation between the organizational commitment
factors i.e. identification (r = 0.379**), affiliation (r = 0.318**) and exchange (r = 0.305**) with
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 analysis of the below table showed that the null hypothesis assumed above H03 was rejected
i.e. there was existences of significant correlation between the organizational commitment
factors i.e. identification (r = 0.383**), affiliation (r = 0.327**) and exchange (r = 0.295**) with
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.
The analysis of the below table showed that the null hypothesis assumed above H04 was rejected
i.e. there was existences of significant correlation between the organizational commitment
factors i.e. identification (r = 0.459**), affiliation (r = 0.354**) and exchange (r = 0.416**) with
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.
The analysis of the below table showed that the null hypothesis assumed above H05 was rejected
i.e. there was existences of significant correlation between the organizational commitment
factors i.e. identification (r = 0.283**), affiliation (r = 0.225**) and exchange (r = 0.395**) with
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.
The analysis of the below table showed that the null hypothesis assumed above H06 was accepted
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.
The analysis of the below table showed that the null hypothesis assumed above H07 was accepted
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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