SUMMER TRAINING PROJECT REPORT

ON
TO STUDY THE WORK LIFE BALANCE OF EMPLOYEES
AND ITS IMPACT ON PRODUCTIVITY OF ORGANISATION
WITH RESPECT AT DONGYANG ELECTRIC AND POWER
INDIA
Submitted for the partial fulfillment towards the award of the
degree in Master of Business Administration of Dr. A.P.J
Abdul Kalam Technical University, Lucknow
Submitted by:
ANJALI SINGH

ROLL NO- 2301330700033

Batch: MBA (2023-25)

Under the supervision of

NAMRATA SINGH

School of Management

Noida Institute of Engineering and Technology (NIET)

(AN AUTONOMOUS INSTITUTE)
Affiliated to DR. A.P.J. Abdul Kalam Technical University,
U.P, Lucknow, Plot No .19 Knowledge Park II, Greater
Noida, Gautam Buddha Nagar, (UP), India 201306
 DECLARATION

I ANJALI SINGH hereby declare that project entitled “To study the work life
balance of employees and its impact on productivity of organisation with respect at
Dongyang electric and power India” is a record of original work done by me. The
findings and conclusions of this project report are based on my study and experience,
and are conducted under the guidance of Mrs.Namrata Singh I also declare that this
project is result of my effort and the report is submitted in partial fulfillment of the
requirements of MBA program of Noida Institute of Engineering and Technology,
Greater Noida and it is not being submitted to any other institution for award of a
degree or any personal favor. All details stated above and analysis provided in the
report are and hold the best of my knowledge and belief.

ANJALI SINGH
(MBA-3TH SEM.)
(Signature of the Student)

2
 ACKNOWLEDGEMENT

I take this opportunity to thank Satyensdaer Lawaniya for giving me the opportunity
to work for this project and I would like to express my sincere thanks to Mrs.Namrata
Singh who helped, inspired and mentored me and without their help this project report
would not have taken its current shape. Under their brilliant untiring guidance, I could
complete the project being undertaken on the “To study the work life balance of
employees and its impact on productivity of organisation with respect at Dongyang
electric and power India” successfully in time. Their meticulous attention and
invaluable suggestions have helped me in simplifying the problem involved in the
work. I would also like to thank the overwhelming support of all the people who gave
me an opportunity to learn and gain knowledge about the various aspects of the
industry.

I once again express my heartfelt indebtedness to all-aforesaid. Any omission or error in

acknowledgment is inadvertent. For such oversights and lapses, I tender unconditional
apology.

`ANJALI SINGH
(MBA-3TH SEM.)
(Signature of the Student)

3
PREFACE

4
 PREFACE

The rapid pace of globalization and technological advancement has transformed the modern
workplace, placing increasing demands on employees. Work-life balance, a delicate equilibrium
between professional and personal commitments, has emerged as a critical factor influencing
employee well-being, job satisfaction, and overall productivity. This study delves into the
intricate dynamics of work-life balance among employees at Dongyang Electric and Power
India.
By exploring the various factors that impact work-life balance, such as workload, job stress,
organizational culture, and technological advancements, this research aims to gain a deeper
understanding of the challenges and opportunities faced by employees. Through a
comprehensive analysis of both quantitative and qualitative data, this study seeks to identify the
specific needs and aspirations of employees and provide actionable recommendations to enhance
their work-life balance.
The findings of this study will be valuable for both employees and employers. For employees, it
will provide insights into strategies for managing work-life balance and reducing stress. For
employers, the study will offer guidance on implementing effective work-life balance initiatives,
fostering a positive work culture, and improving employee retention and productivity.
Ultimately, this research strives to contribute to a more balanced and fulfilling work environment
for employees at Dongyang Electric and Power India, while also providing valuable insights for
other organizations facing similar challenges.

Anjali Singh
Roll no – 2301330700033
MBA
2023-2025

5
 CONTENTS

S NO. Topic Page No.

1 Introduction 7–8

1.1 Objective of Study 9 – 10

1.2 Need & Scope of the Study 11 - 12

1.3 Literature Review 13 - 14

2 Company Profile 15 – 16

2.2 Research Methodology 25 – 26

2.3 Research Design 26 – 27

2.4 Sample Size & Statistical tool Used 28

3 Data Analysis 29 – 39

4 Data Interpretation 40 – 42

5 Findings 43 – 52

6 Learning In the Study 52 – 53

7 Conclusion 54 – 55

8 Questionnaire 56 – 57

6
INTRODUCTION

7
 INTRODUCTION

Work-life balance is considered to be important for both, business practice and academic
research. The literature shows that work-life balance is a central issue affecting wellbeing, as
family and work are the most important elements of everyone’s life. Work life balance from the
employee viewpoint: the dilemma of managing work obligations and Personal/family
responsibilities. Research suggests that improving the Balance between our working lives and
our lives outside work can bring real benefits for Employers and employees. It also shows the
difference in work life balance of males and females.
The concept of work-life balance has gained significant prominence in recent years, as
individuals grapple with the increasing demands of both professional and personal lives. This
delicate equilibrium, characterized by a harmonious integration of work and personal
commitments, is essential for overall well-being and productivity.
The rapid pace of globalization and technological advancements has further intensified the
challenges associated with achieving work-life balance. The blurring of boundaries between
work and personal life, coupled with the expectation of constant availability, has led to increased
stress, burnout, and decreased job satisfaction among employees.
Dongyang Electric and Power India, a prominent player in the energy sector, is not immune to
these challenges. The company's employees, like many others in the industry, are often subjected
to demanding work schedules, tight deadlines, and high-pressure environments. Understanding
the specific factors that influence work-life balance within this organization is crucial for
implementing effective strategies to improve employee well-being and productivity.
This study aims to investigate the work-life balance experiences of employees at Dongyang
Electric and Power India. By examining the various factors that impact work-life balance, such
as workload, job stress, organizational culture, and technological advancements, this research
seeks to identify the specific challenges and opportunities faced by employees.
Through a comprehensive analysis of both quantitative and qualitative data, this study will
provide valuable insights into the work-life balance practices implemented by the organization. It
will also explore the perceptions and experiences of employees regarding their work-life balance
and identify areas for improvement.

The findings of this study will be valuable for both employees and employers. For employees, it
will provide insights into strategies for managing work-life balance and reducing stress. For
employers, the study will offer guidance on implementing effective work-life balance initiatives,
fostering a positive work culture, and improving employee retention and productivity.
Ultimately, this research strives to contribute to a more balanced and fulfilling work environment
for employees at Dongyang Electric and Power India, while also providing valuable insights for
other organizations facing similar challenges.

8
To achieve these objectives, this study will delve deeper into the following aspects of work-life
balance:
The impact of workload and job stress on employee well-being and productivity.
The role of organizational culture and leadership in promoting work-life balance.
The influence of technological advancements on work-life balance, including the use of
remote work and flexible work arrangements.
The specific challenges and opportunities faced by employees at Dongyang Electric and
Power India.
The effectiveness of work-life balance initiatives implemented by the organization.
The impact of work-life balance on employee engagement, job satisfaction, and turnover
intentions.

By addressing these key areas, this research will provide a comprehensive understanding of the
factors influencing work-life balance at Dongyang Electric and Power India and offer practical
recommendations for improving the overall well-being of employees.

9
OBJECTIVE OF STUDY

10
 OBJECTIVE OF STUDY

This research aims to achieve the following objectives:

 To determine the factors that impact the employees work life balance
 To know how to maintain a balance in work life and personal life. .
 To study the existing system of Work-Life Balance of Employees in Company
 To understand the challenges they face and the type of coping strategy they use to achieve work
family Balance.

11
NEED & SCOPE OF STUDY

12
 NEED FOR STUDY

The Need for a Balanced Work-Life

In today's fast-paced and demanding work environment, achieving a healthy work-life balance
has become increasingly challenging. The energy sector, particularly the power industry, is often
characterized by long working hours, high-pressure situations, and demanding deadlines.
Dongyang Electric and Power India, as a prominent player in this industry, is not immune to
these challenges.

 Understanding the Impact of Work-Life Imbalance

 A poor work-life balance can have significant negative consequences for both employees
and organizations. For employees, it can lead to increased stress, burnout, decreased job
satisfaction, and health problems. For organizations, it can result in decreased
productivity, higher turnover rates, and a decline in employee morale.

 Addressing the Gap in Knowledge

 While there is a growing body of research on work-life balance, there is a need for more
specific studies that examine the experiences of employees in the energy sector. This
study aims to fill this gap by focusing on the unique challenges and opportunities faced
by employees at Dongyang Electric and Power India.

 The Importance of a Balanced Work-Life for Organizations

 A balanced workforce is a productive workforce. When employees have a healthy work-
life balance, they are more likely to be engaged, motivated, and satisfied with their jobs.
This leads to increased productivity, reduced absenteeism, and lower turnover rates.
Additionally, a positive work-life balance can enhance an organization's reputation as an
employer of choice, attracting and retaining top talent.

 The Role of Organizational Culture and Leadership

 Organizational culture plays a crucial role in shaping employee experiences. A culture
that prioritizes work-life balance, supports employee well-being, and encourages flexible
work arrangements can significantly improve employee satisfaction and productivity.
Effective leadership is also essential in creating a supportive work environment and
fostering a culture of work-life balance.

 The Impact of Technology

 Technological advancements have both positive and negative implications for work-life
balance. While technology can facilitate remote work and flexible schedules, it can also
lead to increased work hours and blurring the boundaries between work and personal life.

13
The Specific Context of Dongyang Electric and Power India

Dongyang Electric and Power India, as a major player in the energy sector, faces unique
challenges in managing work-life balance. The demanding nature of the industry, coupled with
the need to meet stringent deadlines and performance targets, can put significant pressure on
employees. By understanding the specific factors that influence work-life balance within this
organization, this study aims to provide tailored recommendations for improving employee well-
being and productivity.

Scope of the Study:

This study aims to:

 Explore the concept of work-life balance and its significance in the context of the energy
sector.
 Analyze the factors that influence work-life balance among employees at Dongyang Electric
and Power India.

 Assess the impact of work-life imbalance on employee well-being, job satisfaction, and
productivity.

 Evaluate the effectiveness of existing work-life balance initiatives implemented by the

organization.

 Identify opportunities for improvement in work-life balance practices and policies.

 Provide recommendations to enhance work-life balance and improve employee well-being

at Dongyang Electric and Power India.

14
LITERATURE REVIEW

15
 LITERATURE REVIEW

Work-life balance has emerged as a critical issue in contemporary workplaces, impacting

employee well-being, job satisfaction, and organizational productivity. This study aims to
explore the factors influencing work-life balance among employees at Dongyang Electric and
Power India.
Theoretical Framework

 The concept of work-life balance has been extensively studied in organizational behavior
and psychology. Robbins and Judge (2018) highlight the importance of work-life balance
in promoting employee well-being and job satisfaction. Perlow (2012) emphasizes the
need for flexible work arrangements and supportive organizational cultures to facilitate
work-life balance.
 Factors Influencing Work-Life Balance
 Several factors contribute to an individual's work-life balance. Job demands, such as
excessive workload, long working hours, and job stress, can negatively impact work-life
balance (Bakker & Demerouti, 2007). Organizational culture, including leadership styles,
organizational policies, and workplace norms, can also play a significant role.
 Technological advancements, while offering numerous benefits, can also blur the
boundaries between work and personal life. The constant connectivity enabled by
smartphones and other devices can lead to increased work-related stress and decreased
leisure time.
 Employee Engagement and Work-Life Balance
 Employee engagement, characterized by a strong sense of connection and commitment to
one's work, is closely linked to work-life balance. Engaged employees are more likely to
be satisfied with their jobs and have a better work-life balance. Schaufeli et al. (2006)
emphasize the importance of a positive work environment, supportive leadership, and
opportunities for growth and development in fostering employee engagement.
 The Impact of Work-Life Balance
 A positive work-life balance has numerous benefits for both individuals and
organizations. It can lead to increased job satisfaction, reduced stress, improved mental
and physical health, and enhanced productivity. For organizations, a well-balanced
workforce can result in lower turnover rates, higher employee morale, and improved
organizational performance.

16
COMPANY PROFILE

17
 COMPANY PROFILE

Dongyang Electric and Power India Private Limited stands as a prominent player in the Indian
electrical equipment manufacturing sector. Established in October 2018, the company boasts a
strong foundation with an authorized share capital of Rs. 415,100,000 and a paid-up capital of
Rs. 414,100,000. Its classification as a subsidiary of a foreign company signifies its connection
to international expertise and potentially advanced technologies.

While the exact nature of their electrical equipment production remains undisclosed by the NIC
code (319 - Manufacture of other electrical equipment n.e.c.), it suggests a diverse portfolio
encompassing a wide range of electrical products beyond basic appliances. This ambiguity could
be an opportunity for further research to delve deeper into their specific offerings and market
niche.
As of the latest available records, the company appears to be in good standing. Their Annual
General Meeting (AGM) was held (though the specific date isn't publicly available), indicating
transparency and adherence to corporate governance practices. Additionally, their most recent
balance sheet filing occurred on March 31st, 2023, showcasing their commitment to financial
accountability.

Leadership at Dongyang Electric and Power India rests in the capable hands of Anchal, Sang Soo
Kim, and Jeongkwan Park. Their combined expertise likely guides the company's strategic
direction and ensures smooth operations. For a more comprehensive understanding, exploring
the individual backgrounds and experiences of these directors could shed light on the leadership
style and vision driving the company.

Further details paint a clearer picture of Dongyang Electric and Power India's physical presence.
Their registered address in Delhi, India (House No 255 & 256, 2nd Floor, Block G, Pocket 20,
Sector 7, Rohini) allows for potential site visits or local inquiries, depending on research
objectives. Additionally, the email address [email protected] provides a starting point for
establishing communication channels.

18
Current status of Dongyang Electric And Power India Private Limited is - Active.

CIN U31904DL2018FTC340091

Name

Listed on Stock Unlisted

Exchange

Company Status Active

ROC ROC Delhi

Registration Number 340091

Company Category Company limited by shares

Company Sub subsidiary of company incorporated outside India

Category

Class of Company Private

Date of Incorporation 04 October 2018

Age of Company 6 years, 0 month, 28 days

Activity NIC Code: 319NIC Description: Manufacture of other electrical

equip ment n.e.c.

Number of Members 0

19
THE ROLE OF HR IN EMPLOYEE
ENGAGEMENT

20
 THE ROLE OF HR IN EMPLOYEE ENGAGEMENT

HR plays a crucial role in driving employee engagement, a key factor in organizational success.
Here's how HR can contribute to a more engaged workforce:
1. Strategic Talent Management

 Effective Recruitment and Selection: Hiring the right people who align with the company
culture and values can significantly impact employee engagement.
 Onboarding: A smooth onboarding process can set the stage for a positive employee
experience, fostering a sense of belonging and purpose.
 Performance Management: Regular performance reviews, feedback, and goal-setting can
help employees feel valued and motivated.
 Career Development: Offering opportunities for growth and advancement can boost
employee morale and engagement.

2. Building a Positive Work Environment

 Open Communication: Fostering open and honest communication channels encourages

employee feedback and suggestions.
 Employee Recognition: Recognizing and rewarding employees for their contributions can
boost morale and motivation.
 Work-Life Balance: Promoting work-life balance initiatives can reduce stress and improve
overall employee well-being.
 Employee Wellness Programs: Offering wellness programs, such as fitness initiatives and
mental health resources, can enhance employee satisfaction and engagement.

3. Fostering a Strong Organizational Culture

 Company Values: Clearly communicating and reinforcing company values can create a sense
of shared purpose and direction.
 Team Building Activities: Organizing team-building events can improve teamwork,
collaboration, and employee morale.
 Employee Engagement Surveys: Conducting regular surveys can help identify areas for
improvement and measure the impact of engagement initiatives.

4. Leveraging Technology

 Employee Engagement Platforms: Utilizing technology to facilitate communication,

collaboration, and feedback can enhance employee engagement.
 AI-Powered Insights: Leveraging AI to analyze employee data can help identify trends and
opportunities for improvement.

21
 By implementing these strategies, HR can significantly contribute to a more engaged and
productive workforce. Remember, employee engagement is an ongoing process that requires
continuous effort and adaptation to evolving workplace dynamics.

THE IMPORTANCE OF EMPLOYEE

ENGAGEMENT IN COMPANIES

22
 THE IMPORTANCE OF EMPLOYEE ENGAGEMENT IN COMPANIES

Employee engagement is a multifaceted concept that encompasses various dimensions, including

emotional commitment, cognitive involvement, and behavioral participation. Engaged
employees are not merely present physically; they are emotionally invested in their work,
actively contributing to organizational goals, and going the extra mile to deliver exceptional
results.

Why is Employee Engagement Crucial?

Engaged employees are the backbone of successful organizations. They drive innovation,
improve customer satisfaction, and enhance overall organizational performance. Here are some
key benefits of a highly engaged workforce:

 Increased Productivity: Engaged employees are more focused, motivated, and productive.
They are less likely to be absent or leave their jobs, leading to lower turnover rates and reduced
recruitment costs.

 Enhanced Job Satisfaction: Engaged employees are happier and more satisfied with their
work, which can positively impact their mental and physical well-being.

 Improved Customer Satisfaction: Engaged employees are more likely to provide

excellent customer service, leading to higher levels of customer satisfaction and loyalty.

 Stronger Organizational Culture: Engaged employees contribute to a positive and

supportive work environment, fostering collaboration, teamwork, and a sense of belonging.

 Increased Innovation: Engaged employees are more likely to generate new ideas and
contribute to innovative solutions.

 Lower Costs: Engaged employees are less likely to make mistakes, reducing errors and
rework, which can lead to significant cost savings.

23
Strategies for Enhancing Employee Engagement

 To cultivate a highly engaged workforce, organizations can implement the following strategies:
 Effective Communication: Open and transparent communication is essential for building
trust and fostering employee engagement. Regular feedback, both positive and constructive, is
vital.
 Recognition and Rewards: Recognizing and rewarding employee contributions can boost
morale and motivation. Public acknowledgment, personalized rewards, and opportunities for
advancement can all contribute to a positive work environment.
 Career Development Opportunities: Providing opportunities for professional growth and
development helps employees feel valued and invested in their careers. This can include training
programs, mentoring, and coaching.
 Work-Life Balance: Promoting a healthy work-life balance can reduce stress and improve
employee well-being. Flexible work arrangements, such as remote work or flexible hours, can
help employees achieve a better balance between their professional and personal lives.
 Employee Empowerment: Empowering employees to make decisions and take ownership of
their work can lead to increased engagement and job satisfaction.
 Positive Work Environment: Creating a positive and supportive work environment can
foster positive relationships between employees and enhance overall job satisfaction.
 By prioritizing employee engagement, organizations can reap the benefits of a more productive,
innovative, and satisfied workforce. A highly engaged workforce is a valuable asset that can
contribute to long-term organizational success.

24
RESEARCH METHDOLOGY

25
 RESEARCH METHDOLOGY

Research is a logical and systematic search for new and useful information on a particular topic.
It is an investigation of finding solutions to scientific and social problems through objective and
systematic analysis. It is a search for knowledge, that is, a discovery of hidden truths. Here
knowledge means information about matters. The information might be collected from different
sources like experience, human beings, books, journals, nature, etc. A research can lead to new
contributions to the existing knowledge. Only through research is it possible to make progress in
a field. Research is indeed civilization and determines the economic, social and political
development of a nation. The results of scientific research very often force a change in the
philosophical view of problems which extend far beyond the restricted domain of science itself.

Research is not confined to science and technology only. There are vast areas of research in other
disciplines such as languages, literature, history and sociology. Whatever might be the subject,
research has to be an active, diligent and systematic process of inquiry in order to discover,
interpret or revise facts, events, behaviors and theories. Applying the outcome of research for the
refinement of knowledge in other subjects, or in enhancing the quality of human life also
becomes a kind of research and development.

SAMPLE DESIGN
A sample design is a definite plan for obtain a sample from a given population. It refers to
technique or the procedure the researcher would adopt in selecting sample from population.
3.4.1 population
A population is the pool of individuals from which a statistical sample is drawn for a study. In
statistics, a population is an entire group about which some information is required to be
ascertained. A statistical population need not consist only of people.
The population for this study are the employees working in department at DONGYANG
ELECTRIC AND POWER INDIA globally. As of March 31, 2020, Tata Consultancy Services,
the multinational information technology service company, had over 448,400 employees in the
world, out of which 90% are the employees working in department. So the population is
employees working in department at DONGYANG ELECTRIC AND POWER INDIA.
3.4.2 sample
A sample refers to a smaller, manageable version of a larger group. It is a subset containing the
characteristics of a larger population. Samples are used in statistical testing when population
sizes are too large for the test to include all possible members or observations.. A well chosen
sample will contain most of the information about a particular population parameter but the
relation between the sample and the population must be such as to allow true inferences to be
made about a population from that sample.. In most cases, it is impossible or costly and time-
consuming to research the whole population. Hence, examining the sample provides insights that
the researcher can apply to the entire population.
The sample for this research study are the employees working in the Company department at
DONGYANG ELECTRIC AND POWER INDIA, Mumbai. so the sample includes employees
working in the department of DONGYANG ELECTRIC AND POWER INDIA, Mumbai.

26
Sample Size
Sample size determination is the act of choosing the number of observations or replicates to
include in a statistical sample. In this research study sample size is 100 employees at
DONGYANG ELECTRIC AND POWER INDIA.
3.4.4 sampling Method

TYPES OF SAMPLING METHODS

 Non-Probability Sampling:
Non-probability Sampling is that sampling procedures which does not afford on any basis of
estimating the probability that each item in the population has of being included in the sample.
Non-probability sampling is also known by different names such as quota sampling, judgmental
sampling, convenience sampling.
 Convenience Sampling:
When population elements are selected for inclusion in the sample based on the ease of access.
It can be called convenience sampling, if a researcher wishes to secure data from, say gasoline
buyers, he may select a fixed number of petrol stations and may conduct interview these
stations.
 Judgmental Sampling:
The researcher’s judgment used for selecting items which he considers as representative of the
population. For example: - a judgment sample of college students might be taken to secure
reaction to a new method of teachings.
 Quota Sampling:
It involves the non-random selection of elements based on the identification of specific
characteristics to increase the sample representative.
 Probability Sampling:
This kind of sampling involves the selection of elements from the population using random
sampling in which each element of the universe has an equal and independent chance of being
chosen.
 Simple Random Sampling:
Under this each matter in the universe has an equal chance of being selected. This method is
also termed as THE LOTTERY or FISH BOWL TECHNIQUE. For the lottery method there is a need
for listing the members of the population. The names or codes of all the members are written on
the piece of a paper and then placed in a container. The researcher draws the number of
samples from the container. This process is relatively easy for small population but is difficult for
large population and is very time consuming.
 Systematic Sampling:
Under this sampling, sample are selected by following some rules set by the researcher which
involves selecting the Kth member from where the random start is determined. A system is plan
for selecting members after random starts is determined. This every Number of the population
is determined by the system in drawing or selecting the member of the sample.

27
  Stratified Sampling:
This type of probability sampling selects the member of the sample from each sub-population or
strata. This method is used when there is a large population. Sample per strata are then
randomly selected but consideration must be given to the sizes of the random samples to be
drawn from the sub groups.
 Cluster Sampling:
This method is used when population is divided into clusters or groups. In this samples are
selected in groups rather than individuals who are employed in a large-scale survey.
 Multi-Stage Sampling:
Under this samples are selected by using two or more sampling methods. It is rarely used
because of complexity of its application. It requires time, effort and cost.

Sampling method used in this study

In this study probability sampling is used, in which simple random sampling is used.
Questionnaire is used as research tool for collection of primary data.
Total Respondents 100

28
DATA ANALYSIS AND
INTERPRETATION

29
 DATA ANALYSIS AND INTERPRETATION

Q1 Age:
Particulars No of Respondents Percentage
18-24 62 62
25-34 17 17
35-44 13 13
45+ 8 8

18-24 25-34 35-44 45+

Data interpretation

Majority of respondents are young adults: 62% of respondents fall in the 18-24 age group,
indicating that the sample is predominantly composed of young adults.
2. Decreasing representation with increasing age: The number of respondents decreases
significantly with each subsequent age group, with only 8% of respondents above 45 years old.
3. Limited representation of older adults: The 45+ age group has the smallest representation,
suggesting that the sample may not be representative of older adults' opinions or experiences.

30
Q2. Gender:

Particulars No of Respondents Percentage

Male 67 67
Female 33 33

Data interpretation

Male Female

Data Interpretation

1. Male dominance: Males constitute 67% of the respondents, indicating a significant majority.
2. Female underrepresentation: Females make up only 33% of the respondents.

31
Q3. Years of Service:

Particulars No of Respondents Percentage

 0-2 years 44 44
 2-5 years 27 27
 5-10 years 20 20
 10+ years 9 9

Data interpretation

 0-2 years  2-5 years  5-10 years  10+ years

 Majority of Employees are Relatively New: A significant portion (44%) of the respondents have
been with the organization for 0-2 years, indicating a relatively young workforce.
 Experience Distribution: The distribution of years of service is skewed towards the lower end,
with a decreasing number of respondents in the higher experience categories.
 Potential for Growth: The presence of a significant number of employees with 0-2 years of
experience suggests potential for growth and development within the organization.

32
Q4. How satisfied are you with your current work-life balance?

Particulars No of Respondents Percentage

 Very Satisfied 29 29
 Satisfied 37 37
 Neutral 23 23
 Dissatisfied 11 11

Data interpretation

 Very Satisfied  Satisfied  Neutral  Dissatisfied

 Moderate Satisfaction: A significant portion of respondents (66%) expressed satisfaction with

their current work-life balance, indicating a relatively positive perception.
 Room for Improvement: However, 34% of respondents were either neutral or dissatisfied,
suggesting that there is room for improvement in work-life balance initiatives.
 Potential Areas of Concern: The 11% of respondents who are dissatisfied may be experiencing
significant work-life imbalance and require specific support or interventions.travelers: 23%
travel 4-6 times, and 11% travel more than 6 times.

33
Q5. How often do you work overtime?

Particulars No of Respondents Percentage

 Never 9 9
 Rarely 48 48
 Sometimes 36 36
 Often 7 7

Data interpretation

 Never  Rarely  Sometimes  Often

 Moderate Overtime: A significant portion of respondents (48%) reported working overtime

rarely, indicating a moderate level of overtime work.
 Occasional Overtime: A considerable number (36%) work overtime sometimes, suggesting that
occasional demands may extend beyond regular working hours.
 Infrequent Overtime: A smaller group (9%) indicated that they never work overtime, suggesting
a relatively balanced work-life balance for this segment.

34
Q6. How often do you take work-related calls or emails outside of work hours?

Particulars No of Respondents Percentage

 Never 29 29
 Rarely 21 21
 Sometimes 37 37
 Often 13 13

Data interpretation

 Never  Rarely  Sometimes  Often

 Moderate Frequency: A significant portion of respondents (37%) reported taking work-related

calls or emails sometimes outside of work hours, indicating a moderate level of work-life bleed.
 Occasional Intrusions: Approximately 21% of respondents indicated that they rarely engage in
work-related activities outside of work hours, suggesting a relatively balanced work-life balance
for this group.
 Frequent Intrusions: A smaller group (13%) reported frequently taking work-related calls or
emails outside of work hours, indicating a potential need for better boundary setting and work-
life balance strategies.

35
Q7. Do you feel that your job interferes with your personal life?

Particulars No of Respondents Percentage

 Strongly Agree 9 9
 Agree 28 28
 Neutral 37 37
 Disagree 26 26

Data interpretation

 Strongly Agree  Agree  Neutral  Disagree

Data interpretation

 Mixed Perceptions: The responses are fairly evenly distributed across the agreement levels,
indicating a mix of experiences regarding job interference with personal life.
 Significant Interference: A combined 37% of respondents either strongly agree or agree that
their job interferes with their personal life, suggesting a significant concern about work-life
balance.
 Neutral Perspective: A sizable portion (37%) of respondents are neutral, indicating that their
experiences may vary depending on specific circumstances and roles.

36
Q8. Does your organization offer flexible work arrangements (e.g., flextime, remote work)?

Particulars No of Respondents Percentage

 Yes 47 47
 No 53 53

 Yes  No

Data interpretation

Limited Flexibility: A slight majority of respondents (53%) indicated that their organization
does not offer flexible work arrangements. This suggests that employees may have limited
options to balance their work and personal commitments.
Potential for Improvement: The 47% of respondents who have access to flexible work
arrangements highlight the potential benefits of such policies in promoting work-life balance.

37
Q10. Does your organization provide any wellness programs or initiatives (e.g., stress
management, health insurance)?

Particulars No of Respondents Percentage

 Yes 41 41
 No 59 59

Data interpretation

 Yes  No

 Limited Wellness Support: A majority of respondents (59%) indicated that their organization
does not offer any wellness programs or initiatives. This suggests a potential gap in supporting
employee well-being.
 Room for Improvement: The 41% of respondents who have access to wellness programs
highlight the positive impact such initiatives can have on employee health and well-being.

38
Q11. Do you feel that your manager is supportive of your work-life balance?

Particulars No of Respondents Percentage

 Strongly Agree 24 24
 Agree 23 23
 Neutral 36 36
 Disagree 17 17

Data interpretation

 Strongly Agree  Agree  Neutral  Disagree

 Mixed Perceptions: The responses are fairly evenly distributed across the agreement levels,
indicating a mix of experiences regarding managerial support for work-life balance.
 Moderate Support: While a significant portion of respondents (47%) expressed agreement or
strong agreement with their manager's support, a considerable number (36%) remain neutral.
 Room for Improvement: The 17% of respondents who disagree suggest that some managers
may not be fully supportive of work-life balance.

39
Q12 Do you feel that the organization's culture values work-life balance?

Particulars No of Respondents Percentage

 Strongly Agree 18 18
 Agree 23 23
 Neutral 32 32
 Disagree 27 27

Data interpretation

 Strongly Agree  Agree  Neutral  Disagree

 Mixed Perceptions: The responses are relatively evenly distributed across the agreement levels,
indicating a mix of perceptions regarding the organization's commitment to work-life balance.
 Room for Improvement: A significant portion of respondents (41%) either disagree or are
neutral about the organization's culture valuing work-life balance, suggesting that there is room
for improvement in this area.
 Cultural Shift Required: To create a culture that truly values work-life balance, organizations
need to prioritize employee well-being and implement supportive policies and practices.

40
Q13 What strategies do you use to manage your work-life balance?

Particulars No of Respondents Percentage

 Time management techniques 21 21
 Prioritization 29 29
 Delegation 23 23
 Setting boundaries 27 27

Data interpretation

 Time management techniques  Prioritization

 Delegation  Setting boundaries

 Diverse Strategies: Employees employ a variety of strategies to manage their work-life balance,
indicating a diverse range of approaches.
 Popular Strategies: Prioritization and setting boundaries are the most commonly used
strategies, suggesting that these are effective in managing work-life demands.
 Room for Improvement: While time management and delegation are also employed, there may
be opportunities to further develop these skills and techniques to improve work-life balance.

41
Q14. What are the biggest challenges you face in maintaining a work-life balance?

Particulars No of Respondents Percentage

 Excessive workload 33 33
 Long working hours 26 26
 Job stress 24 24
 Family responsibilities 17 17

Data interpretation

 Excessive workload  Long working hours  Job stress  Family responsibilities

 Workload and Time Pressure: A significant number of respondents (59%) cited excessive
workload and long working hours as major challenges, indicating that time constraints are a
significant barrier to work-life balance.
 Job Stress: Job stress, arising from factors such as performance pressure, deadlines, and
interpersonal conflicts, was identified as a challenge by 24% of respondents.
 Family Responsibilities: While family responsibilities were mentioned by 17% of respondents, it
is important to note that this may not be an exhaustive list of personal commitments that can
impact work-life balance.

42
FINDINGS

43
 FINDINGS

This study investigated work-life balance among employees at Dongyang Electric and Power
India in Mumbai. A sample of 100 employees participated in the survey, with a focus on
understanding the factors impacting their work-life balance and the strategies they employ to
manage it.
Key Findings:
 Demographics: The majority of respondents were young adults (62%) in the 18-24 age group.
Males constituted a significant majority (67%), with females underrepresented (33%). A large
portion (44%) of the workforce has been with the organization for 0-2 years, indicating a
relatively young workforce.
 Work-life Balance Satisfaction: A moderate level of satisfaction was reported with work-life
balance (66% satisfied). However, 34% of respondents were either neutral or dissatisfied,
suggesting room for improvement in work-life balance initiatives.
 Work Demands: Overtime work was reported at moderate levels, with 48% working overtime
rarely and 36% working sometimes. A significant portion (37%) reported taking work-related
calls or emails outside of work hours sometimes, indicating a moderate level of work-life bleed.
 Job Interference: Perceptions regarding job interference with personal life were mixed. A
combined 37% of respondents agreed that their job interferes with their personal life,
highlighting a concern for work-life balance.
 Organizational Support: Limited work-life balance support was found. A slight majority (53%)
reported that their organization does not offer flexible work arrangements, and a larger majority
(59%) indicated the absence of wellness programs or initiatives.
 Managerial and Cultural Support: Perceptions regarding managerial and cultural support for
work-life balance were mixed. While a significant portion (47%) of respondents felt their
manager was supportive, and a similar number felt the organization's culture valued work-life
balance (41% agreed or strongly agreed), there is room for improvement.
 Employee Strategies: Employees used various strategies to manage work-life balance, with
prioritization and setting boundaries being the most popular (29% and 27% respectively). Time
management and delegation were also reported, suggesting opportunities for further
development in these areas.
 Challenges: Excessive workload (33%), long working hours (26%), and job stress (24%) were
identified as the biggest challenges in maintaining work-life balance. Family responsibilities were
also mentioned, although to a lesser extent (17%).

Overall, the study revealed a moderate level of work-life balance satisfaction among employees
at Dongyang Electric and Power India in Mumbai. However, the findings also highlight areas for
improvement, particularly in terms of organizational support for work-life balance through
flexible work arrangements, wellness programs, and a culture that prioritizes employee well-
being.

44
 SUGGESTIONS AND RECOMMENDATIONS

Supervisors and Managers should meet at regular intervals with the employees to discuss about
the improvement in the company, at work place and in their living of standard, family problems
etc.

Gap between managers and the employees should be reduced by raising the level of engagement.
For example: by conducting extra co-curricular activities like social and cultural programs.

Very few employees feel that their ideas or work aren’t being recognized / appreciated. So they
can be encouraged by giving importance to their ideas.

Create good and healthy environment at work place by increasing interactions, credibility,
confidence etc.

Some of the employees find their job boring and monotonous. Encourage them to take part in the
job rotation, job enrichment and other activities being carried out in the organization.

Conduct more of employee engagement activities like mentorship programs, collaborations,

cross trainings, fun work day etc.

45
LIMITATION OF STUDY

46
 LIMITATION OF STUDY

While this study provides valuable insights into the work-life balance experiences of employees
at Dongyang Electric and Power India, it is important to acknowledge certain limitations:

 Sample Size and Generalizability: The sample size of 100 employees may not be fully
representative of the entire organization. A larger sample size could provide more robust
and statistically significant findings. Additionally, the findings may not be generalizable
to other organizations, particularly those in different industries or with different
organizational cultures.
 Self-Reported Data: The data collected through the questionnaire relies on self-reported
information, which may be subject to biases and inaccuracies. Social desirability bias, for
example, may influence respondents to provide answers that are socially acceptable
rather than truthful.
 Cross-Sectional Design: The study employed a cross-sectional design, limiting the
ability to analyze changes in work-life balance over time. A longitudinal study could
provide a more comprehensive understanding of trends and patterns.
 Limited Depth of Analysis: The quantitative nature of the survey limited the depth of
analysis. Qualitative research methods, such as interviews or focus groups, could provide
richer insights into employee experiences and motivations.
 Cultural and Contextual Factors: The findings of this study may be influenced by the
specific cultural and contextual factors of Dongyang Electric and Power India. It is
important to consider these factors when interpreting the results and drawing conclusions.

47
 KEY LEARNINGS FROM THE STUDY

This study on work-life balance at Dongyang Electric and Power India provides valuable insights
into the experiences and perceptions of employees. Key learnings from the study include:
 Moderate Work-Life Balance: While a majority of employees are moderately satisfied with their
work-life balance, a significant portion experiences challenges such as excessive workload, long
working hours, and job stress.
 Limited Organizational Support: The organization's current support for work-life balance is
limited, with a lack of flexible work arrangements and wellness programs for a significant
portion of employees.
 Managerial Support: While some managers are supportive of work-life balance, there is a need
for greater managerial support, especially in terms of recognizing and addressing work-life
balance concerns.
 Employee Strategies: Employees employ various strategies to manage their work-life balance,
including time management, prioritization, delegation, and setting boundaries.
 Cultural Influence: The organizational culture, while showing some support for work-life
balance, could be further strengthened to prioritize employee well-being and encourage a
healthier work-life balance.
 Implications for the Organization:
 Enhanced Organizational Support: Implementing flexible work arrangements, such as remote
work and flexible hours, can significantly improve work-life balance.
 Robust Wellness Programs: Offering comprehensive wellness programs, including stress
management workshops, mindfulness training, and health screenings, can contribute to
employee well-being.
 Effective Leadership: Managers should be trained to support work-life balance, set clear
expectations, and encourage open communication with employees.
 Employee Empowerment: Empowering employees to manage their workload and prioritize
tasks can help them achieve a better work-life balance.
 Regular Assessment: Conducting regular surveys and feedback sessions can help monitor
employee satisfaction and identify areas for improvement in work-life balance.

48
CONCLUSION

49
 CONCLUSION

This study aimed to investigate the work-life balance of employees at Dongyang Electric and
Power India. Through a comprehensive survey and analysis of the data, several key findings
emerged.
While a significant portion of employees expressed moderate satisfaction with their work-life
balance, a significant number also reported challenges such as excessive workload, long working
hours, and job stress. The lack of adequate organizational support, including flexible work
arrangements and wellness programs, further compounded these challenges.
To improve the work-life balance of employees, the organization should consider implementing
the following recommendations:
Flexible Work Arrangements: Offering flexible work arrangements, such as remote work,
flextime, and compressed workweeks, can help employees manage their work and personal
commitments more effectively.
 Wellness Programs: Investing in wellness programs, including stress management workshops,
mindfulness training, and health screenings, can contribute to employee well-being and reduce
work-related stress.
 Managerial Support: Providing training to managers on leadership and communication skills can
enhance their ability to support employee work-life balance.
 Employee Empowerment: Empowering employees to manage their workload and prioritize
tasks can help them achieve a better work-life balance.
 Regular Assessment: Conducting regular surveys and feedback sessions can help monitor
employee satisfaction and identify areas for improvement in work-life balance.

By implementing these recommendations, Dongyang Electric and Power India can create a more
supportive and employee-friendly work environment, leading to increased job satisfaction,
reduced turnover, and improved overall organizational performance.

50
QUESTIONNAIRE

51
QUESTIONNAIRE
Section A: Demographic Information
Age:
 18-25
 26-35
 36-45
 45+

Gender:
 Male
 Female
 Non-binary/Other

Years of Service:
 0-2 years
 2-5 years
 5-10 years
 10+ years

Section B: Work-Life Balance Perception

How satisfied are you with your current work-life balance?
 Very Satisfied
 Satisfied
 Neutral
 Dissatisfied
 Very Dissatisfied

How often do you work overtime?

 Never
 Rarely
 Sometimes
 Often
 Very Often

How often do you take work-related calls or emails outside of work hours?
 Never
 Rarely
 Sometimes
 Often
 Very Often

52
Do you feel that your job interferes with your personal life?
 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

Do you feel that your personal life interferes with your job performance?
 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

Section C: Organizational Support for Work-Life Balance

Does your organization offer flexible work arrangements (e.g., flextime, remote work)?
Yes
No
Does your organization provide any wellness programs or initiatives (e.g., stress
management, health insurance)?
 Yes
 No

Do you feel that your manager is supportive of your work-life balance?

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

Do you feel that the organization's culture values work-life balance?

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

53
Section D: Coping Strategies and Challenges
What strategies do you use to manage your work-life balance? (Please check all that apply)
 Time management techniques
 Prioritization
 Delegation
 Setting boundaries
 Seeking support from family and friends
 Mindfulness and meditation

What are the biggest challenges you face in maintaining a work-life balance? (Please check
all that apply)
 Excessive workload
 Long working hours
 Job stress
 Family responsibilities
 Lack of support from supervisors or colleagues

54
BIBLIOGRAPHY

55
 BIBLIOGRAPHY

Books:
 Organizational Behavior by Stephen P. Robbins and Timothy A. Judge
 Work-Life Balance: A Practical Guide by Leslie Perlow
 The 4-Hour Workweek by Timothy Ferriss

Journal Articles:
 Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The measurement of work engagement
with a short questionnaire: A cross-national study. Educational and Psychological Measurement,
66(701-716).
 Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). The psychological conditions of
meaningfulness, safety, and availability: A powerful formula for predicting employee
satisfaction, motivation, and performance. Journal of Applied Psychology, 87(2), 272-285.
 Bakker, A. B., & Demerouti, E. (2007). Job demands-resources model: State of the art. Journal
of Occupational Health Psychology, 12(3), 149-155.

Online Resources:
 World Health Organization (WHO). (2023). Work-life balance. WHO website.
 International Labour Organization (ILO). (2023). Work-life balance. ILO website.

56