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Author Name 21C31E0006-A.PRIYANKA

Title 21C31E0006-Work life balance towards D mart war..
Paper/Submission ID 789631
Submission Date 2023-06-28 12:58:12
Total Pages 52
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 Chapter 1
INTRODUCTION
INTRODUCTION:
WORK LIFE BALANCE:
Although the phrase "WORK-LIFE BALANCE (WLB)" has been used in common speech for
a while, it was only officially coined in 1985. It's interesting to note that work-life programmes
date back to the 1930s. the rules and regulations put in place by an organisation with the
intention of helping employees to perform their duties effectively while also giving them
flexibility to tackle personal issues or challenges on the home front In actuality, households with
two earners are generally putting in more hours.

Achieving a balance between work and life necessitates optimal functioning in both domains
with minimal role conflict.
There, conflict results from the incompatibility of expectations from the work and non-work
domains, and as a result, people experience a hack of WLB. There are several contributing
variables, including the fact that today's workforce entrants place a higher value on WLB than
did their forebears.

Despite this, this equilibrium is only being reached to a far lesser level than what is desired.
According to study, graduates are actually being pulled into jobs that need them to work ever
more hours, which causes them to feel a uniquely unsatisfactory balance between their personal
and professional lives.

In the 1970s and 1980s, as pressured baby boomers tried to strike a balance between work,
family, and other aspects of their lives, the phrase "Work-life balance" came into common usage.

However, changing generational experiences have prompted HR executives to reexamine the

phrase. 26-Oct-2018

The concept of work-life balance was established in the first decades of the 20th century. The
emphasis would shift to the effects of long hours on the employee's physical and mental health as
the social sciences advance. But at this point, the new information was put to use to raise
corporate productivity.
Objectives of study:

 To research the relationship between work-life balance and productivity, particularly with
regard to Company D Mart Warangal.
 To determine the respondent's work-life balance.
13
 To assess the impact of work on productivity and family life,

SCOPE OF THE STUDY:

The work-life balance study sheds light on the harmony that employees maintain between their
job and personal lives. Any person's two top priorities are work and life, and issues develop
10
when there is an imbalance between the two. If work and life are not properly balanced, they can
have a negative impact on each other, the productivity of the company, family relationships,
health-related illnesses associated with stress, and job happiness. The study may aid the company
in helping employees achieve a better work-life balance, enhancing their general productivity
and performance.

NEED FOR THE STUDY:

India has a large client base with a variety of options and behaviours; hence, the study is
necessary. It requires separate work to satiate their urge. It is necessary to suggest that Indian
retail has transformed from Kirana to retail establishments.

Different retail establishments provide various promotions and incentive programmes. Therefore,
research is being done to determine the most efficient marketing techniques required to both
acquire and keep clients.

Formula:

Work-Life Balance = Time Management + Stress Management

LIMITATIONS:

 Limitations include the typical components of work-life balance.

  The emergence of a complacent mindset, a dearth of communication, and a lack of
creativity.
 Distractions and omitted partnerships
 The shortage of time at the study's conclusion was its biggest drawback.
 The employees are hesitant to share some facts out of concern for the company's
relationship.
 Employees were unable to reply appropriately because the survey was primarily done
during working hours and the respondents were employees.

RESEARCH METHODOLOGY:

RESEARCH: To produce may support a generalizable theory information, a systematic study

must include research development, testing, and assessment.

This chapter describes the approach used for carrying out the inquiry as well as the methods for
gathering and analysing the relevant data. This chapter also explains the selection method for the
subjects and details how a sample of respondents was actually picked for the study.

There are two forms of data collection:

1. Primary Data

2.Secondary Information

Primary Data:

13
By administering a questionnaire and interacting face-to-face with the employees, the researcher
got this data from first-hand sources such as employees, managers, and clerks.

Secondary data:

This information will provide the theoretical framework necessary for the report presentation,
14
which can be found in a variety of
places, including websites, office files, periodicals, and interoffice manuals.

Research is generally understood to be a technique for acquiring data based on interactions with
a representative sample of people.

Techniques for Data Collection:

13
A schedule was used to collect primary data from workers who were asked a variety of project-
related questions, such as those pertaining to the causes, mitigation, impact, and outcomes of
absenteeism in the organisation.

Visits to canteens and workplaces have been made for this reason, and discussions about the
project with employees have taken place.

SAMPLING:

25 sections from two departments, including mechanical and electrical, participated in this
investigation. There were 60 questionnaires. Total, all of which were given out and all of which
were filled out in varied degrees. As a result, The sample size is 50. During the tea break (10
a.m.), the staff members convened in small groups, and the principal researcher or an assistant
described the project's goals and the survey's completion process. If someone required assistance,
the principal researcher or an assistant stayed to provide it.

Sampling method:

The sample size is 50. and it was taken using a random sampling technique.

LIMITATIONS OF THE STUDY:

 Whether scientific or systematic, every research design has its own potential drawbacks.
 The study was limited to the technical section of the diesel locomotive shed and, as a
result, cannot reflect other organisational components.
 Human error, such as the respondent not providing accurate or truthful information, can
also affect the reliability of the results.
  The reliability of the results could be impacted by a few respondents providing biased
information.
 Information gathering through personal interviews takes more time.
 Since there are only 50 employees in the sample, the respondent's thoughts and
convictions might not be representative of the entire company.
 Although every effort is made to solicit opinions without bias, they do not necessarily
represent those of all organisation members.

CHAPTERISATION SCHEME:

The current study's "Work Life Balance with Special Reference to D-MART Avenue Supermarts
Limited., Warangal" project is broken into the following five chapters:

Chapter I:

10
It discusses the study's introduction, necessity for and significance of the study, study objectives,
study scope, research methodology, limits, and chaptering scheme.

Chapter II:

It displays company profiles instead of organisational profiles.

Chapter III

Its focus is on theoretic aspects of work-life balance at the moment.

Chapter IV:

8
With particular reference to Avenue Supermarkets Limited, Warangal, it is devoted to
examining the Work-Life Balance.

Chapter V:

It includes conclusions, recommendations, and findings.

 Chapter-II
Company profile
History of D Mart:

Since opening its initial site In Powai in 2002, D Mart has grown to be well-known at 302
4
locations throughout the Indian states of Maharashtra, Gujarat, Andhra Pradesh, Madhya
8
Pradesh, Karnataka, Telangana, Chhattisgarh, NCR, Tamil Nadu, Punjab, and Rajasthan.

The business's main office is in Mumbai. ASL is the brand owner of D Mart, Minimax, Premia,
D Mart, D Homes, and other names.

4
Aiming to provide customers with a broad selection of essential personal and home goods under
one roof, D Mart is a one-stop supermarket business.

Avenue Supermarts Ltd. (ASL) promotes D Mart. The business's main office is in Mumbai. A
total of 10,713 permanent employees and 58,597 contract workers were employed by D Mart as
of March 31st, 2022.

10
This project study helped the researcher study both the theoretical and practical aspects. It is
evident from the survey that the corporation disbelieves in putting pressure on employees. The
business does not adhere to a strict work schedule or set of rules. The organisation promotes and
stimulates the employees and makes it simple for them to perform efficiently without pressure by
providing them with leave policies, welfare programmes, flexible work schedules, and other
perks.

14
However, the business may also take into account adding policies like job sharing and
employment rotation. Working from home is not an option because technical staff is needed and
hours depend on expertise, especially for supervisors.
In order to continue motivating and keeping its personnel, the company should stick with its
current work-life policies and initiatives. Employee productivity can be increased by maintaining
a healthy work-life balance, which also makes it easier for the organisation to accomplish its
goals.

With a market value of almost 114,000 crore as of November 21, 2019, DMart is the 33rd largest
company listed on the Bombay Stock Exchange.

According to Avenue Supermart's Q1-FY23 update, the company's revenue increased by

approximately two times on an annual basis. Compared to the prior year, when it was Rs 5031
crore, the income was Rs 9806 crore.

The retail chain D-Mart's owner and operator, Avenue Supermarts Ltd., reported a jump in
standalone operating income of 35.75 percent to Rs 10,384.66 crore for the second quarter of the
current fiscal year in 2022.

OVERVIEW:

8 4
Mr. Radhakishan Damani and his family founded D Mart to meet the expanding demands of the
Indian family. Since opening its initial shop in Powai in 2002, D Mart has expanded to 302
locations throughout the Indian states of Maharashtra, Gujarat, Andhra Pradesh, Madhya
8
Pradesh, Karnataka, Telangana, Chhattisgarh, NCR, Tamil Nadu, Punjab, and Rajasthan.

Our company is expanding, and we have more locations planned in more cities as we strive to be
the least expensive store in the areas where we do business.

4
Avenue Supermarts Ltd. (ASL) is the owner and operator of the D Mart supermarket chain. The
business's main office is in Mumbai.

8
* ASL is the brand owner of the names D Mart, D Mart Minimax, D Mart Premia, D Homes,
Dutch Harbour, etc.

FOUNDERS:
4
The company that owns and operates D Mart is Avenue Supermarts Ltd. (ASL), which Mr.
Radhakishan Damani founded. As a savvy investor in the Indian equity market, Mr.
Radhakrishna Damani well-known in the business community. He has developed a company that
continuously works to understand its customers' needs in depth and meet those demands with the
appropriate products.

Mr. Damani, who firmly believes in sound business principles and high moral standards, has
developed D Mart into a productive, sizable, and successful retail chain that is well-liked by both
partners and staff members.

Our Mission:

At D Mart, we look for, find, and make new products and categories that meet the requirements
of the average Indian family available. Our goal is to give our clients the best value for their
money, so that when they purchase with us, they get more for their money than they would
anywhere else.

OUR CUSTOMER SERVICE PLEDGE:

At D Mart, we place a high value on providing excellent customer service. Our personnel adhere
to the Action, Care, and Truth (ACT) ideals to complete tasks with dedication and tenacity.

Action

Focus: To concentrate on what I'm doing.

Motivated: To be certain that I will accomplish my goal.

Enthusiastic: To be enthusiastic about what I do.

Care:

Respect:
Every person in the organisation should be respected, shown dignity, and given the time and
attention necessary for them to feel as though they contribute to the success of the company.

Listen: To hear any employee or customer complaint and to swiftly and fairly resolve it.

Truth:

Integrity: By being forthright, truthful, and just in all of our interactions, as well as by showing
them respect and confidence.

We really believe that in order to completely satisfy customers, honesty and sincerity are
essential. People who agree with our beliefs and think that action speaks louder than words are
welcome.

Their Mission and the Vision:

Vision: To do research, find new products or categories, and provide them to customers at the
"highest" value possible.

Mission:
Our goal is to offer the best prices in our service area, city, and region.

AWARDED TITLES AND HONOURS:

D-Mart has received numerous accolades, and justifiably so:

ranked 65th most valuable Indian company when it entered the Top 20 Valuable Companies
club, ahead of Britannia Industries, Marico, and Bank of Baroda established a record when
trading began on the National Stock Exchange.
 Chapter III
Conceptual frame work
DEFINITION OF WORK-LIFE BALANCE:

9
The ability of an individual to manage both personal and professional commitments while
leaving enough time for rest and pleasure is referred to as work-life balance. Each person may
have a different definition of the perfect work-life balance.
 HOW TO ACHIEVE WORK LIFE BALANCE:

What Does Work Life Balance Really Mean:

Employees who want to move up the organisational ladder frequently have to put in lengthy
hours and deal with challenging situations. She probably has some enjoyable and productive
workdays, but she also has difficult and tense ones.

How to balance the conflicting demands of work and life while avoiding having the bad
repercussions of work affect one's personal life is a problem that many people frequently face.

Work-Life Balance Consists of Six elements.

A new commitment to your business is in order as autumn gets under way. Everyone discusses
finding work-life balance, right? But what exactly does it entail? If you can master these six
elements, you're set.

1) Self-management:

Managing yourself well can be difficult, especially When it comes to getting enough sleep,
exercise, and nutrition. Self-management is the acceptance that making the best use of the time,
resources, and life given is essential. It entails taking the helm of our own ships. Nobody is
coming to help you steer.

2) Time management:

Making the most of your day and the available resources for support entails effective time
management. When your resources are equal to your challenges, you stay up. By choosing what
is both important and urgent as opposed to only important or urgent, one can better manage their
time. It entails being aware of when and how you work best, as well as putting together the right
instruments for a certain task.

3) Stress management:

By their very nature, societies get more complicated. Stress is an unavoidable result of the
complexity that is growing. Every one of us must Learn to remain calm under pressure. and find
creative solutions to situations that are stressful because there are more people, distractions, and
noise. The majority of multitasking methods ultimately make us more stressed. Your intention
should be to concentrate on one subject at a time.

4) Managing change:

The one constant in our fast-paced world is change. A successful job and a fulfilling home life
both depend on your ability to constantly embrace new strategies and adapt existing ones.
Effective change management means making consistent, concerted efforts to prevent being
overwhelmed or defeated by the volume and pace of change at work and at home.

5) Technology management:

17
Make sure that technology works for you rather than against you. Ever since the invention of the
wheel, flint, spear, and walking stick, technology has been a part of our lives. Vendors looking to
gain a larger piece of the market are causing the rate of change to quicken. Keeping up with the
Joneses in terms of technology is frequently necessary, but you should dominate technology
rather than the other way around.

6) Managing free time:

This is the aspect of work-life balance that is most frequently neglected. The importance of rest
and relaxation cannot be understated. A crucial aspect of the human experience is downtime.
Strangely, monotony can result from engaging in the same leisure activity again, no matter how
9
much you enjoy it. In order to manage your free time effectively, you must mix up your
activities. The Ideal Work-Life Balance.

Identify work-life balance problems:

 a drop in production.
 employees working numerous overtime hours.
 Staff members take a lot of time off to handle 'emergencies' concerning kids or other
dependents.
 significant levels of tension among employees
  significant levels of employee sickness or absence.
 a high rate of employee turnover.

Here are some more suggestions for enhancing work-life balance:

Set aside time to exercise. Exercise is a fantastic technique to lower stress and elevate happiness.
On most days of the week, try to get in at least 30 minutes of moderate activity.

Take time to rest. Adults typically require 7-8 hours of sleep per night. Sleeping sufficiently will
make you feel rested and awake during the day.

Eat a nutritious diet. You'll have the energy You need to get through the day, and your stress
levels will be lower if you eat a nutritious diet.

Spend time with those you love Spend time with the individuals that matter to you. Participate in
enjoyable activities with your family, friends, and extended circle of acquaintances.

Follow your interests. Make time for your favourite pastimes, such as reading, listening to music,
or spending time outdoors. You can relax and unwind by engaging in activities you enjoy.

The following levels of work-life balance are listed:

A workaholic: Is someone who prioritises their work above all else and frequently disregards
their personal relationships. They may put in long hours of work, bring work home with them,
and find it difficult to unwind or enjoy their free time.

Work-life Imbalance: Is out of whack. This person is overworked and stressed out all the time.
They could begin to have issues with their physical or mental health and feel like they will never
catch up.

Good work-life balance:

 18
This person is able to strike a healthy balance between their personal and professional lives.
While working hard and producing a lot, they nevertheless find time for their loved ones, friends,
and hobbies.

Excellent work-life balance:

This individual is able to be productive and relaxed at the same time because they have attained a
state of flow. They have a good support network in their personal lives and are able to work hard
and love their jobs.

A healthy and happy existence requires a good work-life balance. Your general well-being can
be enhanced by finding a balance that works for you.

There are many factors that can affect work-life balance, including:

Job satisfaction:

15
Employees who are content in their jobs are more likely to achieve work-life balance. Things
like the workplace, the coworkers, and their level of responsibility can all have an impact on this.

Flexible work arrangement:

Employees who may work flexible hours, such as through telecommuting or flexitime are more
likely to maintain a healthy work-life balance. They may be able to manage their time. and
obligations better as a result.

Supportive management:

Workers who have understanding, flexible, and supportive bosses are more likely to have a
healthy work-life balance. The manager's willingness to work with staff on scheduling, providing
opportunities for advancement, and demonstrating compassion when employees require time off
are examples of this.
Personal factors:

Personal characteristics like personality, values, and way of life can have an impact on work-life
balance. For instance, although some people are more easy going and like a slower pace, others
are more motivated and ambitious by nature.

Benefits of work-life balance:

The capacity to strike a balance between professional and personal commitments and interests is
known as work-life balance. It is crucial for both workers and companies because it can result in
several advantages, such as:

Productivity gains:

People who successfully balance their personal and professional lives tend to be more productive
19
at work. They are more likely to be invested in their profession and are less likely to be stressed
out or burned out.

Reduced stress:

Workers are less likely to face stress when they can balance their personal and professional lives.
Numerous physical and mental health issues, as well as stress, might result.

Better physical and mental health:

People who have a healthy work-life balance are frequently in better physical and mental health
They have a lower risk of developing depression, anxiety, and other mental health issues.
19
Additionally, they are less likely to be overweight or obese, and they are also at a lower risk of
developing chronic illnesses like heart disease and stroke.

Enhanced job satisfaction:

People who have a healthy work-life balance frequently have happier occupations. They are
more likely to be devoted to their employment and to feel respected and appreciated.

Reduced turnover: Workers who successfully manage work and personal obligations are less
likely to leave their positions. Employers may eventually save time and money by doing this.

Employees have a variety of options for enhancing their work-life balance. Some of these
things are as follows:

Establish limits: It's crucial to establish limits between work and personal time.

Take breaks: Taking breaks throughout the day can help you unwind and refuel. To do this, you
might go for a walk, read a book, or listen to music.

Delegate tasks: If you find that you are overwhelmed, don't be hesitant to ask for help. Your
time will be freed up as a result, allowing you to concentrate on what's most crucial.

Say no. It's acceptable to decline additional work or commitments. Do not take on any additional
tasks if you are already feeling overburdened.

Take care of your physical and mental health in order to take good care of yourself. This entails
eating well, moving around, and getting adequate rest.

Additionally, employers can help encourage work-life balance by:

Offering flexible work schedules: This could entail telecommuting, flextime, or condensed
workweeks.

Giving employees paid time off: Workers should have a lot of paid time off so they can unwind
and rejuvenate.

Healthy work practises: Employers should encourage staff to take breaks, assign tasks, and
decline additional work:
Fostering a supportive workplace: A supportive workplace is one where staff members feel
free to take time off and ask for assistance when needed.

For both employees and employers, a healthy work-life balance is crucial. Both individuals and
employers can benefit from improving their work-life balance by taking the necessary steps.
 CHAPTER IV
DATA ANALYSIS
1. Figure showing age of respondents.
Age No. of respondents Percentage
22-25 2 4
25-30 13 26
30-35 13 26
35-40 9 18
Above 40 13 26
Total 50 100

Age of respondents
30
26 26 26
25

20 18

15 13 13 13
9
10
4
5 2

0
22-25 25-30 30-35 35-40 Above 40

No.of respondents Percetnage

INTERPRETATION:

It is evident from the following graph that the company places a greater emphasis on experienced
young employees in the age range of 25 to 30 and 30 to 35. Senior staff members of the company
are those who are beyond the age of 40. Because they have little job experience, the firm does
not encourage those in the 20–25–30–35 age range to work.
2. Respondents based on gender.
Gender No. of respondents Percentage
Male 28 56
Female 22 44
Total 50 100

Respondents based on gender

60 56

50 44

40
28
30
22
20

10

0
Male Female

No.of respondents Percentage

INTERPRETATION:

Males make up the majority of those employed in the hotel industry (56%), while females make
3
up the remaining 44%. According to the aforementioned graph, employers in the hospitality
sector favour hiring more men than women. However, there is little difference in the proportion
of male and female workers.
3. Table showing marital status of respondents.

Marital status No. of respondents Percentage

Single 15 30
Married 35 70
Total 50 100

Marital status of respondents

80
70
70
60
50
40 35
30
30
20 15

10
0
Single Married

No.of respondents Percentage

INTERPRETATION:

According to the table above, 70% of employees are married, while 30% are single. Since most
employees are married, the company should allow for flexible working hours so that staff
3
members can spend time with their families and maintain a healthy work-life balance, which will
increase their productivity.
4. Figure showing working hours of employees.

Working hours No. of respondents Percentage

Less than 10 hours 0 0
8-10Hours 15 30
6-8 Hours 35 70
Less tha 6 hours 0 0
Total 50 100

Showing working hours of employees

80 70
70
60
50
40 35
30
30
20 15

10 0 0 0 0
0
Less than 10 hours 8-10Hours 6-8 Hours Less tha 6 hours

No.of respondents Percentage

INTERPRETATION:

It is evident from the following graph that 30% of respondents work between 8 and 10 hours,
while 70% of respondents work between 6 and 8. As a result, we may say that while most
employees work during regular business hours, some also put in extra time. However, no one is
3
employed for longer than 10 hours or for shorter than 6 hours
5. Table showing travel time of respondents to reach the work place.

Time No. of respondents Percentage

Less than 1 hour 25 50
1-2 hours 15 30
2-3 hours 10 20
Total 50 100

Travel time of respondents to reach the work

place
60
50
50

40
30
30 25
20
20 15
10
10
0
Less than 1 hour 1-2 hours 2-3 hours

No.of respondents Percentage

INTERPRETATION:

The majority of the company's employees (50%) commute less than an hour from their homes to
the workplace. However, 20% of the workforce travels 2-3 hours from a distance to the
company, while the remaining 30% go in under an hour.
6. Figure showing how respondents missing family function due to work.

Missing family No of respondents Percentage

Always 15 30
Most of the times 12 24
Sometimes 19 38
Never 4 8
Total 50 100

How respondents missing family functions due to

work
38
40
35 30
30
24
25
19
20 15
15 12
8
10
4
5
0
Always Most of the times Sometimes Never

No of respondents Percentage

INTERPRETATION:

Over 90% of employees report missing family events due to work. This staff believes that they
occasionally (38%), occasionally (38%), and always (30%) miss their family's activities.
However, 8% of the workforce claims that they never miss family events because of work. I
 2
7. Figure showing time spend by respondents with their family.

Time No. of respondents Percentage

Strongly Agree 5 10
Agree 16 32
Disagree 27 54
Strongly disagree 2 4
Total 50 100

Showing time spend by respondents with their

family
6
60 54

50

40 32
27
30

20 16
10
10 5 4
2
0
Strongly Agree Agree Disagree Stongly disagree

No.of respondents Percentage

INTERPRETATION:

12
According to the graph above, 54% of respondents say they don't spend enough time with their
2
families, and 4% strongly disagree. However, in contrast to this, 32% of respondents believe they
spend enough time with their family, and 10% strongly agree with the assertion.
8. Table showing the involment of family members in functions conducted for employees.

Options No. of respondents Percentage

Most the time 3 6
Sometimes 27 54
Never 20 40
Total 50 100

The involment of family members in functions

conducted for employee's
6
60 54

50
40
40
27
30
20
20

10 6
3
0
Most the time Sometimes Never

No.of respondents Percentage

INTERPRETATION:

2
The accompanying table demonstrates that none of the respondents concur that the organisation
constantly promotes family members' involvement. 54% of workers report that their family
members occasionally participate in employee functions. 40% of the workforce, however,
2
disagrees with this assertion, believing that family members are never welcomed or encouraged
to participate in work-related activities.
9. Table showing counselling facilities offered by the organization.

Options No. of respondents Percentage

Yes 33 66
No 17 34
Total 50 100

Counselling facilities offered by the organisation

6 66
70

60

50

40 33 34

30
17
20

10

0
Yes No

No.of respondents Percentage

INTERPRETATION:

12 2
More than half of employees claim that the company offers counselling services, while 34%
disagree with this claim. They believe that the counselling they offer does not live up to the
expectations of the staff, and some of them are unable to benefit significantly from the
therapeutic services the business offers.
10. Figure showing allowance of flexible working hours.

Flexible working hours No. of respondents Percentage

Yes 23 46
No 27 54
Total 50 100

Showing allowance of flexible working hours

6
60 54

50 46

40
27
30 23

20

10

0
Yes No

No.of respondents Percentage

INTERPRETATION:

The majority of respondents (54%), or 46%, concur that the organisation offers flexible working
2
hours. The staff will be relieved from their monotonous work by being given more flexible
2
working hours, which will also help to lessen their stress and workload.
11. Table showing allowance of maternity/paternity leave.

Options No. of respondents Percentage

Yes 35 70
No 15 30
Total 50 100

Showing allowance of maternity/paternity leave

6
80 70
70
60
50
40 35
30
30
20 15

10
0
Yes No

No.of respondents Percentage

INTERPRETATION:

2
30% of the workforce disagrees with the assumption that 70% of them receive maternity or
paternity leave because they believe that the time off is too brief. Employees will leave the
company as a result, so in order to prevent this, the company must provide ample maternity and
paternity leave to its staff.
12. Figure showing satisfaction level with the leave policy of the organisation.

Policy of the organisation No. of respondents Percentage

Highly satisfied 0 0
Satisfied 14 28
Dissatisfied 23 46
Highly dissatisfied 13 26
Total 50 100

6
Showing satisfaction level with the policy of the
organisation
50 46

40
28 26
30 23

20 14 13

10
0 0
0
Highly satisfied Satisfied Dissatisfied Highly dissatisfied

No.of respondents Percentage

INTERPRETATION:

2
Approximately 100 employees are content with their leave policy, compared to 46% of
employees who are unsatisfied with it; nevertheless, 26% of employees are severely dissatisfied
with it, and none of the other employees are highly satisfied with it.
 2
13. Figure showing frequency of overtime work done by the respondents.

Frequency of overtime No. of respondents Percentage

Always 2 4
Often 14 28
Sometimes 24 48
Never 10 20
Total 50 100

Showing frequency of overtime work done by the

respondents
60
6 48
50
40
28
30 24
20
20 14
10
10 2 4

0
Always Often Sometimes Never

No.of respondents Percentage

INTERPRETATION:

20% of respondents say they never work overtime, while 48% say they occasionally do. 28% of
2
respondents say they frequently work extra, while 4% of respondents say they always do. The
corporation should refrain from assigning the staff overtime work because it will harm their
productivity.
14. Figure showing the effect of longer working hours on productivity.

Working hours No. of respondents Percentage

Strongly agree 23 46
Agree 15 30
Disagree 12 24
Strongly disagree 0 0
Total 50 100

Showing the effect of longer working hours on

productivity
6 46
50

40
30
30 23 24

20 15
12
10
0 0
0
Strongly agree Agree Disagree Strongly disagree

No.of respondents Percentage

INTERPRETATION:

12
According to 46% of respondents, working more hours can have a negative impact on their
2
productivity. 24% of respondents disagree with this statement, while 30% of respondents support
it. Since extended working hours have an adverse effect on productivity, the company should
adopt alternate strategies to modify staff work schedules.
15. Table showing work pressure when not working or while travelling to work.

Options No. of respondents Percentage

Yes 37 74
No 13 26
Total 50 100

Showing work pressure when not working or

while travelling to work
6 74
80
70
60
50
37
40
26
30
20 13
10
0
Yes No

No.of respondents Percentage

INTERPRETATIONS:

74% of respondents say they feel job pressure when they're not working or driving to work, yet
2
26% of respondents say they've never felt it. Due to the company's excessive workload,
employees are experiencing problems related to stress. This demonstrates how busy the
employees' jobs are.
16. Figure showing stress related diseases experienced by respondents.

Options No. of respondents Percentage

Yes 35 70

No 15 30

Total 50 100

Showing stress related diseases experienced by

respondents
6
80 70
70
60
50
35
40 30
30
20 15

10
0
Yes No

No.of respondents Percentage

INTERPRETATIONS:

Thirty percent of workers do not experience stress-related illnesses, compared to seventy percent
of workers who do. Increased workloads and overtime hours can contribute to stress-related
illnesses like obesity, heart disease, Alzheimer's disease, diabetes, depression, and
gastrointestinal issues, and asthma.
 5
17. Figure showing career prospects in the organization.

Options No. of respondents Percentage

Yes 38 76

No 12 24

Total 50 100

11
Showing career prospects in the organisation
76
80
70
60
50
38
40
30 24
20 12
10
0
Yes No

No.of respondents Percentage

INTERPRETATIONS:

1
24% of respondents disagree with the assertion that they have good career possibilities in the
7
organisation, which is held by 76% of respondents. Since every employee wishes to have a
1
successful career, the company should offer additional career opportunities. If the company
instills this desire in its employees' minds, it will show in their work.
 5
18. Figure showing the influence of career prospects on productivity.

Influence of career No of respondent Percentage

Not all influential 5 10
Less influential 12 24
Influential 25 50
Highly influential 8 16
Total 50 100

11
Influence of career prospects on productivity
60
50
50

40

30 24 25

20 16
10 12
8
10 5

0 1
Not all influential Less influential Influential Highly influential

Series1 Series2

INTERPRETATIONS:

According to 16% of respondents, when a company offers its employees solid career
7 1
prospects.They are more likely to put forth their best effort in support of the company's
expansion. The majority of respondents (50%) think that job prospects are important, while 24%
think that they are less important and 10% say that they are not at all important.
 5
19. Figure showing the effectiveness of work under stress related to work.

Effective ness of under pressure No. of respondents Percentage

1
Always 2 4
Sometimes 19 38
Most of the times 9 18
Never 20 40
Total 50 100

11
Effectiveness of work under stress related to work
45 40
38
40
35
30
25 20
19 18
20
15
9
10
4
5 2
0 1
Always Sometimes Most of the times Never

No.of respondents Percentage

INTERPRETATIONS:

1
40% of respondents state that they are unable to work under work-related stress, compared to
38% of respondents who can occasionally do so and 18% of respondents who can consistently do
7
so. Employees that are stressed cannot perform their jobs well, so the company should consider
some stress-relieving activities.
 1
20. Table showing the ability to work effectively under stress due to family.

Options No. of respondents Percentage

Yes 28 56

Partially 19 38

No 3 6

Total 50 100

11
Ability to work effectively under stress due to
family
60 56

50
38
40
28
30
19
20

10 6
3
0
Yes Partially No

No.of respondents Percentage

INTERPRETATIONS:

1
When they are unable to meet the needs of their family or are concerned about family issues,
5
56% of the respondents find it difficult to work effectively. 38% of the respondents only partially
1
agree with this statement, and 6% of the respondents believe that they never find it difficult to
work effectively due to family issues.
21. Figure showing top most priority of the respondents.

Top most priority No. of respondents Percentage

Career 14 28
Health 5 10
Family 20 40
Hobbies 2 4
Friendship 9 18
Total 50 100

Top most priority of respondents

45 40
40
35
28
30
25 20
18
20
14
15 10 9
10 5 4
5 2
0
Career Health Family Hobbies Friendship

No.of respondents Percentage

INTERPRETATION:

Family is the top priority for 40% of respondents, followed by careers for 28%, friendships for
18%, health for 10%, and hobbies for only 4% of respondents.
 5
22. Figure showing satisfaction level of respondents with their work life balance.

Satisfaction level No. of respondents Percentage

High satisfied 5 10
Satisfied 21 42
Dissatisfied 15 30
High dissatisfied 9 18
Total 50 100

1
Satisfaction level of respondents with their work
life balance
45 42
40
35 30
30
25 21
18
20 15
15 10 9
10 5
5
0
High satisfied Satisfied Dissatisfied High dissatisfied

No.of respondents Percentage

INTERPRETATION:

30% of respondents are dissatisfied with their work-life balance, and 18% are extremely
dissatisfied, compared to 42% who are content and 10% who are very satisfied.
 5
23. Figure showing the most impactful factor affecting the productivity of respondents.

Impactful factor No. of respondents Percentage

Longer working hours 12 24
Increased stress 7 14
1
Inability to spend time with family 20 40
Lack of good career prospects 4 8
Financial problems 2 4
5
Conflicts with colleagues 5 10
Total 50 100

Showing the most impactful factor affecting the

productivity of respondents
45 40
40
35
30 24
25 20
20 12 14
15 8 10
7 5
10 4 4
2
5
0
Longer Increased Inability to Lack of good Financial Conflicts with
working hours stress spend time career problems colleagues
with family prospects

No.of respondents Percentage

INTERPRETATION:

7
According to 24% of respondents, working longer hours has a negative impact on their
productivity. Increased Work-related stress is a barrier for 14% of respondents, while the
1
inability to spend time with family is a barrier for 40% of respondents. For 8% of the
respondents, a lack of promising job opportunities and financial difficulties are obstacles,
respectively. For 10% of the respondents, workplace conflicts and bad relationships with
5
coworkers are issues that have a negative impact on their productivity. None of the respondents
have more arguments to offer.
.

CHAPTER V
FINDINGS, SUGGESTIONS AND CONCLUSION
FINDINGS:

1
The study's major conclusions are based on an analysis and interpretation of data collected from
respondents through a questionnaire and researcher-led observations made during the research
process. The study found the following:

5
 Between the informal work group and other employees in this organisation, relations are
cordial. During the lunch break, during my management project period.
 I saw that the majority of the employees were seated together, regardless of their
departments, and they were having fun by telling jokes, discussing experiences, etc.
1
 The company is focusing more on hiring experienced young individuals between the ages
of 25 and 35, and its senior staff members are those who are over 40.
 Due to their lack of work experience, the company does not encourage applicants
between the ages of 20 and 25 to apply.
 The majority of workers in the retail industry are men, and the majority of them are
married. less than 6 hours

7
 In the company, no one worked less than 6 hours or more than 10 hours. The majority of
employees work standard office hours; however, some do so on occasion.
 Nearly half of the employees commute to the company in less than an hour from local
1 7
locations; the remaining employees must drive one to three hours to get to the company.
 Nearly all employees believe that missing time with their families is a result of their jobs,
although 8% of them claim that they have never missed a family event because of their
jobs.
 The majority of workers find it difficult to spend enough time with their families because
of work.
 Although some of the respondents believe that the company offers flexible working
1
hours, the company does not offer such a policy.
 No one is extremely satisfied with the company's leave policy, and the majority of
employees are dissatisfied with it.
 Many of the firm's employees are afflicted with stress-related illnesses.
 7
 The majority of workers believe that career opportunities will have an impact on
productivity.
 About 20% of the workforce never works overtime. The remaining workforce in the
company does so.
1
 The majority of respondents concur that they feel job pressure when at work or on the
way there, yet some of them claim never to have.
 The majority of respondents—50%—state that it is challenging for them to work
productively when their family's demands are unmet.
 The majority of respondents say they have a good balance between work and personal
life.
 The respondent's family, which made up more than half of their priorities, came first.

SUGGESTIONS:

 Since work-life balance is a crucial component of an employee's life, there is a very small
7
percentage of employees who are unable to manage their work and personal lives. These
1
individuals can benefit from awareness programmes about proper work-life balance, and
some of those individuals should receive additional attention by receiving life counselling
services.
 The majority of employees at the company are married, so women workers shouldn't be
required to work overtime because they must take care of the family. Therefore, the firm's
timetable needs to be set up so that it doesn't interfere with employees' ability to balance
their job and personal lives.
 The employees can also stop doing unnecessary activities that take up their time, such as
cutting back on their lunch break, which is currently one hour in length at the company.
They should also stop talking to one another incessantly, as this also takes up a lot of
their time.
 The company should offer accommodations to its workers who commute from distant
locations for up to three hours. If they are given housing close by, this time can be used
for work.
 Employees must be offered opportunities to attend family events. This can be done so
that each person makes an advance plan for their job and works diligently to finish their
tasks on time, even if they take a leave of absence.
 The majority of employees at the company are married, and since their workload prevents
them from spending time with their families, the company should refrain from assigning
work that will cut into their family time. As said in the aforementioned considerations,
the firm should schedule their time accordingly.
16
 Since every employee expects to have their family around them, the company should
make an effort to include the family members of the employees in their professional
functions. This will enhance employee productivity, which will be lucrative for the
company.
 Since the majority of employees are dissatisfied with the available counselling services,
the company needs to choose a suitable individual with the necessary expertise.
 The company should offer flexible working hours so that its employees can work more
hours and take time off for certain reasons.
 Maternity and paternity leave policies should be enhanced if the company can prolong
20
these leaves, since this will satisfy the workers who are dissatisfied with the leave policy.
 The company's leave policy should also be enhanced by setting up their timetable so that
employees can take leave by working appropriately on the days before their scheduled
leave during regular business hours.
 The number of employees with longer working hours will decrease as tasks are divided
among them. Longer working hours will impair employee productivity; as a result, they
should be reduced in order to promote staff productivity, which will raise employee
output and boost company profit.
 Since a lot of employees are afflicted with stress-related illnesses and work pressure, it
would be a good idea to organise some sort of entertainment programme among the staff
at least once a month to reduce their work pressure.
 By offering promotions, raises in pay, and other incentives, the company can give its staff
favourable career prospects, which will boost their output.
  By reducing their workload and providing them with academically-taught classes about
16
work-life balance, the company should work to prevent its employees from becoming
overworked because this will increase their output.89

CONCLUSION

This project study helped the researcher study both the theoretical and practical aspects. It is
evident from the survey that the corporation disbelieves in putting pressure on employees. The
business does not adhere to a strict work schedule or set of rules. The organisation promotes and
stimulates the employees and makes it simple for them to perform efficiently without pressure by
providing them with leave policies, welfare programmes, flexible work schedules, and other
perks.

However, the business may also take into account adding policies like job sharing and
employment rotation. Working from home not an option because technical staff is needed and
hours depend on expertise, especially for supervisors.

In order to continue motivating and keeping its personnel, the company should stick with its
current work-life policies and initiatives. Employee productivity can be increased by maintaining
a healthy work-life balance, which also makes it easier for the organisation to accomplish its
goals.