Looked at the theoretical aspects of Work Life Balance and studied the concerned PSU's HR practices. A detailed survey of 100-150 employees was undertaken to understand the organisation's WLB and suggestions were made on improving the balance

1. WORK LIFE BALANCE
IN AN INDIAN PSU*
*Name hidden due to confidentiality issues. Referred to as “THE STUDIED PSU”
throughout the project
Aakriti Agarwal
Shaheed Sukhdev College of Business
Studies
Delhi University

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Theoretical Introduction
Work-life balance has become a subject of concern for both research scholars and
business leaders in view of the contemporary demographic, technological, market,
and organisational changes associated with it. However, there has been little
academic attempt to provide a holistic picture of work-life balance benefits and
programmes (WLBPs) offered by various organisations in India.
Family-friendliness of employers in India have been reflected in various welfare
provisions which has been a matter of concern for employers since
industrialization. With time, the scope and coverage of such initiatives have
broadened and have become more individual growth and family well-being
oriented. Demographic changes as seen in the increasing number of women in the
workplace and dual career families have generated an increasingly diverse
workforce and a greater need of employees to balance their work and non-work
lives.In response to these changes, employers have introduced innovative practices
that allow employees to find greater work-life balance.
Work–life balance is a concept including proper prioritizing between "work"
(career and ambition) and "lifestyle" (health, pleasure, leisure, family and spiritual
development/meditation). Related, though broader, terms include "lifestyle calm
balance" and "lifestyle choices".
The work-leisure dichotomy was invented in the mid-1800s.
The expression
"work–life balance" was first used in the United Kingdom in the late 1970s to
describe the balance between an individual's work and personal life.
Interference between work and non-work responsibilities has a number of negative
outcomes that have been well established in the literature. In terms of job attitudes,
employees reporting high levels of both work-to-life and life-to-work conflict tend
to exhibit lower levels of job satisfaction and organizational commitment.
Behavioural outcomes of both directions of conflict include reduced work effort,
reduced performance, and increased absenteeism and turnover. Both work-to-life
and life-to-work conflict have also been associated with increased stress and

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burnout, cognitive difficulties such as staying awake, lack of concentration, and
low alertness, and reduced levels of general health and energy. While the majority
of work-life balance research focuses on employees' family responsibilities, there
are also a number of studies that recognize commitments to friends and community
groups, expanding the affected population to virtually all employees. The
implications for organizations are clear: work-life conflict can have negative
repercussions for employee performance.
A Glimpse Into THE STUDIED PSU’s HRD
The changing environment, rapid technological changes accelerated a paradigm
shift from licensed production to R&D based production strategies of co-
development , co-production, joint ventures, outsourcing, ancilliarisation, Public
private Partnership, focused diversification to civilian, export markets. The overall
objective of the Human Resource Development plan is to build a vibrant
performance and learning culture that meets the cthe studied PSUlenges of
customer, quality cost, delivery and excellence. Recruitment and retention of
competent human resources and develop high commitment and a sense of
belongingness to the Company.
HR Mission
"Enable all those working for THE STUDIED PSU to give their best to ensure
their all-round growth as well as that of the Organization"
Objectives
● Ensure availability of Total Quality People to meet the Organizational Goals
and Objectives.
● Facilitate continuous improvement in Knowledge, Skills and Competence
(Managerial, Behavioral and Technical).
● Promote a Culture of Learning, Innovation and Achievement with emphasis
on Integrity, Credibility and Quality.

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● Motivate workforce through empowerment of Individuals and Team-
building.
● Play a pivotal role directly and significantly to enhance Productivity,
Profitability and the Quality of Work Life.
Focus of HR Policy
● Competence Building
● Commitment
● Motivation
● Employee Relations
Competency Based Practices
People Development initiatives have taken a strategic role for driving business
results in THE STUDIED PSU. Competency framework has become the central
theme of numerous initiatives in THE STUDIED PSU to enhance the HR
processes and systems. To motivate the Officers, an accelerated Promotion Policy
was introduced to promote the high fliers with Assessment Centre Score as one of
the criteria for promotion to the post of Deputy General Manager & above.
A Behavioral Competency Model was developed in the Company with three major
groups and eleven competencies in three clusters that forms the basis for the
Competency Framework.
Assessment Centres are conducted for Officers in Grade VI & above. The
assessment centres help develop three types of skills: leadership, business and
operations. Officers from different divisions are sent batch wise for these
programmes. Competency Development Programmes are conducted at IIMs
Ahmedabad, Bangalore & Calcutta for such Officers with development needs.
THE STUDIED PSU has recently started a Leadership Development programme
which is a one year Module developed in collaboration with IIM Ahemdabad for
its Grade VII and above officers. The HR departments of various divisons
nominate employees for the programme and further selection is done by the THE
STUDIED PSU Corporate Office in Bangalore through interviews and other

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eligibility criterion. The programme includes classes. projects, industrial visits and
case based techniques of learning to develop strong leadership qualities in its upper
management.
Recruitment Induction of freshers in THE STUDIED PSU takes place in three
streams as Management/Design Trainees (Executives); Technician; and Diploma
Trainees (Workmen). The induction of meritorious and fresh Engineering
Graduates and other Professionals as Trainees is linked to each of the programs
with required background, competencies and skill sets.
Key Executives Meets are held regularly at gaps of two months, where the
members comprise of the THE STUDIED PSU Board of Directors, Chairman,
General Managers and Executive Directors. Such a platform ensures cross
divisional interaction and better integration of the organisation as a whole.
Learning & Development
THE STUDIED PSU strongly believes in continuous and effective training of the
employees at all levels and has various training and development programmes for
developing managerial and leadership capabilities in its personnel.
The objective is that learning should become an integral component of individual
professional development by:
● updating knowledge to avoid obsolescence
● enhancing creativity & innovation
● continuously identify potential for shouldering higher responsibilities
● enlarge market share through competitive advantage and strategic thinking
to take up challenges.
Training needs of the employees are identified through quarterly Performance
Appraisal Reports or by their Head of Department and employees then get trained
by the THE STUDIED PSU Management Academy or Technical Training Institute
depending on the type of training required. Circulars are received by the HR

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Department and forwarded to the respective Heads of the Departments who then
nominate suitable employees for the training programme taking into consideration
various factors including their age, qualifications, PAR rating, etc.
Management conferences are held not just for the HR but also for personnel
engaged in technical profiles in order to promote a managerial bent of mind and
ensure achievement of organisational goals as well as to increase productivity.
Knowledge Management, Coaching and Mentoring are Core Competence of
Organizations for coping with changes. THE STUDIED PSU has provided unique
opportunity to Officers to acquire higher qualifications by sponsoring them at
Cranfield-UK, IITs (Kanpur, Kharagpur, Madras & Roorkee), MDI, IMI Delhi,
IIMs, IISC, XIME, for various courses like MS, PhD, M.Tech, etc.
THE STUDIED PSU has also coordinated with the Project Management
Institution, USA, for training its employees for the esteemed Project Management
Professional Certification. THE STUDIED PSU has also trained its own PMP
certified faculty to further train its employees in this course. The Project
Management Institute held a Paper Based Test exclusively for THE STUDIED
PSU for which the clearance rate was a commendable 50% last year.
Performance Management System
Continuously improve people capabilities, for meeting the Company's goals. The
Performance Management System of Executives formulated on work planning and
Task (mutually agreed tasks), self-review and analysis, systematic review and
performance feedback ensures that the focus be on value adding activities.
Identification of Low performers and High performers enables performance
differentials for compensation & career development. There is a clearly defined
system of performance review for workmen.
Technological Integration Of HR Practices
There exists an online LAN portal, THE STUDIED PSU Single Sign On, for all
employees where they can update their status of the Mutually Agreed Tasks that
are assessed in a Performance Appraisal Review on a quarterly basis on the basis

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of which Job Rotation, Promotion, and other HRM decisions are made. Employees
can view their PAR report on HSS once they are uploaded by the HR department.
Promotions can be on the basis of IMS (Internal Merit Scheme) based on excellent
PAR ratings or DRC (Departmental Recognition Criterion).
The entire employee database is managed by an ERP package IFS where the HR
can easily assess complete inventories of the Employees like their Salary,
Addresses. Age, CTC, Job Description, Position, Performance Report,
Qualifications, Training History, Family and Dependents’ detail etc.
The IFS proves very handy in speeding up Application and Certification work
required by the employees on a frequent basis. This relief from paperwork enables
HRD to focus on strategic HRM and policy making, shifting focus from clerical or
routine HR work.
Stress Management Initiatives
Various programmes are organised by THE STUDIED PSU in collaboration with
other organisations for stress management of its employees. Examples of such
programmes include a residential programme conducted in collaboration with S
Vyasa (Swami Vivekanada Yoga Anusandhana Samsthana) for its middle and top
level management. THE STUDIED PSU also sponsors various Spiritual guidance
programmes like those by renowned Sri Sri Ravi Shankar for its personnel.
Other Major Initiatives
Initiatives like 360 Degree Feedback for Officers in Grade VII & higher,
Knowledge Management etc. are put in place. Getting the best out of people is the
primary thrust of HR, with facilitation mechanisms of Competency building,
Performance Management etc. The HR processes viz. Recruitment, Placement,
Compensation, Career Growth, Career Planning, Succession Planning etc. are
linked to the current and future projects of THE STUDIED PSU. THE STUDIED
PSU reviews the HR Policies from time to time and fine tunes them to align with
the constantly evolving Business Strategies of the Company.
THE STUDIED PSU Management Academy

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MA offers sustained life time opportunities for learning and development at all
levels - the personal, team, project, business and organizational, through both
standard and customized programs. It is continuously enhancing and enriching the
quality of the experiences of Learning & Development to create and meet a
demand for off-the-job learning of 5 days per annum for every officer. MA
provides an opportunity for exploring within oneself the potential for enlarge the
personal and organizational envelope.
The Learning & Development opportunities available at MA are categorized as
follows:
● Standard Programs: They offer the latest developments and advancements
in the area of technology & management and thus enable officers to shoulder
higher responsibilities and to think out of the box to resolve issues and cthe
studied PSUlenges faced by them in day-to-day activities. Titles include
Middle Management Development; Senior Managers; Advanced
Management (with modules covering Strategic Management, Business
Management, Finance Management & Leadership), Contracts,
Communication & Presentation, Lean, Quality, etc.
● Alignment Workshops: They are specifically oriented towards Divisions
and ultimately aimed at achieving Divisional / Company’s goals. The
workshop series include Vision Workshops, Strategic Policy Deployment,
Kaizen etc
● Computer Based Programs: They offer to develop excellence in the use of
software tools such as Advanced MS Excel, MS Projects, MATLAB, MINI
TAB, etc.
● Certification Programs: Certification programs are developed by MA in
association with professional bodies in Financial Management, Project
Management, English Language, Six Sigma (Black Belt), etc.
● Division Specific Programs: Programs specific to divisions such as
Geometrical Dimensioning & Tolerancing, TRIZ, Mentoring, etc. are
offered in the Divisions.
● Senior / Corporate Level Programs: Leadership Excellence, Business
Excellence and Operational Excellence programs are conducted in

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association with IIMs. International Contracts & Negotiations program is
conducted in partnering with NLSIU.
● Functional (Technical Programs) & Functional Excellence Programs:
To achieve professional excellence, a few functional (technical) programs
are offered such as Basics of Aircraft Technology, Aircraft Mechanical
Systems, Aircraft Avionics System, Aircraft Assembly & Testing,
Technology Management, Flight Safety & Accident Investigation, Network
Administration, Safety & Plant Maintenance, Quality (AS 9100C),
Structural & System Design, etc. Some of these programs are sought by
other Aerospace Organizations.
● Conferences / Workshops / Seminars: Intra-THE STUDIED PSU
Conferences/Workshops/Seminars on current topics, relevant to aerospace
industry are conducted in Manufacturing Excellence, SCM, PLCM,
Technical Manual Writing, etc.
● Other Programs: Programs such as Women Empowerment, Post
Retirement Planning, Impact of Competition, HR for Line Managers,
Refresher Programs for Management and Design Trainees, are also offered
regularly.
Faculty for training programs at MA are selected both from inside THE STUDIED
PSU and from the industry or academia outside to bring a mix of knowledge, skills
and capabilities. The core competence of the faculty team is to assess the training
needs proactively and create programs for the future needs of the company and to
respond quickly to the customized requirements of internal customers.
Active participation as faculty at MA by Executive Directors, General Managers
and other senior officers as well as retired officers enhances the learning through
creating channels for sharing knowledge, experience and wisdom.
The programs are designed with a blend of classroom and outdoor activities. Case
studies, group exercises, presentations by participants, games and a few
psychometric tests are part of MA training programs.

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Out Bound Learning are also included in a few of the programs. Pre-test & post-
test are conducted and initiation of implementation of the learning is structured
into the training programs. Individual and group action plans are the means to
transfer learning from the classroom to the workplace.
Organisational Culture
THE STUDIED PSU believes in striving for improvement in every activity
involved in our business by pursuing and encouraging risk-taking, experimentation
and learning at all levels within the company with a view to achieving excellence
and competitiveness. THE STUDIED PSU believes in achieving harmony in work
life through mutual trust, transparency, co-operation and a sense of belonging. It
strives for building empowered teams to work towards achieving organisational
goals.

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Work Life Balance
Causes of Work-Life Imbalance
Most recently, there has been a shift in the workplace as a result of advances in
technology. Increasingly sophisticated and affordable technologies have made it
more feasible for employees to keep contact with work. Employees have many
methods, such as emails, computers, and cell phones, which enable them to
accomplish their work beyond the physical boundaries of their office. Employees
may respond to an email or a voice mail after-hours or during the weekend,
typically while not officially "on the job". Researchers have found that employees
who consider their work roles to be an important component of their identities will
be more likely to apply these communication technologies to work while in their
non-work domain.
Some theorists suggest that this blurred boundary of work and life is a result of
technological control. Technological control "emerges from the physical
technology of an organization". In other words, companies use email and distribute
smartphones to enable and encourage their employees to stay connected to the
business even when they are not in the office. This type of control, replaces the
more direct, authoritarian control, or simple control, such as managers and bosses.
As a result, communication technologies in the temporal and structural aspects of
work have changed, defining a "new workplace" in which employees are more
connected to the jobs beyond the boundaries of the traditional workday and
workplace.The more this boundary is blurred, the higher work-to-life conflict is
self-reported by employees.
Employee assistance professionals say there are many causes for this situation
ranging from personal ambition and the pressure of family obligations to the
accelerating pace of technology. According to a recent study for the Center for
Work-Life Policy, 1.7 million people consider their jobs and their work hours
excessive because of globalization.

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In the study, Work-Family Spillover and Daily Reports of Work and Family Stress
in the Adult Labor Force , researchers found that with an increased amount of
negative spillover from work to family, the likelihood of reporting stress within the
family increased by 74%, and with an increased amount of negative spillover from
family to work the likelihood to report stress felt at work increased by 47%.
It is clear that problems caused by stress have become a major concern to both
employers and employees. Symptoms of stress are manifested both physiologically
and psychologically. Persistent stress can result in cardiovascular disease, sexual
health problems, a weaker immune system and frequent headaches, stiff muscles,
or backache. It can also result in poor coping skills, irritability, jumpiness,
insecurity, exhaustion, and difficulty concentrating. Stress may also perpetuate or
lead to binge eating, smoking, and alcohol consumption.
Workload
In an occupational setting, dealing with workload can be stressful and serve as a
stressor for employees. There are three aspects of workload that can be stressful.
● Quantitative workload or overload: Having more work to do than can be
accomplished comfortably.
● Qualitative workload: Having work that is too difficult.
● Underload: Having work that fails to use a worker's skills and abilities.
Workload has been linked to a number of strains, including anxiety, physiological
reactions such as cortisol, fatigue, backache, headache, and gastrointestinal
problems.
Workload as a work demand is a major component of the demand-control model of
stress.This model suggests that jobs with high demands can be stressful, especially
when the individual has low control over the job. In other words control serves as a
buffer or protective factor when demands or workload is high. This model was
expanded into the demand-control-support model that suggests that the
combination of high control and high social support at work buffers the effects of
high demands.

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As a work demand, workload is also relevant to the job demands-resources model
of stress that suggests that jobs are stressful when demands (e.g., workload) exceed
the individual's resources to deal with them.
Status
A person's status in the workplace can also affect levels of stress. While workplace
stress has the potential to affect employees of all categories; those who have very
little influence to those who make major decisions for the company. However, less
powerful employees (that is, those who have less control over their jobs) are more
likely to suffer stress than powerful workers. Managers as well as other kinds of
workers are vulnerable to work overload.
The Ideal Worker Dilemma and Gender Issues
Work-life conflict is not gender-specific. However, because of the social norms
surrounding each gender role, and how the organization views its ideal worker,
men and women handle the work-life balance differently. Organizations play a
large part in how their employees deal with work-life balance. Some companies
have taken proactive measures in providing programs and initiatives to help their
employees cope with work-life balance.
Work-life conflict may come from organizational norms and ideologies. As a
macro structure, the organization maintains the locus of power. Organizations,
through its structure, practices, symbols and discourse, create and reproduce a
dominant ideology. The dominant ideology is what drives organizational power
and creates organizational norms.
At the top of the organizational hierarchy, the majority of individuals are males,
and assumptions can be made regarding their lack of personal experience with the
direct and indirect effects of work-family conflict. For one, they may be unmarried
and have no thought as to what "normal" family responsibilities entail. On the
other hand, the high-level manager may be married, but his wife, due to the
demands of the husband’s position, has remained at home, tending solely to the
house and children. Ironically, these are the individuals creating and reforming
workplace policies.

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Workplace policies, especially regarding the balance between family/life and work,
create an organizational norm in which employees must fall into. This type of
organizational behavior, contributes in some ways to the structuring of
organizational reality, and hence organizational power.
The reality of what employees experience, specifically in regards to work-life
balance, is a direct result of power operating covertly through ideological controls.
This is seen in the ideological norm of the "ideal worker." Many organizations
view the ideal worker as one who is committed to their work above all else. "Ideal
workers" are those that demonstrate extra-role behaviors, which are seen as
positive attributes.
Alternatively, those who are perceived as having to divide their time (and their
commitments) are seen not as dedicated to the organization. As research has
shown, a manager’s perception of a subordinate’s commitment to the organization
is positively associated with the individual’s promotability.
Often, these perceptions are placed on the female worker. Managers who perceived
their female employees of maintaining high work-family conflict were presumed
as not as committed to the organization, therefore not worthy of advancement. This
negatively impacts working mothers as they may be inaccurately perceived to have
less commitment to their organizations than their counterparts, their advancement
in organizations may be unfairly obstructed.
Working mothers often have to cthe studied PSUlenge perceptions and stereotypes
that evolve as a working woman becomes a working mother. The moment when
she becomes a mother, a working woman is held at a completely different norm
than her childless colleagues. On the other hand men who became fathers were not
perceived as any less competent, and in fact, their perceived warmth increased.
The ways in which corporations have modelled the "ideal worker" does not
compliment the family lifestyle, nor does it accommodate it. Long hours and near
complete devotion to the profession makes it difficult for working mothers to
participate in getting ahead in the workplace. A Fortune article found that among
the most powerful women in business (female CEOs, presidents and managing
directors of major corporations), 29 percent were childless compared to 90 percent
of men who were parents.

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Should a woman seek a position of power within an organization, she must
consider the toll on other facets of her life, including hobbies, personal
relationships and families. Many executive jobs require a substantial amount of
overtime, which as a mother, many cannot devote because of family obligations.
Consequently, it is nearly impossible for a working mother in a top management
position to be the primary caretaker of her child. Work life balance should be
maintained for an efficient and effective life.
Men know that work alone may not provide their lives with meaning. Young men
can lose their meaning of life; they want a balance between paid work and personal
attachments without being victimized at work. More men are realizing that work is
not their only primary source of fulfillment from life. More men are looking for
alternatives to their 40-hour workweek in order to spend more time with their
family. Though working less means a smaller paycheck and higher stress levels,
men are looking for flexibility just as much as women. However, with an ever-
changing society, flexibility is becoming much more apparent. It seems that some
traditional stereotypes are starting to lessen just a bit in terms of who’s responsible
for care of the children” says human resource specialist Steve Moore.
Traditionalism is becoming less frequent due to what’s actually practical for each
individual family.
Men often face unequal opportunity to family life as they are often expected to be
the financial supporter of the family unit, the masculine ideal of a worker
unencumbered by caregiving obligations is built into workplace structures and
patterns of reward.
For many employees today—both male and female—their lives are becoming
more consumed with a host of family and other personal responsibilities and
interests. Therefore, in an effort to retain employees, it is increasingly important
for organizations to recognize their balance.
Many people expose themselves unsolicited to the so-called job stress, because the
"hard worker" enjoys a very high social recognition. These aspects can be the
cause of an imbalance in the areas of life. But there are also other reasons which
can lead to such an imbalance.

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The psychological strain, which in turn affects the health, increases due to the
strong pressure of time, but also by the complexity of work, growing
responsibilities, concern for long-term existential protection and more. The
mentioned stresses and strains could lead in the long term to irreversible, physical
signs of wear as well as to negative effects on the human cardiovascular and
immune systems.
OECD Better Life Index
An important aspect of work-life balance is the amount of time a person spends at
work. Evidence suggests that long work hours may impair personal health,
jeopardize safety and increase stress. OECD’s Better Life Index is a reputed
estimate of standard of living across countries. One of the predictors among these
is Work Life Balance, which OECD determines by calculating numbers of
employees working more than 50 hours per week, ie. employees working very long
hours; the other determinant is Time devoted to Leisure and Personal Care. The
more people work, the less time they have to spend on other activities, such as
personal care or leisure. The amount and quality of leisure time is important for
people’s overall well-being, and can bring additional physical and mental health
benefits. Personal care includes eating, sleeping, etc. and leisure means socialising
with friends and family, hobbies, games, computer and television use, etc.
Employer’s Responsibility
Companies have begun to realize how important the work-life balance is to the
productivity and creativity of their employees. Employees who are more
favourable toward their organization’s efforts to support work-life balance also
indicated a much lower intent to leave the organization, greater pride in their
organization, a willingness to recommend it as a place to work and higher overall
job satisfaction.
Employers can offer a range of different programs and initiatives, such as flexible
working arrangements in the form of part-time, casual and telecommuting work.
More proactive employers can provide compulsory leave, strict maximum hours

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and foster an environment that encourages employees not to continue working
after-hours.
Stress Management
Many businesses today have begun to use stress management programs for
employees who are having trouble adapting to stress at the workplace or at home.
Many people have spill over stress from home into their working environment.
There are a couple of ways businesses today try to alleviate stress on their
employees. One way is individual intervention. This starts off by monitoring the
stressors in the individual. After monitoring what causes the stress, next is
attacking that stressor and trying to figure out ways to alleviate them in any way.
Developing social support is vital in individual intervention, being with others to
help you cope has proven to be a very effective way to avoid stress. Avoiding the
stressors all together is the best possible way to get rid of stress but that is very
difficult to do in the workplace. Changing behavioral patterns, may in turn, help
reduce some of the stress that is put on at work as well.
Employee assistance programs can include in-house counseling programs on
managing stress. Evaluative research has been conducted on EAPs that teach
individual stress control and inoculation techniques such as relaxation,
biofeedback, and cognitive restructuring. Studies show that these programs can
reduce the level of physiological arousal associated with high stress. Participants
who master behavioral and cognitive stress-relief techniques report less tension,
fewer sleep disturbances, and an improved ability to cope with workplace stressors.
Another way of reducing stress at work is by simply changing the workload for an
employee. Some may be too overwhelmed that they have so much work to get
done, or some also may have such little work that they are not sure what to do with
themselves at work. Improving communications between employees also sounds
like a simple approach, but it is very effective for helping reduce stress. Sometimes
making the employee feel like they are a bigger part of the company, such as
giving them a voice in bigger situations shows that you trust them and value their
opinion. Having all the employees mesh well together is a very underlying factor
which can take away much of workplace stress. If employees fit well together and

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feed off of each other, the chances of lots of stress is very minimal. Lastly,
changing the physical qualities of the workplace may reduce stress. Changing
things such as the lighting, air temperature, odor, and up to date technology.
Intervention is broken down into three steps: primary, secondary, tertiary. Primary
deals with eliminating the stressors all together. Secondary deals with detecting
stress and figuring out ways to cope with it and improving stress management
skills. Finally, tertiary deals with recovery and rehabbing the stress all together.
These three steps are usually the most effective way to deal with stress not just in
the workplace, but overall.
Employers are finally recognizing workplace stress is a serious health hazard,
potentially leading to such problems as headaches, back pain, anxiety, insomnia,
substance abuse, high blood pressure, obesity and eventually to even more serious
problems such as burnout and exhaustion, heart disease, strokes and diabetes.
Wellness Programmes
HR can help by implementing effective employee wellness programs that help
employees manage and eliminate stress in their work and personal lives. Such
initiatives include employee assistance programs (EAPs), stress management
workshops, fitness subsidies or on-site gyms and workplace massage days. Also of
significance are programs designed to save employees time such as corporate
cafeterias, on-site amenities such as dry cleaners, post offices, pharmacies and
even employee concierge services.
Flexible work arrangements, such as telecommuting, flexible hours, part-time work
and job-sharing can also help employees maintain work-life balance. Occasionally
being able to work from home and a certain degree of flexibility around where and
when the employee can complete his work can certainly help balance work and
family commitments.
It’s also important to coach and train managers on having reasonable expectations
of employees. As a manager, it may even be necessary at times to provide

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coaching to employees and gently convince them they may have bitten off more
than they can chew.
Research suggests that line managers play a pivotal role in workplace stress
management. This means that, for employers to reduce and manage workplace
stress effectively, they need to ensure that managers demonstrate the skills and
behaviours that allow them to manage their staff in ways that minimise work-
related stress.
Reflections on barriers and facilitators of positive manager behaviour and
behaviour change. Barriers to managers displaying positive behaviours
The barriers perceived by managers fell into four categories: individual level,
organisational/other level, team/relationship level and personal barriers.
• Individual-level work barriers identified by managers include workload, short-
term deadlines and demands, conflicting priorities, lack of resource and pressure
from above.
• Organisational/other-level work barriers include bureaucracy, organisational
processes, IT issues, excessive use of email, government-level/legislative
requirements and inability to share all information with team members.
• Team/relationship-level barriers include competency/poor performance issues
and team member attitude/behavioural problems.
• Personal barriers include personal/home-life issues, own levels of stress and
pressure and perceptions of lack of competence and confidence as a manager.
Ensuring Work Life Balance
Employers’ concern for employees’ family lives is not a recent phenomenon.
Employers have been providing various welfare measures such as good working
conditions, health, safety, and security provisions to employees since
industrialization.
These welfare practices became norms of most factories and organisations either as
a result of employers’ pragmatic concern foremployees and their families or
unions’ conscious bargain for employee welfare. In true sense, World War II
brought a considerable interest in employee work-family issues worldwide because

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of the increase of women employees in defense industries which led the federal
government to provide facilities such as child care facilities. Post war era saw the
increase of government mandated provisions being offered to employees such as
health and life insurance, social security like pension plans, and disability
protection in forms of worker’s compensation for accidents, and diseases
institutionalizing the notion that employers had at least some obligations to provide
security to employees’ families. In due course of time employers’ family-
friendliness has gone beyond providing mere welfare provisions.
Though, work-life balance as a concept has got considerable attention and as a
campaign has been practiced by various organisations as a matter of policy and
strategy, still we are not sure of what constitutes WLBPs. Some organisations
provide abundle of policies and programmes such as alternative work
arrangements, leave policies, child-care centers while some provide services such
as gymnasiums and recreation facilities at work in the name of WLBPs. We are not
sure if the policies and practices are similar across organisations. Since employee
work-life balance as a concept has got recognition from employers and HR
managers in India only in recent years, the organisational initiatives in this regard
are hardly known. Nevertheless the organisation studied has been a pioneer and
from the very beginning inculcated care for its employees welfare as its basic
principle.
Work-life balance practices will assist employees in balancing their work and
family demands, which can in turn lead to enhanced employee productivity and
significant business improvements. By enabling employees to schedule their time
in order to better balance competing demands from work and from home, and by
helping employees to procure third-party assistance with caregiving
responsibilities, such practices are intended to reduce or eliminate levels of work-
life conflict, and thereby augment employee performance and organizational
effectiveness.
Although employers often define work-family integration as a parenting or
dependent care issue, over time, many firms are broadening the policies and
practices to support employees’ participation in many life roles and even personal
developments. There is a growing recognition of the need to support not only those

21. WORK LIFE BALANCE
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21
with visible family needs and responsibilities (e.g., working mothers having child
care responsibilities), but all employees at many life stages who may experience
work-life stresses regardless of their family status. Earlier, adoption of WLBPs has
largely been viewed as practical response to the increasing proportion of women
employees in the workforce, employees with caring responsibilities and the
problems such as absenteeism, turnover associated with that.However, in recent
years, adoption of such programs and policies are being considered as a part of
‘high commitment work systems’ required for ensuring high levels of employee
commitment and innovation. WLBPs are increasingly being considered as
strategic, innovative, crucial and progressive

22. WORK LIFE BALANCE
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Data Analysis and Interpretation
Total number of officers surveyed - 50
Demographic Breakdown of the Survey
Gender:
Male 40
Female 10
Grade:
Grade
Number of
Respondents
Grade I 0
Grade II 0
Grade III 0
Grade IV 18
Grade V 16
Grade VI 7
Grade VII 3
Grade VIII 0
Grade IX 0
Grade X 0
Unspecified 6
Total 50
Grade four and above were considered for the survey as they are the ones that the
organisation focuses on in terms of stress management etc.

23. WORK LIFE BALANCE
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Experience (in
years)
Number of
Respondents
Less than 5 9
5 to 10 11
10 to 15 5
15 to 20 16
20 to 25 1
25 to 30 7
30+ 1
Total 50
We can see that majority of the respondents have an experience of 15 to 20 years
showing that employees stay with the organisation for quite some time and the
retention strategies are in place. Perhaps people like being here, this could also
indicate high job security and therefore more satisfaction for the employees.

24. WORK LIFE BALANCE
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Age-wise breakup:
Age
Number of
Respondents
25-30 1
30-35 9
35-40 7
40-45 15
45-50 5
50-55 5
55-60 2
Not Specified 6
Total 50
Majority of the respondents are of the 40-45 age bracket, which is very ideal for
the middle level management. Although, the organisation can try to identify and
groom young talent better to enfuse fresh minds into the middle and top level
management as well through proper succession planning.

25. WORK LIFE BALANCE
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25
The respondents were asked how many number of hours the employees work. The
office’s official timings are 07:00 am to 03:00 pm with half an hour of break from
11:30 am to 12:00 pm, six days a week.
Hours Worked
Number of
Respondents
Less than 8 hours 4
8 hours 9
8 to 9 hours 30
More than 9 hours 7
Total 50
One major point is that many respondents opined that a 6 day week is too hectic
and gets in the way of proper work life balance, therefore management should
consider the prospect of a 5 day week, even if that entails one hour extra on the 5
working days for the employees.
Marital Status
Number of
Respondents
Married 46
Undetermined 4
Total 50
Number of
Children
Number of
Respondents
0 7
1 22
2 21
Total 50

26. WORK LIFE BALANCE
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26
The respondents were asked to rate the degree to which they agreed with the
statements in the questionnaire. Following are the responses.
I don’t have to carry much office work to home
Statement
Number of
Respondents
Strongly Agree 10
Agree 28
Agree to a Certain
Extent 10
Disagree to a Certain
Extent 1
Disagree 0
Strongly Disagree 0
Unspecified 1
Total 50
This is perhaps, the single most indicator of a stress free job. 96% of the employees
(48 in number) agree to a certain extent or more that they don’t have to carry work
to home. In most private organisations people end up working even after they
reach home till very late at night. This piles on lots of stress and excessive time
spent on the laptop hurts the neck, spine, eyes and causes anxiety, sleep disorders,
etc. But employees of this organisation have better chances of escaping this.
A notable point is, this is a Ministry of Defense Public Sector Undertaking and
there are very stringent security rules in place because of confidentiality and
sensitivity of information. Because of this, employees are not even allowed mobile
phones, or any memory devices such as pen drives, CDs etc. This is a major reason
why that office and home life end up being so individual. One CANNOT take most
of their work home and MUST complete it within office hours. This maintains
strict discipline in employees and lets them go home tension free.

27. WORK LIFE BALANCE
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I am recognised and rewarded for my performance and initiatives accordingly
Statement
Number of
Respondents
Strongly Agree 1
Agree 15
Agree to a Certain
Extent 21
Disagree to a
Certain Extent 5
Disagree 5
Strongly Disagree 3
Unspecified 0
Total 50
Majority of the respondents (42%) agree to a certain extent that they are recognised
and rewarded for their performance. However, this data is largely skewed.
Although the number of dissatisfied employees is less, management should still
look into the matter and see why employees feel discontented. Rewards and
Recognition is perhaps the single most important thing after Compensation that
most people have as one of their top concerns and so any mismatch that employees
may have from their management’s viewpoint must be identified and corrected.
Perhaps they aren’t clear on their job profile and hence end up working hard but
still not get the right results.
The organisation provides for my personal growth (opportunity for higher
education, training, etc) at all levels and age groups
Statement
Number of
Respondents

28. WORK LIFE BALANCE
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28
Strongly Agree 2
Agree 29
Agree to a Certain
Extent 14
Disagree to a
Certain Extent 3
Disagree 1
Strongly Disagree 1
Unspecified 0
Total 50
Again, this is very favourable that the majority officers agree they are being
provided for in terms of Actualisation needs. In the Maslow Need Hierarchy
theorum, the highest needs of an individual are his actualisation needs or needs for
personal growth, development and the feeling of having achieved something.

29. WORK LIFE BALANCE
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29
The training and development facilities provided to me are effective and help
me improve my productivity
Statement
Number of
Respondents
Strongly Agree 1
Agree 24
Agree to a Certain
Extent 15
Disagree to a
Certain Extent 6
Disagree 2
Strongly Disagree 2
Unspecified 0
Total 50
As with the above question, we can see now, not only is the training given
sufficiently, but also, majority of the people, nearly 80% agree to a certain extent
or more that the training is also effective for them and helps them do their job
better.

30. WORK LIFE BALANCE
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30
The organisation arranges for sessions by financial experts to help me with
my financial planning and knowhow
Statement
Number of
Respondents
Strongly Agree 0
Agree 3
Agree to a Certain
Extent 11
Disagree to a
Certain Extent 6
Disagree 20
Strongly Disagree 10
Unspecified 0
Total 50
The data is very dispersed ranging from Agree to Strongly Disagree. An alarming
60% of the employees firmly feel that the organisation doesn’t do much in terms
of personal finance planning for the employees. Although, the company has PPF,
Insurance, Medical and other benefits, it should also take steps to educate its
employees on efficient financial planning. It doesn’t cost much to get expert
financial planners’ seminars, when you compare the cost to the monumental
benefits that the organisation’s thirty four thousand employees put together can
reap if they are well versed in the matters of personal finance.

31. WORK LIFE BALANCE
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31
I get adequate housing facility through the organisation to reduce commuting
time.
Statement
Number of
Respondents
Strongly Agree 0
Agree 14
Agree to a Certain
Extent 16
Disagree to a
Certain Extent 3
Disagree 10
Strongly Disagree 5
Unspecified 2
Total 50
Although 60% of the employees feel they get adequate housing facility, but still
30% are dissatisfied. This perhaps indicates that the housing facility in itself is
good, but many officers are unable to get those facilities due to shortage of the
number of staff quarters. Perhaps this can be looked into by the senior
management.

32. WORK LIFE BALANCE
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32
The exercise/spiritual guidance programmes organised by the organisation
(Sri Sri Ravishankar programme, yoga, etc) help me reduce my stress levels
Statement
Number of
Respondents
Strongly Agree 3
Agree 4
Agree to a Certain
Extent 14
Disagree to a
Certain Extent 7
Disagree 10
Strongly Disagree 8
Unspecified 4
Total 50
Although such programs organised are less in number, they are largely effective.
But we see the data is widely dispersed, almost in a bell shape. This could also be
due to the fact that many of the respondents have not actually even participated in
such programs before. The HR could look at training its own officers for Yoga or
Spiritual well being and have in-house sessions itself. This would not only cut
costs and stress levels, but also create a greater feeling of belongingness among the
employees.

33. WORK LIFE BALANCE
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33
I am satisfied with the recreation facilities provided by the organisation for
my spouse and children
Statement
Number of
Respondents
Strongly Agree 0
Agree 7
Agree to a Certain
Extent 11
Disagree to a
Certain Extent 5
Disagree 18
Strongly Disagree 6
Unspecified 3
Total 50
Most of the employees are a little dissatisfied when it comes to recreational
facilities. A point to be noted is, Bangalore has many divisions, and people live as
far as 25 km away from the organisation. This means they are many a times unable
to make it to social events, or avail facilities like swimming, jogging track, sports
complex etc that are situated in or near the division premises. This could be a
reason for nearly 48% of the employees feeling discontented with the recreational
facilities provided by the organisation for the dependents.

34. WORK LIFE BALANCE
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34
I am satisfied with the schooling the organisation provides for my children
Statement
Number of
Respondents
Strongly Agree 1
Agree 10
Agree to a Certain
Extent 13
Disagree to a
Certain Extent 3
Disagree 10
Strongly Disagree 8
Unspecified 5
Total 50
Satisfaction for the schooling facility is equally spread for positive and negative. In
the comments section of the questionnaire distributed, two respondents opined that
the schooling facilities aren’t up to the mark. A metropolitan city like Bangalore
has very competitive schools and perhaps this is why THE STUDIED PSU Public
School ends up being outshined by the fancy private schools.

35. WORK LIFE BALANCE
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35
I am satisfied with the health care benefits provided by the organisation
during and after my service
Statement
Number of
Respondents
Strongly Agree 3
Agree 17
Agree to a Certain
Extent 21
Disagree to a
Certain Extent 3
Disagree 5
Strongly Disagree 1
Unspecified 0
Total 50
THE STUDIED PSU strongly believes that a healthy employee is a productive
employee and this shows in the employees’ opinion as well, for nearly 82%
employees agree to having adequate medical facilities.

36. WORK LIFE BALANCE
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36
I am satisfied with the welfare facilities (regarding pension, causality,
superannuation) of the organisation.
Statement
Number of
Respondents
Strongly Agree 2
Agree 28
Agree to a Certain
Extent 18
Disagree to a
Certain Extent 1
Disagree 1
Strongly Disagree 0
Unspecified 0
Total 50
This shows people feel the organisation will support them even after they have
terminated their services. This makes employees feel secure and want to work for
the organisation for long periods. This is why we see such high number of people
with 15 or more years of experience with THE STUDIED PSU.

37. WORK LIFE BALANCE
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37
My workload and responsibilities are in accordance with my authority and
position in the organisation
Statement
Number of
Respondents
Strongly Agree 3
Agree 21
Agree to a Certain
Extent 16
Disagree to a
Certain Extent 2
Disagree 6
Strongly Disagree 2
Unspecified 0
Total 50
Again most of the people feel the workload is adequate and commensurate with
their authority and position in the organisation. A proper Matrix hierarchy is
followed in the organisation and this ensures equitable and justified distribution of
work. We can see 80% of the employees agree to having commensurate workload
as per their position.

38. WORK LIFE BALANCE
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38
I am able to devote enough quality time to my family
Statement
Number of
Respondents
Strongly Agree 6
Agree 28
Agree to a Certain
Extent 11
Disagree to a
Certain Extent 2
Disagree 3
Strongly Disagree 0
Unspecified 0
Total 50
Most of the people are able to give enough quality time at their homes. This is
directly related to the statistics for them not having to take back much work to
home after office hours.However most people stressed in the comments section
that they really need a 5 day week to better bond with their families and take care
of personal needs as well as tasks.

39. WORK LIFE BALANCE
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39
The organisation provides me enough opportunity to engage with my
colleagues informally (cultural programmes, games, sports, events, etc)
Statement
Number of
Respondents
Strongly Agree 0
Agree 18
Agree to a Certain
Extent 12
Disagree to a
Certain Extent 8
Disagree 10
Strongly Disagree 2
Unspecified 0
Total 50
Most of the employees (60%) agree that they get to engage with their colleagues
informally. Although some people (24%) disagree too. Perhaps this can be looked
into. The organisation can organise sports meets etc to create more of team spirit,
and informal ties. This will also help in keeping employees fit and free from stress.

40. WORK LIFE BALANCE
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40
I get enough time to participate in the officers'/ladies' club
Statement
Number of
Respondents
Strongly Agree 0
Agree 8
Agree to a Certain
Extent 6
Disagree to a
Certain Extent 14
Disagree 18
Strongly Disagree 4
Unspecified 0
Total 50
Although officers clubs and associations and ladies club exist, most of the people
don’t get time to participate in such activities. This could be because they don’t get
time from their family or also because they live quite far away and find it
inconvenient to come all the way to the division premises again on holidays or
after office hours to interact and engage with their colleagues.

41. WORK LIFE BALANCE
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41
I feel vacation deprived (not even one vacation in a year)
Statement
Number of
Respondents
Strongly Agree 7
Agree 6
Agree to a Certain
Extent 9
Disagree to a
Certain Extent 5
Disagree 17
Strongly Disagree 5
Unspecified 1
Total 50
These statistics are quite dispersed. Although majority 34% respondents disagree
and feel they do get some vacation time, yet 44% also agree to some or a larger
extent that they feel vacation deprived. Although the organisation gives various
types of leaves, compulsory, vacation, leave travel etc,it could also try to organise
kick offs where employees and their families can go together on a package tour to
a vacation destination once in a year. As you reach higher and higher in the
management ladder, even if you have holidays you don’t have time to actually
avail the leaves. By organising such a trip, even if the officers have to pay on their
own, a lot of employees will sign up for such a vacation and this would not only
help them relax and bond with their families but also create much needed informal
ties with their colleagues and even their families. Thus creating a feeling of
belongingness and of fraternity in the employees.
I get sufficient time to manage my morning/evening walk or light exercises

42. WORK LIFE BALANCE
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42
Statement
Number of
Respondents
Strongly Agree 3
Agree 16
Agree to a Certain
Extent 13
Disagree to a
Certain Extent 8
Disagree 4
Strongly Disagree 5
Unspecified 1
Total 50
Although majority people do get time to walk and care for their health, but having
a 7 am entry time is a little harsh on the employees, for this was also mentioned
quite a few times in the questionnaires that the timings should start from 8 or 8:30
am in the morning instead.

43. WORK LIFE BALANCE
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43
I end up bringing work stress to home and it affects my family life
Statement
Number of
Respondents
Strongly Agree 2
Agree 8
Agree to a Certain
Extent 10
Disagree to a
Certain Extent 14
Disagree 15
Strongly Disagree 1
Unspecified 0
Total 50
People have a central tendency for this statement. Perhaps a little bit of stress is
normal and everyone brings it into their personal lives. It could also be a seasonal
influence. For example, year end is a very hectic time for finance department,
quarter and year ends are hectic for HR, etc. Management can try and organise a
little party or get together after such peak stressful and hectic periods to help
employees let off the steam.

44. WORK LIFE BALANCE
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44
The organisation encourages initiatives for innovation and my immediate
superiors are willing to implement them
Statement
Number of
Respondents
Strongly Agree 1
Agree 26
Agree to a Certain
Extent 14
Disagree to a
Certain Extent 4
Disagree 2
Strongly Disagree 3
Unspecified 0
Total 50
This is a very heart-warming and positive sight. Generally people think of PSUs
and think that people will take things slowly, work will be less, traditional practises
and rule of thumb will be the norm. But that’s not the story. From the responses
and also from my personal experience, I felt ARDC was a pretty lively division,
with colourful walls, bright rooms, whiteboards with Tasks spelled out clearly in
all managers’ rooms, you could see performance was the focus here. Be it the
usage of Single Sign on, or ERP for HR Management, or 360 degree appraisal
mechanism, you can observe the wave of change and of upward movement in the
organisation. Perhaps this is what makes this organisation a Navratna company.

45. WORK LIFE BALANCE
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45
Conclusion
It is inferred from the study that employees of the organisation are largely satisfied.
THE STUDIED PSU has emerged as a very stable and satisfactory place to work
in. Other organisations’ HR managers should learn from this and consider work-
life balance as a strategic concern. However, implementing HR interventions for
work-life balance without making a normative change in the philosophy and belief
of the company is not going to reap positive results. Certain cautions and proactive
actions should be taken before implementing WLBPs in order to reap the benefits
of the same. Policies and programs offered in pieces may not help in general
neither a common program fits for all.
However, in general HR of all organisations can take certain steps to ensure a
better Work Life Balance in their organisations.
● Ensure that the workload is in line with workers' capabilities and
resources.
● Design jobs to provide meaning, stimulation, and opportunities for
workers to use their skills.
● Clearly define workers' roles and responsibilities.
● To reduce workplace stress, managers may monitor the workload given
out to the employees. Also while they are being trained they should let
employees understand and be notified of stress awareness.
● Give workers opportunities to participate in decisions and actions
affecting their jobs.
● Improve communications-reduce uncertainty about career development
and future employment prospects.
● Provide opportunities for social interaction among workers.
● Establish work schedules that are compatible with demands and
responsibilities outside the job.
● Combat workplace discrimination (based on race, gender, national origin,
religion or language).

46. WORK LIFE BALANCE
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46
● Bringing in an objective outsider such as a consultant to suggest a fresh
approach to persistent problems
● Introducing a participative leadership style to involve as many
subordinates as possible to resolve stress-producing problems
● Encourage work-life balance through family-friendly benefits and
policies

47. WORK LIFE BALANCE
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47
References
● Baral, R, and S Bhargava. 'HR Interventions For Work-Life Balance:
Evidences From Organisations In India'. N.p., 2015. Web. 8 Jan. 2015.
● Donaldson-Feilder, Emma, and Rachel Lewis. CIPD. N.p., 2015. Web. 8
Jan. 2015.
● The studied PSU-india.com,. 'HRD'. N.p., 2015. Web. 7 Jan. 2015.
● Sciencedirect.com,. 'Making The Link Between Work-Life Balance
Practices And Organizational Performance'. N.p., 2015. Web. 8 Jan. 2015.

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