The document discusses work-life balance and its importance for employee engagement and productivity. It provides an overview of research showing that supporting work-life balance leads to increased employee engagement when the workplace culture genuinely values it. However, the benefits of work-life balance, like improved retention and discretionary effort, only occur when the entire workplace, including senior managers and colleagues, supports employees in achieving a better balance.

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A PROJECT REPORT
ON
WORK-LIFE BALANCE
MASTER OF BUSINESS ADMIMISTRATION
Program of
STEVENS BUSINESS SCHOOL
GANDHINAGAR
Submitted by: Submitted to:
Nirav Patel Dr. Himani Joshi
Mitesh Shah Academic Coordinator,
Hiren Darji Stevens Business School
Punit Laheru
Bhupendra Zala
Keyur Savalia

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Preface
Employee engagement has been identified as critical to competitive advantage in a labour market where
skilled, committed people are increasingly hard to find and keep. Many of the factors that impact on
employee engagement have been identified, or at least speculated on. In this exploratory research, whether
supporting work-life balance results in a more engaged workforce which gives greater discretionary effort at
work.
We found that the answer is “yes, but….” The business benefits of increased employee engagement,
including improved retention, more discretionary effort and greater productivity, will only accrue if work-life
balance is genuinely valued and promoted throughout the workplace. The views and behaviour of senior
managers, line managers and colleagues all impact on whether employees feel able to take advantage of
workplace initiatives to achieve better balance in their working and personal lives. If the initiatives are there
but the workplace culture does not support the use of them, their value is at best minimal, at worst negative,
leading to cynicism and resentment.

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Executive summary
 The concept of work-life balance has developed out of demographic and social changes that have
resulted in a more diverse and declining workforce and different family/work models. Encouraging
work-life balance is seen as a way of attracting and retaining the labour force needed to support
economic well-being.
 This review of research and literature in the areas or work-life balance, workplace culture, employee
engagement, discretionary effort and productivity aims to demonstrate the links between these factors.
 A body of research supports a positive relationship between work-life balance and productivity. This
includes individual case studies, statistical research across a range of organisations and reviews of a
number of studies. However, workplace culture is identified as an intermediary factor in whether work-
life balance is related to increased productivity. A positive correlation is dependent on a workplace
culture that supports using work-life initiatives.
 Key aspects of workplace culture that affect the link between work-life balance and productivity are
managerial support, career consequences, gender differences in attitudes and use, attitudes and
expectations of hours spent in the workplace, and perceptions of fairness in eligibility for work-life
options.
 “Discretionary effort” is the extent to which employees give extra effort to their work. It is one of the
outcomes of employee engagement, which also involves a mental and emotional commitment to the
job/organisation. Discretionary effort is given by an employee in exchange for some benefit and results
in increased productivity.
 Although little research has been done specifically linking support for work-life balance to
discretionary effort and employee engagement, the evidence to date indicates that a positive
relationship depends on workplace culture. It can be argued that workplaces can improve employee
engagement, discretionary effort and productivity by supporting work-life balance by means of a

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people-centric culture that wholeheartedly supports work-life balance
TABLE OF CONTENTS
Sl. No. Particular Page No.
1 Preface 2
2 Executive summary 3
3 Introduction 6
3.1 Work-life balance 7
4 Research objective 9
5 Intas Pharmaceutical – Company – 1 11
5.1 Organizational history and overview
5.2 Mission, vision and values of Intas 12
5.3 Milestones 13
5.4 Service conditions 13
6 Medico Lab Pharmaceutical 17
6.1 Organizational history and overview 17
6.2 Mission and vision of Medico Lab Pharmaceutical 17
6.3 Organizational structure 18
6.4 Service condition 19
8 Data analysis and Interpretation 23
8.1 Working days of employee per week 23
8.2 Working Hours of employee per day 24
8.3 Motivation in work environment 25
8.4 Rating of Work life 26
8.5 Factors which affects WLB 27
8.6
 Worry about work when not at work lace due to high work
pressure
28
8.7 Physical Problem due to work 30
8.8 Policy which help in WLB 32
8.9 Training Programs which help for WLB 34
8.10 Job security 35
11 Conclusion 36

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12 Appendix 1 – Questionnaire 37
13 Appendix 2 Primary data collected 41
13.1 Intas Pharmaceutical 41
13.2 Medico Lab Pharmaceutical 46

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Work-Life Balance
Work-life balance has been widely discussed since the launch of a major government campaign in 2000
(Changing Patterns in a Changing World, DfEE, 2000). This initiative was aimed at encouraging employers
to adopt flexible working arrangements such as job sharing, flexi-time, compressed hours and others, to help
their employees to achieve a better balance between the demands of paid employment and those arising from
their private life.
The concept of work-life balance is based on the notion that paid work and personal life should be seen less
as competing priorities than as complementary elements of a full life. The way to achieve this is to adopt an
approach that is “conceptualized as a two way process involving a consideration of the needs of employees
as well as those of employers” (Lewis, 2000: p.105). In order to engage employers in this process it is 6
important to demonstrate the benefits that can be derived from employment policies and practices that
support work-life balance, and the scope that exists for mitigating their negative effects on the management
of the business.
Work life balance matter to employers
The government’s promotion of the work-life balance campaign is based on the evidence that there is a
strong “business case” for adopting flexible working arrangements through their contribution to improved
recruitment and retention of staff, employee satisfaction and work productivity.
A major study funded by the Joseph Rowntree Foundation and carried out on a nation-wide level by
researchers at the university of Cambridge (Dex and Smith, 2002), concluded that:
• There are positive effects on employee commitment from having family-friendly policies.
• Approximately nine out of every ten establishments with some experience of these policies found them cost
effective.
Introduction

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• Increase in performance was associated with having one or other family-friendly policy in the case of five
out of six performance indicators. (Ibid: p.42)
In addition there is a significant body of evidence provided by major UK and world-wide employers such as
IBM, GlaxoSmithKline, BT, Lloyds TSB and others, which show that work life balance policies and
practices can bring clear benefits to their business (see The Business Case, DTsI, 2001 and A Good Practice
Guide, DFEE, 2000). There is a wealth of information that outlines the advantages of offering flexible and
special leave arrangements to employees in terms of improving staff recruitment, reducing turn-over,
absenteeism and the costs associated with all this as well as increasing
Employee satisfaction and productivity:
“There’s a very clear business imperative for us, as what distinguishes us from our competitors is the quality
of our people. Since we introduced 7 Work Options, morale has improved among individuals working
flexibly, leading to better productivity” (Fiona Cannon, Head of Equal Opportunities, Lloyds TSB, cited in
The Business Case, DTI, 2001: p.32).
“The more flexible you can be in your working hours, the better you can tackle absenteeism, which tends to
happen because people need to be somewhere else” (Linzi Payne, Director of Personnel at Huber + Suher,
cited in A Good Practice Guide for Employers, DfEE, 2000: p.10).
Work-life balance policies and practices are becoming increasingly important also to Higher Education
employers. An audit was carried out last year, by HEFCE, to look at flexible employment practices in HE
and identify examples of good practice (Scott, 2002). The HE Employers Association (UCEA) has produced
a set of guidelines to assist institutions to develop policies in support of flexible working arrangements. This
guide will also provide a number of examples of good practice from universities that have already identified
the benefits of adopting a work-life balance approach.
Furthermore the adoption of work-life balance policies and practices can improve an organization’s ability to
respond to customers’ demands for increased access to services and deal with changes in a way that can be
satisfactory to both employers and employees. This was the experience of Bristol City Council that was able
to meet its customers’ demands and extend the opening hours of public libraries to Sundays. As Kamaljit
Poonia, Equality Team Leader for the Council, explained:

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“We have been able to meet the two fundamental principles which underpin the project: to maintain and
improve service delivery to the public, whilst meeting staff aspirations for a better work-life balance” (cited
in A Good Practice Guide for Employers, DfEE, 2000: p.16).
There is also evidence which suggests that employers who support a work-life balance ethos and offer
flexible working arrangements are likely to have a competitive advantage in the labour market; in particular
in relation to the new generation of employees. A survey carried out among 6,000 students in 44 universities
shows that ‘achieving a healthy work-life balance is the most important consideration for graduates when it
comes to choosing an 8 employer’ (Personnel Today, 2002). This is an important factor when taken in the
context of the estimate by the Employers’ Forum on Age that by 2020, 50% of the workforce will be over 50
years old and that the competition for younger talent is expected to become increasingly fierce. This
reinforces the conclusion from the other data that work-life balance policies and practices are an important,
and perhaps essential, recruitment tool.

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Research methodology
Objective:
 To carry out the study on work life balance of the employees of Intas Pharmaceuticals and Medico
Lab Pharmaceutical.
 To understand the meaning of work-life balance with perspective of employee.
 To find our how of work-life balance for employers
 To find out how the work-life balances policies benefits for organization.
Sampling:
As per our research concern the questionnaires were filled by respondents from employees of the
organization and the face to face meeting was conducted with the HR Heads of the Intas Pharmaceutical and
Medico Lab Pharmaceutical.
Sample size:
 Intas Pharmaceutical - 50
a. Male - 40
b. Female - 10
 Medico Lab Pharmaceutical - 30
a. Male - 20
b. Female - 10
Type of Sampling Design:
Non-Probability Sampling: Random sampling in particular department like marketing, production, quality
control, quality analysis and workers.

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Data Collection:
Primary Data
This research is mainly based on the primary data collected directly from the employees of the organization
based on our questionnaire.
Secondary Data
Secondary data are from the websites and literature on work-life balance for collection of different factors
which are responsible for work-life balance according to our questionnaire.

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Organizational history and overview
Glorious history of innovations…….
 1970s - Founded by the visionary, Hasmukh Chudgar in 1976, Intas set off on its glorious journey by
establishing a small unit at Vatva, near Ahmedabad, to cater to the needs of the chronic segment like
Neurology and Psychiatry.
 1980s – Intas spread its wings into the mainstream of the pharma market by launching divisions to cater to the
needs of Gastroenterologists, Neurologists and Psychiatrists.
 1990s – Intas ventured into the overseas markets of Southeast Asia and the African continent. Intas had
already taken off in the domestic market owing to the company’s phenomenal progress in Gastroenterology
and Cardiology segments. A state-of-the-art manufacturing unit at Matoda, on the outskirts of Ahmedabad,
added further impetus to the company’s upward momentum.
 2000-05 – The European venture further consolidated the company’s position in the International market.
Rated as one of the best in the Asia-Pacific region, facility for cytotoxic products with barrier isolation
technology was set up at Matoda. This period also witnessed Intas launching the 1st
r-DNA Biotech product for
cancer chemotherapy at Moraiya, Gujarat. A technologically advanced manufacturing facility was
commissioned at Dehradun in 2005.
 2006 – Intas shares its place with the top 20 players in the Indian pharma industry.
 2007 – Intas’s manufacturing facility at Matoda received USFDA accreditation.
Intas derives its competitive edge from successful and strategic moves it has made in the area of
manufacturing, R & D, biotechnology and global operations.
 The current decade has witnessed Intas fortifying its presence in the segments of CNS, Cardiovascular,
Diabetology, Gastroenterology, Urology and Pain management.
Intas Pharmaceutical

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 It has ventured successfully into high-growth areas of Animal Health Care, Oncology and
Biotechnology to augment its base.
 Its state-of-the-art manufacturing facility for cytotoxic products is one of its kinds in the entire Asia-
Pacific region.
 Through strategic investment in the manufacturing facility at Matoda, Gujarat, Intas has upgraded its
manufacturing capabilities. It has the regulatory approval of agencies like FDA, MHRA, TGA,
ANVISA and MCC.
 A modern manufacturing facility set up at Dehradun has further synergized the manufacturing
capabilities to meet the increasing demand.
 Intas has its presence in 42 countries worldwide and has made successful forays into contract
manufacturing and contract marketing tie-ups across the world.
Mission, Vision and Values of Intas
 Mission: Contributing towards better healthcare through innovation. Maximizing value for our stakeholders
and customers.
 Vision: To become a leading global healthcare organization driven by people, research and technology.
 Values:
o Innovation: Create an environment that fosters creativity and openness to new ideas leading to
advancement in skills, technology and processes.
o Customer Delight: Achieve excellence in our products and service to exceed customer expectations
and build long term relationships.
o Ownership and collaboration: Own and deliver our commitments as a team. Strive for collaborative
efforts, nurturing mutual respect and transparency.
o Performance Focus: Determined to achieve our business objectives and explore opportunities for
accelerating growth.
o Care for society: Be responsible corporate citizens and consciously commit to social and
environmental causes.
Milestones
 1976 - Intas Vatva unit set up by founder Hasmukh Chudgar
 1980 - Incorporated and moved ahead with the concept of ethical promotion
 1984 - Started all India marketing operations for the Neurology and Psychiatry products

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 1989 - Established Gastroenterology division with the launch of Ciza
 1995 - Set up an ultra modern manufacturing facility at Matoda
 1996 - Secured MHRA and TGA approvals for the Matoda Facility
 1998 - Forayed into Cardiology and Diabetology with the launch of Suprima Division
 2000 - Expansion of the Matoda factory to cater to its ever growing needs
 2004 - Intas attained the position of the fastest growing pharmaceutical company in India amongst the top
companies
 2005 - Launch of 1st
bio-pharmaceutical formulation in Oncology “Neukine” from Gujarat
 2005 - Received the award of “fastest growing mid-sized company” by Express Pharma Pulse
 2005 - Grossed Rs. 1000 Mn turnover from European operations
 2005 - commenced production of cytotoxic products at Matoda
 2006 - Commenced commercial production at the Dehradun manufacturing facility
 2006 - Accomplished backward integration process by starting API production
 2007 - Intas’s manufacturing facility at Matoda received USFDA accreditation
Service conditions
Probation period
 The duration of probation is for a period of 6 months as per employment rule. Every new employee will
compulsorily have to serve this period. During the probation period, no employee will be entitled to enjoy an
of the company benefits.
 On successful completion of the probation period with satisfactory performance the employee will be entitled
to receive the letter of confirmation from the HR department and thereafter would be considered as a
permanent employee of the prganization gaining the rights to enjoy the compensation and benefits of the
organization.
Working days: Wednesday to Monday
Week Off : Tuesday
Office Timing :
o For Production department: 09:00 AM to 06:00 PM
o For Marketing department: 10:00 AM to 06:00 PM
o For Administration department : 09:00 AM to 06:00 PM

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Flexi Hours: For few of the production chemist and managers the working hours is flexi and will be based
on the employment terms and conditions agreed at the time of the candidate’s selection which
can be of shift.
Lunch Hours: Common lunch hour will be in between 12:30 PM to 01:30PM
Tea Breaks: Common tea break time will be 09:30 AM to 10:00 AM and 03:30 PM to 04:00 PM
Dress Code
Accept Sunday: The dress code for both male and female has to be formal.
Sunday: casuals on Sundays would be acceptable.
For production chemist and workers, company uniform is must during working hours.
Attendance
Punctuality
 Punctuality must be cultivated and late coming for more than 15 minutes is not appreciated.
 Regularity will always be appreciated and considered at the time of appraisal.
Absence
 For leave application at least 3 days prior intimation should be given along with genuine reason.
 In case of serious ill-health telephonic intimation will be considered as valid leave.
 Not fulfilling any of the above conditions will be considered as unauthorized leave or absence.
 Absenteeism for more than 3 days would not be appreciated.
Leave Policy
On confirmation one can be eligible for one leave per month such that 12 privileged leaves pre year.

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Misconduct
Any violation of the company rules and regulation will be strictly considered as misconduct against which
company may take serious actions based on the case to case scenario.
Few of the Misconducts
 Late coming for more than twice.
 Absenteeism for more than three days.
 Attending personal calls for longer duration during working hours.
 Involvement in spreading grapevine / rumors.
 Intentionally / unknowingly sabotaging company property.
Salary / Incentive / reimbursements
 As per the HR / Company policies……
Appraisal Cycle
 Appraisal will be every year in the month of April for those employees who have served their one year of
employment subject to performance, regularity and behavior.
Employees code of conduct
General Service rules
Punctuality
 Employees are expected to respect punctuality and habitual in timing should be discouraged.
 Delay b 15 minutes to the actual timing shall be considered thrice in a month.
 Delay by 30 minutes to the actual timing shall be considered once in a mpnth.
Leave and absenteeism:
 Every employee in the organization would be entitled to 14 public holidays as would be decided by the
management and declared by HR department well in advance.
 Employees after confirmation shall be entitled to 12 privileged leaves will be allowed per year.
 Leave without information should be discouraged under any circumstances.
 Leave application duly signed by the reporting authority should be forwarded to HR 3 Days in advance.
 Leave should be availed only when sanctioned.
 In case of sickness or any urgency, information should be uploading on to the members of the department.
 For each unauthorized leave, every individual would be subject to deduction of 1 day salary.

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 Employees shall not be entitled to leaves during probation, in case of any leave availed there would be loss of
salary fir equivalent number of days.
Work place ethics:
Employees are expected to follow the work place ethics when working in any organization. All ethics cannot
be listed on paper, although few are mentioned for references.
 Crowding at the work place results in loosing on the professional atmosphere in the organization, hence the
practice should be discouraged.
 Each employee would be entitled to a lunch break of 1 hour.
 Informal communication that leads to misinterpretation should be avoided within the premises.
 Each one in the organization deserves to be respected,let us begin the trend of respecting.
 Organization is an employee’s asset and so is its property. All are therefore expected to take good care of it
and preserve the same after use.
 Use of official e-mail id for personal use should be strictly avoided.
Resignations
 Resignation letters through mail can be accepted valid unless in particular cases where the employee does
not have an official id, he/she should submit a proper resignation letter for the same.
 All confirmed employees are supposed to serve 1 months of notice period on acceptance of resignation
beginning from the date of resigning.
 Invalid resignations are automatically become void.
Breach of code:
On repeat instances for breach of code of conduct, management would be liable to take serious action any
individual or group of individuals involved.
Punishments / penalties will be decided by the management in any of the form mentioned below with subject
to variations.
o Fines
o Suspension
o Salary deductions
o Termination of employment.

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Organizational History and Overview
 Born in the year of 1979 at Ahmedabad, Gujarat, India Medico LABS penetrated the pharmaceutical
market through niche products of allopathic & Ayurvedic segments. Medico LABS has sophisticated
manufacturing plant at Ahmedabad. Unrelenting in quality and an obsession to better the best has
brought Medico LABS the most prestigious GMP certificate and Director General Quality
Assurance (DGQA) certificate, WHO-GMP & SCHEDULE 'M'.
 Medico LABS is one of the leading Pharmaceutical companies in Ahmedabad with more than 350
brands in Allopathic & Ayurvedic segments & it also has its presence in International market. Today
Medico LABS is amongst the fastest growing pharmaceutical companies in India. The reason of this
success has always been the right attitude and professionalism towards the new projects. We
regard ourselves as a co-partner to the Medical Profession by providing, the best of health-care to
the ailing humanity. We keep abreast of, and in close touch with, our stake holders including our
suppliers and customers, thus proving our earnest commitment to TOTAL QUALITY MANAGEMENT.
Vision & mission
 To protect & improve human health worldwide by providing superior, innovative & world class
quality products for the prevention and treatment of disease
 To deliver internationally competitive best quality products at affordable price while meeting our
customer’s expectations
 To be recognized as a reliable & quality conscious manufacturer & supplier of premium
pharmaceutical products to reach the maximum number of end users world wide
WE STRIVE FOR A HAPPIER ………
HEALTHIER TOMORROW
Medico lab Pharmaceutical

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Global presence
Asia
 South east Asia: Philippines, Vietnam,Srilanka,India,Bhutan,Nepal
 Middle eastAsia: Iran, Iraq,Afghanistan
Africa: Kenya, Nigeria, Ghana, Zambia, Tanzania, Congo, Sudan, Madagascar
C.I.S. countries: Ukraine, Belarus, Kazakhstan, Moldova, Russia, Uzbekistan, Turkmeniustan,
Kyrgistan
South America: Peru
Organization structure
 Administration department
o Sales and inventory
o Logistic and documentation
o Office administration
o Accounts and finance
o HR management
 Factory
 Production department
o Tablet department
o Capsule department
o Ointment department
o Liquid department
o Ayurvedic department
 Co-ordination
 Regulatory
 Supervision
 Development
 Quality

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o Quality assurance
o Quality control
o Registration dossiers
o Regulatory
o Product
 Marketing
 Domestic marketing
 International marketing
Service conditions
Probation period
 The duration of probation is for a period of 6 months as per employment rule. Every new employee will
compulsorilyhave toserve thisperiod.Duringthe probationperiod,noemployee will be entitledto enjoy an
of the company benefits.
 On successful completion of the probation period with satisfactory performance the employee will be
entitledtoreceivethe letterof confirmationfromthe HRdepartmentandthereafterwouldbe considered as
a permanentemployee of the prganizationgainingthe rightstoenjoy the compensation and benefits of the
organization.
Working days: Friday to Wednesday
Week Off : Thursday
Office Timing :
o For Productiondepartment: 09:00 AMto 05:30 PM
o For Marketingdepartment: 10:00 AMto 06:00 PM
o For Administrationdepartment: 09:00 AMto 05:30 PM
Flexi Hours: For few of the production chemist and managers the working hours is flexi and will be based
on the employment terms and conditions agreed at the time of the candidate’s selection which
can be of shift.
Lunch Hours: Common lunch hour will be in between 12:30 PM to 01:00PM
Tea Breaks: Common tea break time will be
 10:30 AMto 10:40 AM

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 02:30 PMto 02:40 PM
 04:00 PMto 04:10 PM
Dress Code
Accept Sunday: The dress code for both male and female has to be formal.
Sunday: casuals on Sundays would be acceptable.
For production chemist and workers, company uniform is must during working hours.
Attendance
Punctuality
 Punctualitymustbe cultivatedandlate comingformore than15 minutesis notappreciated.
 Regularitywill alwaysbe appreciatedandconsideredatthe time of appraisal.
Absence
 For leave applicationatleast2 daysprior intimationshouldbe givenalongwithgenuine reason.
 In case of seriousill-healthtelephonicintimationwill be consideredasvalidleave.
 Notfulfillinganyof the above conditionswill be consideredasunauthorizedleaveorabsence.
 Absenteeismformore than3 dayswouldnotbe appreciated.
Leave Policy
On confirmation one can be eligible for one leave per month such that 12 privileged leaves pre year.
Misconduct
Any violation of the company rules and regulation will be strictly considered as misconduct against which
company may take serious actions based on the case to case scenario.
Few of the Misconducts
 Late comingformore thantwice.

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 Absenteeismformore thanthree days.
 Mobilesare strictlyprohibitedduringworkinghours.
 Involvementinspreadinggrapevine /rumors.
 Intentionally/unknowinglysabotagingcompanyproperty.
Salary / Incentive / reimbursements
 As perthe HR / Companypolicies……
Appraisal Cycle
 Appraisal will be everyyearinthe monthof April forthose employeeswhohave servedtheirone yearof
employmentsubjecttoperformance,regularityandbehavior.
Employees code of conduct
General Service rules
Punctuality
 Employeesare expectedtorespectpunctualityandhabitual intimingshouldbe discouraged.
 Delayby15 minutestothe actual timingshall be consideredthrice inamonth.
 Delayby30 minutestothe actual timingshall be consideredonce in anmpnth.
Leave and absenteeism:
 Everyemployee inthe organizationwouldbe entitledto14 publicholidaysaswouldbe decidedbythe
managementanddeclaredbyHR departmentwell inadvance.
 Employeesafterconfirmationshall be entitledto12 privilegedleaveswill be allowedperyear.
 Leave withoutinformationshouldbe discouragedunderanycircumstances.
 Leave applicationdulysignedbythe reportingauthorityshouldbe forwardedtoHR 2 Days inadvance.
 Leave shouldbe availedonlywhensanctioned.
 In case of sicknessorany urgency,informationshouldbe uploadingontothe membersof the department.
 Employeesshall notbe entitledtoleavesduringprobation,incase of anyleave availedthere wouldbe lossof
salaryfir equivalentnumberof days.
Work place ethics:
Employees are expected to follow the work place ethics when working in any organization. All ethics cannot
be listed on paper, although few are mentioned for references.

22. Page | 22
 Crowdingatthe workplace resultsinloosingon the professional atmosphereinthe organization,hence the
practice shouldbe discouraged.
 Each employee wouldbe entitledtoa lunchbreakof 30 minutes.
 Informal communicationthatleadstomisinterpretationshouldbe avoidedwithinthe premises.
 Each one in the organizationdeservestobe respected,letusbeginthe trendof respecting.
 Organizationisanemployee’sassetandsoisitsproperty.All are therefore expectedtotake goodcare of it
and preserve the same afteruse.
 Use of official e-mailidforpersonal use shouldbe strictlyavoided.
Resignations
 Resignationlettersthroughmail canbe acceptedvalidunlessinparticularcaseswhere the employee does
not have an official id,he/she shouldsubmitaproperresignationletterforthe same.
 All confirmedemployeesare supposedtoserve 1monthsof notice periodonacceptance of resignation
beginningfromthe date of resigning.
Breach of code:
 On repeatinstancesforbreachof code of conduct,managementwouldbe liable totake seriousactionany
individualorgroupof individualsinvolved.
 Punishments/penaltieswill be decidedbythe managementinanyof the formmentionedbelow with
subjecttovariations.
o Fines
o Suspension
o Salarydeductions
o Terminationof employment.

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Working days of employee per week
Interpretation
From the above graphsand Appendix 1and2, We can interpret that in Intas Pharmaceutical marketing people have
to work more than 5 or 6 days in a week to attain their target of sale while employee from other department like
production, quality control, quality assurance and workers work only for 6 days in week and they able to balance
theirworklife asgoodas compare to those marketingemployeesWhile aswe see more deeper, we can understand
that mostof the female are working for 6 days in a week belongs to Quality control department and workers while
some of female belongs to Quality Assurance department (QA) has to work for 7 days in week and due that these
female have more trouble inmaintainingWLB.Aswe see in the graph of Medico Lab, none of the marketing people
workfor 7 daysbut some of workers work for 7 days in a week. While in case of female employees we can see that
those female employees who work in QC department has to work for 7 days in a week. Some of the more
interpretation for this result can be that Medico Lab is small scale company and due to that marketing people has
fewertargetsascompare to international companyIntas’smarketingpeople.While in case of Documentation work,
inMedico Lab there are lessemployee ascompare toIntas anddue to work loadon employee is also increase which
become a factor for imbalance of work life balance.
Data analysis and Interpretation
0
20
40
60
80
100
Medico Lab - Working
Days
Marketing
Production
QC
QA
Worker
0
20
40
60
80
100
Intas - Working Days
Marketing
Production
QC
QA
Workers

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Working Hours of employee per day
Interpretation
From the above graphs and appendix we can interpret that most of the workers of Intas pharmaceutical are
working for 7 to 8 hours in a days and this rate is also some at similar in Medico Lab. While as we see
deeper in sight we get that Quality assurance people in both the company are working for more than 8
hours in a day. Also the quality control people in Intas are working for 7 to 9 hours in a day while in Medico
Lab these kinds of employees are working more than 10 to 12 hours in a day. The main reason which we
found out during our survey behind this is that in Medico lab the management is also lacking at some
extent to make proper planning and due to that some time these people get more workload and sometime
they seating ideal. So improper management is also of the factors which here indirectly affect the
employees’ work life balance. Other interpretation which come out from these graph is that marketing
people of both the company has to work more than 10 to 12 hours and some of the reasons behind this are
like high monthly sales target, appointment with physician and brand name in case of medico lab marketing
employees.
0
5
10
15
20
Intas - Working hours
Marketing
Production
QC
QA
Worker
0
5
10
15
20
25
Medico - Workinghours
Marketing
Production
QC
QA
Worker

25. Page | 25
Motivationinwork environment
Interpretation
As motivation factor is more important for the job, it is also help employee to keep their work life balanced.
From the graphs and attached appendix we can interpret that in the marketing, production, quality control
and quality assurance department employees get fairly motivation while high portion of worker think that
they neither are motivated nor de-motivated from the management side.
0
5
10
15
20
25
30
35
40
45
Intas - Motivation Factor
Marketing
Production
QC
QA
Worker
0
5
10
15
20
25
Medico Lab - Motivation
Factor
Marketing
Production
QC
QA
Worker

26. Page | 26
Rating of Work life
Interpretation
From the above graphs and appendix we can interpret that in Intas only some portion of production and
workers are able to manage their WLB with very good rating while major portion of all departments comes
in the average or good rating of WLB. But major portion of the marketing people are not able to maintain
their WLB and they come in the poor WLB category. While when we insight in Medico lab we can judge
that none of the member of workers, production and quality control department are able to manage their
WLB which very good rating while major portion of QC fall in the good balance of WLB. But major portion
of marketing and workers are not able to balance their WLB. During our survey we find that major portion of
the workers go for double shift and due to that they are not able to manage their WLB. But when we see
overall compares employees of Intas are more capable to manage their WLB as compare to Medico Lab.
0
2
4
6
8
10
12
14
16
18
20
7 - 8
hrs
8 - 9
hrs
9 -
10
hrs
10 -
12
hrs
more
than
12
hrs
Intas - Working hours
Marketing
Production
QC
QA
Worker 0
5
10
15
20
25
7 - 8
hrs
8 - 9
hrs
9 - 10
hrs
10 -
12
hrs
More
tha
12
hrs
Medico - Workinghours
Marketing
Production
QC
QA
Worker

27. Page | 27
Factors whichaffects WLB
Interpretation
From the above both graph we can compare how organizational professional issue affect the employees work
life balance and we also able to judge that which kind of personal issue employees phase during job and
which affect their work life balance. There is more work pressure on the employees of Medico Lab as
compare to Intas. Here we can priories’ the professional issue from the graph. Mostly influencing factor for
WLB as mentioned in sequence are work pressure at the top, target and deadline at the second, than come job
schedule, meeting hours, travelling and many more other minor professional factors. When we for personal
issue highly influencing one is family responsibility and than comes parenting issues and attending social
function and many more minor and different personal issues. So employees have to manage their
professional as well as personal issues to maintain their WLB.
0
5
10
15
20
25
30
Intas
Medico
Professionalissue
Meeting Hours
Job schedule
Traveling
Work Pressure
Target and
Deadlines
Other
0
10
20
30
40
50
Intas Medico Lab
PersonalIssues
Attending social
Function
Parenting Issues
Family
Responsibility
Other

28. Page | 28
Worry about work when not at work lace due to highwork pressure
0
10
20
30
40
50
60
70
Never
Rarely
Sometimes
Often
Always
Medico Lab - Work Pressure
Marketing
Production
QC
QA
Worker
0
10
20
30
40
50
60
70
80
Never
Rarely
Sometimes
Often
Always
Intas- Work Pressure
Marketing
Production
QC
QA
Worker

29. Page | 29
Interpretation
From the above graph we can interpret that workers never get tensed for their work when they are outside the
firm. But the employees of the other departments are tensed and thinking of their work and job also when
they are not at the working place. We can consider this as a work pressure which leads people to become
tensed and it also depends on the individual behavior. While in the medium scale company we can see that
major of the employees of different department not take tensed and not think for their work once they outside
the firm. When we deeply insight the graph we are able to know that marketing people are highly or always
get tensed and think about their work and job because marketing is one of the toughest job and it is highly
competitive segment and due to that employees of these segment always phase competition and due that they
bear high work pressure.

30. Page | 30
Physical Problemdue to work
0
10
20
30
40
50
60
70
Always - Male
Often - Male
Never - Male
Always - Female
Often - Female
Never - Female
Medico Lab - Physical Problems
Marketing
production
QC
QA
Worker
0
20
40
60
80
100
Always - male
Often - Male
Never - Male
Always - Female
Often - Female
Never - Female
Intas - Physical Problems
Marketing
Production
QC
QA
Worker

31. Page | 31
Interpretation
From the above graphs we can know that how the work load effect on health of employees and indirectly to
the work life balances of employees. When we compare the health of different department’s employees we
can see that mostly male of the marketing department phase the problems of health due to high work load
while production department employees ratio for physical problem due to work comparatively vey low.
When we go for overall compares we get new interpretation which saw that health of employees of
multinational companies are as good as compares to health of medium to small scale companies’ means
problems due to high work load on physical health is law in multinational companies as compare to medium
scale companies.

32. Page | 32
Policy which helpin WLB
Interpretation
From the above graphs we can clearly interpret the believe of the employees of both the companies are
almost same for the company policy which help them to balance their work life. But when we go for priority
side we can see that which of the company’s policy is more helpful to employees and more helpful to
maintain employees work life. Here we can see that mostly helpful policy is holidays and pay time off and
employees believe that this policy frequently become helpful for them work life balance. As we go deeper
we get other policies of the company which helps employees for WLB. The flow in descending order is
flexible starting time, flexible ending time, flexible hours during working hours, job sharing and many
others.
0
20
40
60
80
100
Flexible Starting time
Flexible Ending Time
Flexible hours
Holidays / Pay time offJob sharing
Career Break
other
Company Policy which help for WLB
Intas
Medico Lab

33. Page | 33
Training Programs whichhelpfor WLB
0
10
20
30
40
50
60
70
80
Rank 1 Rank2
Rank 3
Rank 4
Rank 5
Intas - Trainging programe help in WLB
Marketing
Production
QC
QA
Worker
0
10
20
30
40
50
60
70
Rank 1 Rank 2 Rank 3 Rank 4 Rank 5
Medico Lab - Training Programe help in WLB
Marketing
Production
QC
QA
Worker

34. Page | 34
Interpretation:-
As perthe responsestrainingprogramismuchimportantandhelpful toemployees. Butattitude towardsthe training
program at both the organization is quite difference.
In IntasMarketingpeople saidthattrainingprogramisverymuch helpful forthembecause it gives them knowledge
of new marketing strategies and what is company’s new marketing plan for future.
On the otherside inMedicolab employeesfromproductionandQCdepartmenthave said it is more useful for them
because itgivesthemknowledge aboutnewproductionprocedureandnew techniqueandinstruments available for
Qualitative analysis.
Here, we can interpret that Intas is larger organization has good production facalities available so employees over
there like training program in Marketing,
Whereas Medico is smaller organization compare to Intas so employee over there would like to receive training
programs in Production and Qualitative Analysis.

35. Page | 35
Security for job
Interpretation:-
According to the responses what we have received are clearly seen that people working in Intas
Pharmaceutical feels that they are secure about their job.
Reasons behind this are like Intas has very much organized structure and every one works according to work
schedule.
It also shows that company has high growth rate during last 2 to 3 year.
Whereas Medico had unorganized structure and employee have more work pressure on them due to lower
growth rate.
0
10
20
30
40
Highly
secure 1
2 3 Neutral 4 5 6 Highly
unsecure
7
Security of job
Intas
Medico

36. Page | 36
Conclusion
Here, we can conclude that work life balance plays an important role in business environment. It is
responsibility of company to make a work-life balance of employee, because if the employees are not able to
give enough time to their family then they may become frustrated which affect their output negatively and
which ultimately affect company negatively. Most of women prefer a job in which they don’t go outside the
company.
Intas has a well structured organization structure than the Medico lab which shows that functioning of Intas
is smoother than the medico lab. Most of the employees are satisfied with intas but on other side employees
of medico lab are not satisfied with the organizations policies and functioning.
The reason behind is that Medico lab employees have more pressure than Intas pharmaceutical due to
improper plan about their work. Working pattern of both the company is quite similar in nature but the
handling of work life balance of employees is different.
In both company Most of the woman prefers a job in which they don’t go outside the company. Intas is quite
big in nature than the medico lab and also has particular structured working environment and better
management than Medico lab Pharmaceutical.
Therefore, in this case the employees of feel that they have a good work life than the medico lab.
"Life is like riding a bicycle.
To keep your balance you must keep moving."
Albert Einstein

37. Page | 37
Appendix 1 – Questionnaire
Work life balance (QLB) questionnaire
1. Age: ____________
2. Gender: Male/ Female
3. Are you married?
Yes No
4. Designation:
5. Nature of Org:
_____________________________________
6. How many days in a week do you normally work?
a. Less than 5 days
b. Days
c. 6 days
d. 7 days
7. How many hours in a day do you normally work?
a. 7-8 hours
b. 8-9 hour
c. 9-10 hours
d. 10-12 hours
e. More than 12 hours
Work environment:
8. How motivating is the work environment?

38. Page | 38
a. Extremely motivating
b. Fairly motivating
c. Neither motivating nor demotivating
9. How would you rate your own work-life balance?
a. Very good
b. Good
c. Poor
10. What are the possible problem creators both at professional and personal level that gives rise to
issues of BWL?
a. Professional issues,
i. Meeting hours
ii. Job schedule
iii. Travelling
iv. Work pressure
v. Targets and deadlines
vi. Others _____________________
b. Personal issues,
i. Attending social function
ii. Parenting issues
iii. Family responsibility
iv. Others ______________________
11. How much difficulty do you have in getting the balance that is right for you?
a. A lot
b. Some
c. None at all
12. How often do you think or worry about work when you are not actually at work place?
a. Never think about work

39. Page | 39
b. Rarely
c. Sometimes
d. Often
e. Always
13. Are you regularly required to work at home?
a. Yes
b. No
14. Do you ever miss out on quality time with your family or your friends because of pressure of
work?
a. Not very often
b. Often
c. No – family comes first
d. All the time
15. Does work ever have a negative effect on your personal life?(like tired, deprecation, anxious)
a. All the time
b. Very often
c. No personal life
16. Does your company have a separate policy for work-life balance?
a. Yes
b. No
c. Not aware
If, yes what are the provisions under the policy?
i. Flexible starting time

40. Page | 40
ii. Flexible ending time
iii. Flexible hours in general
iv. Holidays/ paid time-off
v. Job sharing
vi. Career break/sabbaticals
vii. Others, specify________
Training and development:
17. How far training programs helps an employee to achieve the required skill for performing the
job efficiently?
a. To great extent
b. To some extent
c. Rarely
18. How would you rate the programs overall?
Very useful 5 4 3 2 1 Not al all
Job satisfaction and job security:
19. Overall, how satisfied are you with Zydus Cadila as an employer? (Please circle one number)
Highly neutral Highly
Dissatisfied Satisfied
1 2 3 4 5 6 7
20. Do you feel secured about your job?
Yes No

41. Page | 41
Appendix 2 Primary data collected
Intas pharmaceutical
Intas Pharmaceutical
Sample for Intas is 40. Male are 30 and Female are 10.
Options Male (30) Female (10)
Worke
rs(10)
Product
ion(3)
QC
(5)
QA
(2)
Marketi
ng(10)
To
tal
Worke
rs(2)
Product
ion(0)
QC
(3)
QA
(5)
Market
ing(0)
To
tal
Age
18 to 25
years
0 1 0 1 5 7 0 0 1 2 0 3
25 to 30
years
4 0 0 0 4 8 1 0 1 1 0 3
30 to 35
years
3 0 3 1 1 8 1 0 1 0 0 2
35 to 40
years
3 1 1 0 0 5 0 0 0 2 0 2
More than
40 years
0 1 1 0 0 2 0 0 0 0 0 0
Are you Married?
Yes 9 3 4 2 4 22 2 0 2 4 0 8
No 1 0 1 0 6 8 0 0 1 1 0 2
Designation
Answers 10 3 5 2 10 30 2 0 3 5 0 10
How many days in a week do you normally work?

42. Page | 42
less than 4
days
0 0 0 0 0 0 0 0 0 0 0 0
5 days 2 0 1 0 0 3 1 0 0 1 0 2
6 days 8 3 4 2 4 21 1 0 3 4 0 8
7 days 0 0 0 0 6 6 0 0 0 0 0 0
How many hours in a day do you normally work?
7 - 8 hours 6 3 2 0 0 11 2 0 2 0 0 4
8 - 9 hours 2 0 3 0 0 5 0 0 1 1 0 2
9 - 10
hours
0 0 0 0 1 1 0 0 0 2 0 2
10 - 12
hours
0 0 0 2 3 5 0 0 0 2 0 2
more than
12 hours
2 0 0 0 6 8 0 0 0 0 0 0
How motivating is the work environment?
Extremely
motivatio
n
0 0 1 1 0 2 0 0 1 0 0 1
Fairly
motivatio
n
4 2 4 1 7 18 1 0 0 5 0 6
Neither
motivatio
n nor
demotivat
ion
6 1 0 0 3 10 1 0 2 0 0 3
How would you rate your own work-life balance?
Very good 2 2 0 0 0 4 0 0 0 0 0 0
good 5 1 3 2 3 14 2 0 2 2 0 6
poor 3 0 2 0 7 12 0 0 1 3 0 4
What are the possible problem creators both at professional and personal level that gives rise to issues
of BWL?
a) Professional issues
Meeting
Hours
0 1 0 0 10 11 0 0 0 2 0 2
Job
schedule
4 2 3 0 5 14 2 0 0 3 0 5
Traveling 0 0 0 0 7 7 0 0 0 0 0 0
Work
Pressure
7 3 4 2 8 24 0 0 3 3 0 6

43. Page | 43
Target and
Deadlines
0 3 5 2 10 20 0 0 3 4 0 7
Other 2 2 3 2 3 12 2 0 2 3 0 5
b) Personal issues
Attending
social
Function
0 2 3 0 4 9 1 0 1 2 0 4
Parenting
Issue
4 2 2 0 3 11 0 0 1 1 0 2
Family
responsibi
lity
7 3 2 2 3 17 2 0 2 3 0 7
Other 4 1 3 1 5 14 0 0 2 1 0 3
How much difficulty do you have in getting the balance that is right for you?
A lot 6 0 1 0 6 13 0 0 1 2 0 3
Some 3 2 3 2 4 14 2 0 2 2 0 6
Not at all 1 1 1 0 0 3 0 0 0 1 0 1
How often do you think or worry about work when you are not actually at work place?
Never
think
about
work
8 0 1 0 0 9 1 0 0 0 0 1
Rarely 1 1 3 0 0 5 0 0 0 0 0 0
Sometime
s
1 1 1 0 2 5 1 0 2 3 0 6
Often 0 1 0 1 1 3 0 0 1 1 0 2
Always 0 0 0 1 7 8 0 0 0 1 0 1
Are you regularly required to work at home?
Yes 0 0 0 1 4 5 0 0 0 2 0 2
No 10 3 5 1 6 25 2 0 3 3 0 8
Do you ever miss out on quality time with your family or your friends because of pressure of work?
Not very
often
0 0 0 0 2 2 0 0 1 0 0 1
often 7 1 3 2 4 17 1 0 1 2 0 4
sometime 3 2 2 0 3 10 1 0 1 3 0 5
All the
time
0 0 0 0 1 1 0 0 0 0 0 0
Does work ever have a negative effect on your personal life?(like tired, deprecation, anxious)
All the 6 1 2 0 6 15 0 0 0 1 0 1

44. Page | 44
time
Very often 4 1 2 2 4 13 2 0 2 3 0 7
No 0 1 1 0 0 2 0 0 1 1 0 2
Does your company have a separate policy for work-life balance?
Yes 4 2 3 1 5 15 1 0 2 3 0 6
No 2 0 1 1 2 6 0 0 0 1 0 1
Not aware 4 1 1 0 3 9 1 0 1 1 0 3
If, yes what are the provisions under the policy?
Flexible
starting
time
0 2 2 2 8 14 2 0 2 2 0 6
Flexible
ending
time
0 0 4 2 7 13 0 0 2 1 0 3
Flexible
hours in
generals
4 1 3 2 5 15 1 0 1 2 0 4
Holidays/
Pay time
off
4 2 4 1 4 15 2 0 1 2 0 5
Job
sharing
5 1 3 2 3 14 1 0 1 1 0 3
Career
break/sab
baticals
2 1 1 1 2 7 0 0 1 1 0 2
Other 4 2 2 1 4 13 1 0 2 2 0 5
How far training programs helps an employee to achieve the required skill for performing the job
efficiently?
To great
Extent
4 2 3 1 7 17 0 0 2 2 0 4
To some
Extent
5 1 2 1 2 11 1 0 1 2 0 4
Rarely 1 0 0 0 1 2 1 0 0 1 0 2
How would you rate the training programmes overall?
very
useful 5
2 1 3 0 6 12 0 0 1 2 0 3
4 3 1 2 0 3 9 0 0 2 2 0 4
3 4 1 0 2 1 8 2 0 0 1 0 3
2 1 0 0 0 0 1 0 0 0 0 0 0
Not at all 0 0 0 0 0 0 0 0 0 0 0 0

45. Page | 45
1
Overall, how satisfied are you with this company as an employer?
Highly
Satisfied 7
3 0 1 0 1 5 1 0 0 1 0 2
6 2 1 1 0 3 7 0 0 1 2 0 3
5 2 1 1 0 1 5 0 0 0 1 0 1
Neutral 4 3 1 1 0 3 8 1 0 1 0 0 2
3 0 0 0 1 0 1 0 0 0 1 0 1
2 0 0 0 1 1 2 0 0 1 0 0 1
Highly
Dissatisfie
d 1
0 0 1 0 1 2 0 0 0 0 0 0
How much you feel secured about your job?
Highly
Secured 7
1 2 2 1 2 8 1 0 0 2 0 3
6 7 1 1 1 0 10 1 0 1 0 0 2
5 2 0 1 0 2 5 0 0 0 2 0 2
Neutral 4 0 0 1 0 4 5 0 0 1 1 0 2
3 0 0 0 0 1 1 0 0 1 0 0 1
2 0 0 0 0 1 1 0 0 0 0 0 0
Highly
Unsecured
1
0 0 0 0 0 0 0 0 0 0 0 0

46. Page | 46
Medico lab pharmaceutical
Medico Lab Pharmaceutical
Sample for Intas is 30. Male are 20 and Female are 10.
Options Male (20) Female (10)
Worke
rs(6)
Producti
on(3)
QC
(3)
QA
(3)
Marketi
ng(5)
To
tal
Worke
rs(5)
Producti
on(0)
QC
(3)
QA
(2)
Marketi
ng(0)
To
tal
Age
18 to 25
years
2 1 1 1 3 8 0 0 1 1 0 2
25 to 30
years
1 1 2 1 2 7 0 0 2 1 0 3
30 to 35
years
2 1 0 1 0 4 3 0 0 0 0 3
35 to 40
years
1 0 0 0 0 1 2 0 0 0 0 2
More than
40 years
0 0 0 0 0 0 0 0 0 0 0 0
Are you Married?
Yes 4 2 2 3 3 14 4 0 2 2 0 8
No 2 1 1 0 2 6 1 0 1 0 0 2
Designation
Answers 6 3 3 3 5 20 5 0 3 2 0 10
How many days in a week do you normally work?
less than 4
days
0 0 0 0 0 0 0 0 0 0 0 0
5 days 1 0 1 1 0 3 2 0 0 0 0 2
6 days 4 3 2 2 2 13 3 0 3 1 0 7
7 days 1 0 0 0 3 4 0 0 0 1 0 1
How many hours in a day do you normally work?
7 - 8 hours 2 2 1 1 0 6 5 0 1 1 0 7
8 - 9 hours 1 0 0 0 0 1 0 0 2 0 0 2
9 - 10
hours
0 0 0 1 0 1 0 0 0 1 0 1

47. Page | 47
10 - 12
hours
0 0 1 0 3 4 0 0 0 0 0 0
more than
12 hours
3 1 1 1 2 8 0 0 0 0 0 0
How motivating is the work environment?
Extremely
motivatio
n
0 0 1 0 1 2 0 0 0 0 0 0
Fairly
motivatio
n
2 1 0 1 1 5 2 0 2 1 0 5
Neither
motivatio
n nor
demotivati
on
4 2 2 2 3 13 3 0 1 1 0 5
How would you rate your own work-life balance?
Very good 1 0 0 1 0 2 1 0 0 0 0 1
good 2 2 2 1 2 9 2 0 2 1 0 5
poor 3 1 1 1 3 9 2 0 1 1 0 4
What are the possible problem creators both at professional and personal level that gives rise to issues
of BWL?
a) Professional issues
Meeting
Hours
0 0 0 1 3 4 0 0 0 1 0 1
Job
schedule
3 1 1 2 2 8 2 0 1 1 0 4
Traveling 0 0 0 0 5 5 0 0 0 0 0 0
Work
Pressure
4 3 2 3 4 16 1 0 3 2 0 6
Target and
Deadlines
0 3 2 2 5 12 2 0 2 2 0 6
Other 4 2 1 2 3 12 3 0 1 1 0 5
b) Personal issues
Attending
social
Function
0 1 1 0 1 3 1 0 0 0 0 1
Parenting
Issue
2 2 1 2 1 8 0 0 1 1 0 2

48. Page | 48
Family
responsibil
ity
4 2 0 2 2 8 4 0 1 1 0 6
Other 3 1 2 3 4 13 3 0 2 2 0 7
How much difficulty do you have in getting the balance that is right for you?
A lot 3 0 1 0 3 7 1 0 1 1 0 3
Some 2 2 2 2 2 10 3 0 2 1 0 6
Not at all 1 1 0 1 0 3 1 0 0 0 0 1
How often do you think or worry about work when you are not actually at work place?
Never
think
about
work
0 1 1 0 3 5 2 0 1 0 0 3
Rarely 1 1 2 1 2 7 2 0 2 1 0 5
Sometime
s
4 1 0 1 0 6 1 0 0 1 0 2
Often 1 0 0 1 0 2 0 0 0 0 0 0
Always 0 0 0 0 0 0 0 0 0 0 0 0
Are you regularly required to work at home?
Yes 0 0 0 2 2 4 0 0 0 1 0 1
No 6 3 3 1 3 16 5 0 3 1 0 9
Do you ever miss out on quality time with your family or your friends because of pressure of work?
Not very
often
1 1 0 0 0 2 0 0 0 1 0 1
often 0 1 2 1 1 5 1 0 2 1 0 4
sometime 2 1 1 1 1 6 1 0 1 0 0 2
All the
time
3 0 0 1 3 7 3 0 0 0 0 3
Does work ever have a negative effect on your personal life?(like tired, deprecation, anxious)
All the
time
1 0 0 1 3 5 1 0 0 0 0 1
Very often 4 1 2 2 1 10 2 0 2 1 0 5
No 1 2 1 0 1 5 2 0 1 1 0 4
Does your company have a separate policy for work-life balance?
Yes 1 1 1 1 0 4 1 0 2 1 0 4
No 2 2 2 0 2 8 0 0 2 1 0 3
Not aware 3 0 0 2 3 8 2 0 1 0 0 3

49. Page | 49
If, yes what are the provisions under the policy?
Flexible
starting
time
0 2 0 1 0 3 0 0 1 2 0 3
Flexible
ending
time
0 1 0 0 1 2 1 0 2 1 0 4
Flexible
hours in
generals
1 0 1 0 0 2 1 0 0 1 0 2
Holidays/
Pay time
off
1 1 0 1 1 4 1 0 0 2 0 3
Job
sharing
0 0 0 1 0 1 0 0 1 2 0 3
Career
break/sab
baticals
0 0 1 0 0 1 0 0 1 0 0 1
Other 0 0 0 1 1 2 0 0 1 1 0 2
How far training programs helps an employee to achieve the required skill for performing the job
efficiently?
To great
Extent
3 2 2 0 3 10 2 0 2 1 0 5
To some
Extent
2 1 1 2 2 8 2 0 1 1 0 4
Rarely 1 0 0 1 0 2 1 0 0 0 0 1
How would you rate the training programmes overall?
very
useful 5
2 1 2 1 3 9 1 0 2 1 0 4
4 1 0 1 2 1 5 0 0 0 1 0 1
3 2 2 0 0 1 5 2 0 1 0 0 3
2 1 0 0 0 0 1 1 0 0 0 0 1
Not at all 1 0 0 0 0 0 0 1 0 0 0 0 1
Overall, how satisfied are you with this company as an employer?
Highly
Satisfied 7
0 0 1 0 0 1 1 0 0 0 0 1
6 1 1 0 1 1 4 0 0 1 0 0 1
5 2 0 1 0 1 4 1 0 0 1 0 2
Neutral 4 3 1 0 2 2 8 2 0 1 1 0 4
3 0 0 0 0 0 0 1 0 0 0 0 1
2 0 0 0 0 0 0 0 0 0 0 0 0

50. Page | 50
Highly
Dissatisfie
d 1
0 1 1 0 1 3 0 0 1 0 0 1
How much you feel secured about your job?
Highly
Secured 7
2 2 2 1 0 7 3 0 1 0 0 4
6 0 0 1 2 0 3 2 0 0 1 0 3
5 1 0 0 0 1 2 0 0 1 1 0 2
Neutral 4 2 0 0 0 1 3 0 0 1 0 0 1
3 1 1 0 0 1 3 0 0 0 0 0 0
2 0 0 0 0 1 1 0 0 0 0 0 0
Highly
Unsecured
1
0 0 0 0 1 1 0 0 0 0 0 0