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DISSERTATION PROJECT

ON

A Study of Work and Family Life Balance among the

Employees at TVS Motor Company, Hosur

By

SOWMYA K.B.

(Reg. No 03VWCM6101)

Submitted in partial fulfillment of the requirements of the MBA program of

Bangalore University

Under the guidance of

Prof. B. Suresh, Faculty

Alliance Business Academy


19th cross, 7th main,N.S.Palya, BTM 2nd Stage,

Bangalore560076

20032005


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DECLARATION

I, Sowmya K.B., student of MBA 4th Semester, at Alliance Business

Academy, Bangalore, hereby declare that this project title A Study ofWork

and Family Life Balance among the Employees at TVS Motor Companyhas been

prepared by me in the partial fulfillment of the award of Master Of Business

Administration under Bangalore University during session 2003-05.

I further declare that this project has not been submitted earlier inany other university or institution for the award of any degree or diploma.

Place: Name : Sowmya K.B.

Date: Reg no. : 03VWCM6101


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GUIDE CERTIFICATE

I, Prof. B. Suresh hereby certify that this dissertation

report titled A Study of Work and Family life Balance among the

employees at TVS Motor Companyhas been successfully carried out

by Sowmya .K .B with Registration number03VWCM6101

under my supervision and guidance during the months of April

June 2005.

Prof. B. SureshFaculty


Bangalore

DATE


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ACKNOWLEDGEMENT

With immense gratitude, I acknowledge my sincere thanks to all those whose guidance

made my efforts a success. First of all I would like to thank my project guide

Prof. B. Suresh for providing me such an innovative topic and providing me a base to

start of with my dissertation work.

Sincere appreciation is extended to all the respondents at TVS Motors Hosur for their

participation and help during the course of this work.

I would like to extend my gratitude and acknowledge my sincere thanks to Prof.

Narsimhan, Program Manager, MBA 4th

semester, for his valuable support andguidance for successful completion of this project.

I take this opportunity to express my profound gratitude and deep regards to Dr. Mihir

Dash for his exemplary guidance, monitoring and constant encouragement throughout

the course of this project work.

I sincerely thank Mr. Sudhir G. Angur, President, and Mr. B.V.Krishnamurthy, Director

and Vice President of Alliance Business Academy for giving me the opportunity to carry

out this dissertation report. I thank them for being a constant source of inspiration and

encouragement.

I am grateful to my parents for their constant encouragement and support. I also thank

my other friends who gave me valuable support during the tough times of my work.

The blessing, help and guidance given by them time to time shall carry me a long way in

journey of life on which I am about to embark.

Sowmya K.B.


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Executive summary

Work/Life Balance: A state of equilibrium in which the demands of both a person's job

and personal life are equal.In organizations and on the home front, the challenge of

work/life balance is rising to the top of many employers' and employees' consciousness.

In today's fast-paced society, human resource professionals seek options to positively

impact the bottom line of their companies, improve employee morale, retain employees

with valuable company knowledge, and keep pace with workplace trends. This study

provides human resource professionals with an historical perspective, data and possible

solutions--for the organization and employees alike--to work/life balance. Three factors--

global competition, personal lives/family values, and an divwesified workforce--present

challenges that exacerbate work/life balance. Balancing both work and family life for any

employee requires fine tuning of the HR activity in terms of Employee relations and

welfare. In case of disequilibrium between work and life results in stressful situations or

burnout syndrome among the employees, which results in poor productivity, hence a

study of such a phenomena may help the managers to reframe the HR policies from

time to time

A structured Questionnaire, with statement of items on a 5-point rating scale was

administered, data so collected through the questionnaires was analyzed using SPSS

package. The absolute scores were recorded and analysis was done by calculating the

mean score of each question and the whole variables mean score. This helped to find

out the level of each variable existing within the organization. After having done a

correlation analysis to find how the variables were related to each other. ANOVA, t-test

and cluster analysis was done to further probe into the data

This study offers the perspective that human resource professionals can assist their

company to capitalize on these factors by using work/life initiatives to gain a competitive

advantage in the marketplace


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Table of Contents

SI No Title Page No

1 Theoretical Background 1

2 Design Of The Study 14

3 Industry Profile and Company Profile 18

4 Data Analysis and Interpretation 355 Findings 59

Recommendations 63

Conclusion 66

Bibliography

Annexure


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List of Tables and Graphs

Sl. No Title Page No

1 Educational status 352 Marital status 353 Parental status 354 Occupational Level 355 Income 356 Age 36

7 Percentage and means of SI variables 378 Percentage and means of WF variables 389 Percentage and means of AC variables 3910 Percentage and means of OP variables 4011 ANOVA and t-test of WF4 Variable 4112 ANOVA and t-test of WF5 Variable 4213 ANOVA and t-test of WF9 Variable 4314 ANOVA and t-test of AC2 Variable 4415 ANOVA and t-test of AC3 Variable 4516 Correlation coefficients 4617 Descriptive Statistics 5018 Cluster 1 vs. 2 5419 Cluster 2 vs. 3 5620 Cluster 1 vs. 3 59


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Theoretical Background

In organizations and on the home front, the challenge of work/life balance is rising to the

top of many employers' and employees' consciousness. In today's fast-paced society,

human resource professionals seek options to positively impact the bottom line of their

companies, improve employee morale, retain employees with valuable company

knowledge, and keep pace with workplace trends.

Much has been written about finding a harmonious balance between work and life. It is

essential to strike a balance between the professional and personal. True success is

multi-dimensional, and if you focus exclusively on work your personal life suffers, and

vice versa. Limiting your perspective of success to the two dimensions of work andpersonal life can lead to a lack of balance within both professional and personal

success. To separate life and work into disparate entities misses the point of true

success.

Three factorsincreased global competition, personal lives/family values, and an aging

workforce--present challenges that exacerbate work/life balance. Human resource

professionals can assist their companies to capitalize on these factors by using work/life

initiatives to gain a competitive advantage in the marketplace.

Work/Life Balance: Challenges

In a society filled with conflicting responsibilities and commitments, work/life balance has

become a predominant issue in the workplace. Three major factors contribute to the interest in,

and the importance of, serious consideration of work/life balance: 1) increased global

competition; 2) renewed interest in personal lives/ family values; and 3) an aging workforce.

Research suggests that forward-thinking human resource professionals seeking innovative ways

to augment their organization's competitive advantage in the marketplace may find that work/life

balance challenges offer a win-win solution.

The Genesis of Work/Life Balance


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Work/Life Balance is: A state of equilibrium in which the demands of both a

person's job and personal life are equal.

Phrases and words serve as cultural signposts to explain where we are and where we

are going. The term "work/life balance" was coined in 1986, although its usage in

everyday language was sporadic for a number of years. Interestingly, work/life

programs existed as early as the 1930s. Before World War II, the W.K. Kellogg

Company created four six-hour shifts to replace the traditional three daily eight-hour

shifts, and the new shifts resulted in increased employee morale and efficiency.

In the 1980s and 1990s, companies began to offer work/life programs. While the first

wave of these programs were primarily to support women with children, today's work/life

programs are less gender-specific and recognize other commitments, in particular those

of the family.

Defining Work/Life Balance

Life is a balancing act, and in todays society, it is safe to say that almost everyone is

seeking work/life balance. But what exactly is work/life balance? We have all heard the

term, and many of us complain that we don't have enough of it in our lives. Among men

and women alike, the frustrating search for work/life balance is a frequent topic of

conversation, usually translated into not enough time and/or support to do, to handle, to

manage ... our work commitments or personal responsibilities.

"Juggling competing demands is tiring if not stressful and brings lower productivity,

sickness, and absenteeism, so work/life balance is an issue for all employees and all

organizations."

The meaning of work/life balance has chameleon characteristics. It means different

things to different groups The following are working definitions of terms used regarding

work/life balance; some definitions overlap and some are continuing to evolve.


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*Work/family: a term more frequently used in the past than today. The current trend is to

use titles that include the phrase work/life, giving a broader work/life connotation or

labeling referring to specific areas of support (e.g., quality of life, flexible work options,

life balance, etc.).

* Work/family conflict: the push and pull between work and family responsibilities.

* Work/life balance from the employee viewpoint: the dilemma of managing work

obligations and personal/family responsibilities.

* Work/life balance from the employer viewpoint: the challenge of creating a supportive

company culture where employees can focus on their jobs while at work.

* Family-friendly benefits: benefits that offer employees the latitude to address their

personal and family commitments, while at the same time not compromising their work

responsibilities.

* Work/life programs: programs (often financial or time-related) established by an

employer that offer employees options to address work and personal responsibilities.

* Work/life initiatives: policies and procedures established by an organization with thegoal to enable employees to get their jobs done and at the same time provide flexibility

to handle personal/family concerns.

* Work/family culture: the extent to which an organization's culture acknowledges and

respects the family responsibilities and obligations of its employees and encourages

management and employees to work together to meet their personal and work needs.

Personal Lives and Family Values to the Forefront

In recent years personal and family lives have become critical values that people are

less willing to put on hold, put aside, or ignore, for the sake of work. Over time, the

workforce has begun to change course from being willing to spend every hour working

to learning to manage the complexities of modern living.


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Consequently, people are looking for options that allow for both a personal and family

life, and many seek ways to have it all. As a result, the management philosophy that

expects employees to put work first, ahead of personal lives and family commitments, is

becoming less accepted.

The Changing Face of Family

With the growing diversity of family structures represented in the workforce in the new

millennium, it is important that human resource professionals better understand the

interface of work and family relationships and the resulting impact in the workplace.

Many segments of the workforce may be subject to unique work/family pressures, yet

often have few sources of support.

From both the employer and employee viewpoint, the changing nature of what

constitutes family is one of the complications of today's society. "Work and family, the

dominant life roles for most employed women and men in contemporary society, can

either help or hurt each other."

To handle work/life balance, working adults learn to build networks of support at home,

at work, and in the community. Conflict between work and family has real

consequences and significantly affects quality of family life and career attainment of

both men and women. The consequences for women may include serious constraints

on career choices, limited opportunity for career advancement and success in their work

role, and the need to choose between two apparent opposites--an active and satisfying

career or marriage and children. Many men have to trade off personal and career

values while they search for ways to make dual-career families work, often requiring

them to embrace family roles that are far different, and more egalitarian, than those they

learned as children.

There are compensatory effects between two forms of psychological interference: work-

to-family and family-to-work. Specifically, support from two domains (partner and

employer) have a significant impact on one another. The impact of partner support is


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greater when business professionals feel their employers are unsupportive of their lives

beyond work. Conversely, for employees with relatively unsupportive partners, the

employer family-friendliness reduces role conflicts more than partners. Thus, one

source of support compensates for the lack of the other.

Looking at behavioral interference of work on family, the picture changes. In this case,

the whole is greater than the sum of its parts: the combined impact of employer and

partner support leads to a greater reduction in conflict than does independent employer

or partner support.

We live in stressful times, and each of us deals with stress every day. In the past three

years, an increasing number of employees surveyed indicate they are struggling with

work/life balance. Increasing levels of stress can rapidly lead to low employee morale,

poor productivity, and decreasing job satisfaction. Some of the specific symptoms that

relate directly to productivity in the work environment are abuse of sick time, cheating,

chronic absenteeism, distrust, embezzlement, organizational sabotage, tardiness, task

avoidance, and violence in the workplace. Other serious repercussions are depression,

alcohol and drug abuse, marital and financial problems, compulsive eating disorders,

and employee burnout.

Employee Assistance Programs (EAPs), offered by many employers, are an excellent

resource for employees under stress. EAPs provide a myriad of services, from drug and

alcohol abuse counseling to addressing family and marriage problems, financial and

legal difficulties, and stress-related problems. In addition, in line with the times and the

increasing stress levels in our society, a new profession has emerged: work/life

professionals. The concept of work/life professionals originally developed as an

extension of wellness programs (established as early as 1933) and EAPs (created in

the 1940s). The Alliance for Work/Life Progress (http://www.awlp.org), the nationa

association for work/life professionals, leads and promotes work/life initiatives in

business, academia, and the public sector to support a healthier work/life balance

between work, personal, and family life.


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Work/life programs represent a largely untapped workplace solution that have the

potential to significantly address stressful work environments.

The Employer's Perspective: Return on investment (ROI)

An employer's commitment to work/life initiatives is influenced by the perception of whether or

not such initiatives have a positive return on investment. In recent years, employers increasingly

realize that the quality of an employee's personal and family life impacts work quality and that

there are concrete business reasons to promote work and family integration.

Diversity and Work/Life Balance

While some companies may view diversity and work/life balance as separate functions,the business case for managing diversity is, in large part, the same for work/life

balance. Both diversity and work/life initiatives promote employee commitment, improve

productivity, lower turnover, result in fewer employee relations challenges, and

decrease the likelihood of unethical business practices.

Diversity and work/life initiatives can be found at the core of the new social contract

being negotiated between employers and employees. "The basic outline of the social

contract, as it has emerged during the past several years, calls for workers to commit

their best contributions and greatest energies to the job in return for interesting work,

respectful treatment, developmental opportunities, and an environment that responds to

individual needs. Where those provisions conflict (e.g., the degree of commitment and

energy expected by employers versus the flexibility required by employees), the

expertise of both diversity management and work/life professionals will be critical to find

win-win solutions."

Work/life programs require support from senior management. In addition, for the work

environment to be ready for work/life benefits, it is helpful to have a "corporate culture

that encourages employees to look at business in an entirely different way and supports

and accepts employees as individuals with priorities beyond the workplace.


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"Life cycles are another consideration. People need different things at different times of

their lives." Employers are realizing that work should be intrinsically interesting and

satisfying to employees, and these are the folks who produce the best work. The move

from extrinsic rewards to intrinsic rewards has an impact on work/life initiatives.

One of the challenges of work/life initiatives--from both the employer and the employee

viewpoint--is equitability, which has been cited as a major concern regarding work/life

initiatives.

When organizations are establishing work/life programs, it is important to consider the

purpose of the programs and whom they serve. Another aspect of judging

organizational readiness for work/life programs is the employees' view of perceived

support of the organization. The links between an organization's work/family culture, the

extent to which employees used work/life benefits, the extent of work/family conflict, and

the employees' intention to stay with their company supportive work/family culture is

closely related to work attitudes and perceived managerial support linked with less

intention to leave the organization.

Communication about work/life programs is essential. Although an organization may

offer a rich menu of work/life benefits, the desired effect--yielding positive business

results--is unlikely to occur if employees do not know about the programs or understand

them. Human resource professionals should consider four critical questions: 1) does the

company culture truly support work/life benefits; 2) does the management philosophy,

starting with senior management, sincerely endorse work/life benefits; 3) do managers

and supervisors understand the impact work/life balance has on their workforce; and 4)

are employees aware of and do they understand the company's work/life programs?

In addition, developing a human resources strategy that is clearly integrated with the

company's mission will demonstrate how committed the organization is to employee

needs.

Work/life initiatives create positive employer branding, promote being an employer of

choice, foster organizational citizenship, and support diversity initiatives. Building a


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strategic business case for work/life initiatives requires hard data documenting positive

results on the balance sheet.

There are several key factors to be considered in measuring ROI of work/life programs:

the audience, the culture, designing the data collection process, integrating findings and

making projections, and identifying the company's primary goals. For many

organizations, however, quantifying the data presents the greatest challenge. The best

place to start is to consider five key areas: 1) employee time saved; 2) employee

retention; 3) increased motivation and productivity; 4) absenteeism; and 5) decreased

health care costs and stress-related illnesses.

Employee Time Saved

One of the most direct and measurable financial benefits of work/life initiatives is the

amount of time saved by employees by using assistance, such as an EAP, to address

and solve personal problems.

Employee Retention

The cost of employee turnover and accompanying loss of valuable company knowledge

can be significant. Work/life programs offer a solution to retention woes.

the highest performers are the most likely to consider their ability to balance work and

personal responsibilities in a decision to stay with the company. Employees overall

rated work-balance issues as sixth of 16 factors that keep them with the company."

Increased Motivation and Productivity

Company commitment to work/life initiatives is closely aligned with employee motivation and

productivity

Decreased Health Care Costs and Stress-Related illnesses

With increasing company focus on the high cost of health care, work/life programs are

becoming an intelligent choice to help lower the number of health care claims The entire


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story regarding work/life programs, however, cannot be told strictly by quantitative

measurements. To present a solid argument for work/life policies and programs, the

positive yet hard-to-measure factors of work/life initiatives--corporate reputation, public

relations, improved community relations, increased employee loyalty, and enhanced

recruitment--should also be considered

Work/Life Balance Trends

The challenge of work/life balance in our society is unlikely to disappear. Identified and

discussed as follows are four work/life balance trends. Awareness of these trends will

place the human resource professional in a position to better educate management and

work closely with employees. The topic of work/life balance is getting a great deal of

attention in the academic and corporate worlds, and new research is continually being

conducted.

"Modern work has become knowledge-based, fluid, and intellectual; overworked people

think about work all of the time. For many people, work has become cognitively

intrusive." This introduces a new concept of Cognitive Intrusion of Work." In simple

terms, this means that work/life balance is not just about finding "physical time" to do all

that needs to be done. Instead, and more importantly, it is about the "cognitive space"

necessary to process, organize, and respond to the thinking demands of life within a

complex society. Cognitive intrusion of work results in lower job satisfaction, less

happiness, a greater incidence of work/life conflict, and more frequent burnout.

Furthermore, some research findings challenge long-held assumptions about the role of

personality, gender, family status and age with regard to work/life balance.

Furthermore, the challenges of work/life balance will no doubt impact recruitment,

retention and willingness to serve in hardship locations. In view of these factors,

voluntary organizations and aid agencies whose missions and services are critical in

many parts of the world may well have an even greater need for work/life programs to

attract and retain staff.


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Total Life Planning

Total life planning is a new and innovative approach to work/life benefits and helps

employees examine important aspects of their professional and personal lives and

understand how they relate. Their goal is "to encourage employees to look at their lives

as a whole and assess relationships, emotional and physical wellbeing, careers,

spirituality, and their personal financial situation. From these programs, employees can

assess their available choices to improve balance in their lives and develop an

individualized life plan. The most successful programs set a goal-oriented environment

with a meaningful and transformational component for each individual."The concept of

total life planning represents a paradigm shift in our society. One of the major benefits is

renewed employee energy, enthusiasm for work, and increased productivity. Total lifeplanning programs may be offered in conjunction with benefits such as health, life, and

disability insurance, or on a standalone basis. However, not all organizations may wish

to consider total life planning, as it brings topics into the workplace that have

traditionally been considered private.

Indian Scenario

It is not easy to find many references to Work-Life Balance policies and issues in India.This is not to discount their existence in the country, but it does indicate its relatively low

importance as a strategic business issue in the country. It is indeed hurting to see a

majority of Indian companies still wedded to the old style presenters philosophy instead

of offering managers opportunities to strike a healthy Work-Life Balance. Most Work-

Life Balance policies are tucked away in secure Intranets, some having evolved from

those dictated by parent organizations overseas. What most organizations, and

particularly the new wave ones, focus on are attractive on-campus facilities that could

range from swimming pools to health centers to food courts and so on facilities which

do little beyond accommodating a culture of excessive work demand, more so, when

they are offered by organizations where a long hour culture is the norm.

The IT Industry is probably the first mover in terms of introducing Work-Life Balance


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policies. There have been pioneers in the country like NIIT, a premier IT Training

organization, which several years ago introduced innovative allowances for employees

who were dating, got engaged, and so on. It made the news time and again because of

what these policies did to recruit promising talent and ensure a motivated workforce.

In a study of six leading organizations in India, employees spoke of Work-Life Balance

more in terms of achieving a balance and managing time rather than having more

control over time. Most believe that people did practice the balancing concept in the

past, but it was not as structured or formalized as it is now. In the past, there were not

as many women in the workforce, and male employees left their offices in time to be

with their families, but todays environment is characterized by a deteriorating tilt

towards work which creates the imbalance and brings the issue into focus.

Work-Life Balance policies are more relevant today than ever before. Globalization has

created its own pressures on employees of travel and working across varied time

zones. Also, women are increasingly entering the workforce, whereas their household

chores and responsibilities in bringing up the children have not proportionately

decreased. Career and competitive pressures are making more demands on the

employees time as a result of which attention to family and self is taking a back seat

which is disturbing mental equilibrium as well as deteriorating personal health.

Moreover, employees aspirations are growing, both at work and at home. And above

all, there are increasing demands on an employees time from both the family and

society.

Management and implementation of Work-Life Balance policies is the greatest

challenge Indian industry is facing. It was not just about creating a culture of flexibility

and change but also ensuring that employees do not misuse the policies. However,

there are still some fundamental issues that need to be addressed and myths that need

to be shattered by both employees and employers. Some of the more important ones

are:


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The myth that Work-Life Balance policies are relevant only for women and

working parents.

The myth that Work-Life Balance policies cannot work for senior managers.

The myth that employee empowerment in terms of Work-Life Balance results

from an environment/culture of trust and openness.

Organizations must address these issues while developing their Work-Life Balance

policies. Further, these policies must be enshrined in an organizations vision or values,

and supported by a culture that encourages flexibility.

In India, organizations have started to recognize the need for and the value of Work-Life Balance

policies. But the debate has to now move into implementation and working of such programs.

The Government has to play a critical role in being a catalyst of change. An advantage that

Indian industry will have is learning from the experiences of other countries in what has worked

and what has not. But as discussed earlier, theres no one size that fits all and Indian companies

will have to adapt policies to fit in with not just the nature of industry, the profile of workforce,

and other such factors, but also with the local culture and environment.

Conclusion

Work/life programs have the potential to significantly improve employee morale, reduce

absenteeism, and retain organizational knowledge, particularly during difficult economic times.

In today's global marketplace, as companies aim to reduce costs, it falls to the human resource

professional to understand the critical issues of work/life balance and champion work/life

programs. Be it employees whose family members and/or friends are called to serve their

country, single mothers who are trying to raise their children and make a living, Generation X

and Y employees who value their personal time, couples struggling to manage dual-career

marriages, or companies losing critical knowledge when employees leave for other opportunities,

work/life programs offer a win-win situation for employers and employees


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DESIGN OF THE STUDY

Statement of the Problem

All working people are social beings. Their purpose of being in an organization is to

achieve both economic and social objectives in life. Both are equally important: a

person is expected to perform well provided he/she has a fair share of social life

together with economic well being. Balancing both work and family life for any employee

requires fine tuning of the HR activity in terms of Employee relations and welfare.

Disequilibrium between work and life results in stressful situations or burnout syndrome

among the employees, which in turn results in poor productivity. Hence a study of such

a phenomena may help managers to reframe the HR policies from time to time.

A Study of Work and Family Life Balance among the employees at TVS Motor

Company.

Objectives of the Study

1) To study the self-identity concept in work-life balance.

2) To study the perception of employees about managements attitude and culture

towards work-life balance.

3) To study the programs oriented towards striking work life balance.

Research Methodology:

Type of Research

It is partly Exploratory Research and partly descriptive in nature

Scope of the study

The study is based on the survey with respect to the staff members, confining only to

TVS Motors Hosur division.

Purpose of the study


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The generic purpose of the study is to fulfill requirements of the award of MBA degree,

Bangalore University, Karnataka. The specific purpose is to analyze extensively and

evaluate the human resource practices in the organization towards assisting employees

in striking a proper work life balance.

Tools for data collection

The study involves collection of data from primary and secondary sources. The primary

data is collected with the help of structured questionnaires, interview schedules and

observation. Whereas, secondary data is collected through, research studies, websites

etc,

Sampling Plan

Convenience non-probability sampling

Sample Size

Questionnaire was administered to 50 employees in the company.

Research Instrument:

Structured Questionnaire, with statement of items on a 5-point rating scale.

Plan of Analysis:

A structured Questionnaire, with statement of items on a 5-point rating scale was

administered, data so collected through the questionnaires was analyzed using SPSS

package. The absolute scores were recorded and analysis was done by calculating the

mean score of each question and the whole variables mean score. This helped to find

out the level of each variable existing within the organization. After having done a

correlation analysis to find how the variables were related to each other. ANOVA, t-test

and cluster analysis was done to further probe into the data

Limitations of the Study

1. The study was confined only to the manufacturing unit of TVS motors in Hosur.


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2. Since the questionnaires were administered at the place of work, workplace-bias

may have had an influence on the results.

3. Since the study was done by using the non-probability sampling the findings may

not be accurate to the entire population parameter.

Operational Definitions of the Concepts Used

* Work/family: a term more frequently used in the past than today. The current trend is

to use titles that include the phrase work/life, giving a broader work/life connotation or

labeling referring to specific areas of support (e.g., quality of life, flexible work options,

life balance, etc.).

*Work/family conflict: the push and pull between work and family responsibilities.

* Work/life balance from the employee viewpoint: the dilemma of managing work

obligations and personal/family responsibilities.

* Work/life balance from the employer viewpoint: the challenge of creating a supportive

company culture where employees can focus on their jobs while at work.

* Family-friendly benefits: benefits that offer employees the latitude to address their

personal and family commitments, while at the same time not compromising their work

responsibilities.

* Work/life programs: programs (often financial or time-related) established by an

employer that offer employees options to address work and personal responsibilities.

* Work/life initiatives: policies and procedures established by an organization with the

goal to enable employees to get their jobs done and at the same time provide flexibility

to handle personal/family concerns.

* Work/family culture: the extent to which an organization's culture acknowledges and

respects the family responsibilities and obligations of its employees and encourages

management and employees


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Project Presentation Overview

1. Theoretical Background

This chapter throws light on work-life balance and gives a brief description of the

various aspects namely, quality of work life, importance of WLB, WLB programs etc.

2. Design of the Study

This chapter gives an overview of the problem statement considered for study,

objectives of the study, scope of the study, the methodology used for data collection,

limitations of the study, and project presentation overview.

3. Profile of the industry and Company

This chapter gives a brief profile of two wheeler industry in India, and about TVS

Motors, its objectives its activities, its divisions, and products with which it deals.

4. Analysis and Interpretation

This chapter gives comprehensive analysis of the study with respect to the

employees.

5. Summary of Findings, Recommendation and Conclusion

This chapter gives summary of all findings from the study and recommendations and

conclusions derived from these findings.

6. Bibliography

This chapter includes list of books referred and websites browsed.

7. Annexure

Includes the questionnaires used for data collection


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Industry Profile

Historical Industry Development

India is the second largest manufacturer and producer of two-wheelers in the world. It

stands next only to Japan and China in terms of the number of two-wheelers produced

and domestic sales respectively. This distinction was achieved due to variety of reasons

like restrictive policy followed by the Government of India towards the passenger car

industry, rising demand for personal transport, inefficiency in the public transportationsystem etc.

The Indian two-wheeler industry made a small beginning in the early 50s when

Automobile Products of India (API) started manufacturing scooters in the country. Until

1958, API and Enfield were the sole producers.

In 1948, Bajaj Auto began trading in imported Vespa scooters and three-wheelers.

Finally, in 1960, it set up a shop to manufacture them in technical collaboration withPiaggio of Italy. The agreement expired in 1971. In the initial stages, the scooter

segment was dominated by API, it was later overtaken by Bajaj Auto. Although various

government and private enterprises entered the fray for scooters, the only new player

that has lasted till today is LML.

Under the regulated regime, foreign companies were not allowed to operate in India. It

was a complete seller market with the waiting period for getting a scooter from Bajaj

Auto being as high as 12 years.

The motorcycles segment was no different, with only three manufacturers viz. Enfield,

Ideal Jawa and Escorts. While Enfield bullet was a four-stroke bike, Jawa and the

Rajdoot were two-stroke bikes. The motorcycle segment was initially dominated by

Enfield 350cc bikes and Escorts 175cc bike.


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The two-wheeler market was opened to foreign competition in the mid-80s. And the

then market leaders - Escorts and Enfield - were caught unaware by the onslaught of

the 100cc bikes of the four Indo-Japanese joint ventures. With the availability of fuel

efficient low power bikes, demand swelled, resulting in Hero Honda - then the only

producer of four stroke bikes (100cc category), gaining a top slot.

The first Japanese motorcycles were introduced in the early eighties. TVS Suzuki and

Hero Honda brought in the first two-stroke and four-stroke engine motorcycles

respectively. These two players initially started with assembly of CKD kits, and later on

progressed to indigenous manufacturing. In the 90s the major growth for motorcycle

segment was brought in by Japanese motorcycles, which grew at a rate of nearly 25%

CAGR in the last five years.

The industry had a smooth ride in the 50s, 60s and 70s when the Government

prohibited new entries and strictly controlled capacity expansion. The industry saw a

sudden growth in the 80s. The industry witnessed a steady growth of 14% leading to a

peak volume of 1.9mn vehicles in 1990.

The entry of Kinetic Honda in mid-eighties with a variometric scooter helped in providing

ease of use to the scooter owners. This helped in inducing youngsters and workingwomen, towards buying scooters, who were earlier inclined towards moped purchases.

In the 90s, this trend was reversed with the introduction of scooterettes. In line with this,

the scooter segment has consistently lost its part of the market share in the two-wheeler

market.

In 1990, the entire automobile industry saw a drastic fall in demand. This resulted in a

decline of 15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn vehicles.

Barring Hero Honda, all the major producers suffered from recession in FY93 and FY94.

Hero Honda showed a marginal decline in 1992.

The reasons for recession in the sector were the incessant rise in fuel prices, high input

costs and reduced purchasing power due to significant rise in general price level and

credit crunch in consumer financing. Factors like increased production in 1992, due to


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new entrants coupled with the recession in the industry resulted in companies either

reporting losses or a fall in profits.

India is one of the very few countries manufacturing three-wheelers in the world. It is the

world's largest manufacturer and seller of three-wheelers. Bajaj Auto commands a

monopoly in the domestic market with a market share of above 80%, the rest is shared

by Bajaj Tempo, Greaves Ltd and Scooters India.

In the last six years, the domestic two-wheeler industry has seen structural changes.

This can be seen from the change in composition of two-wheeler sales, where the

motorcycles have consistently gained market share from the scooter and moped

segments to corner a share of 41% of total two-wheeler sales. This trend is expected to

continue in the next two years till the four-stroke scooters make their presence felt in the

segment.

The Indian two-wheeler industry has witnessed deep cyclical trends. A robust growth

witnessed upto 1989, was followed by a severe recession upto FY93 and a strong

recovery between 1993-96. The industry then witnessed a slowdown since the second

half of FY97 which continued upto FY99. Prospects in FY2000 have turned for the

better once again with an overall revival in demand.

In the 90's, the two-wheeler industry has performed extremely well especially after the

automobile recession in 1992-93. In the period FY93-FY99 the two-wheeler industry has

grown at a CAGR of 14.6%. This splendid growth was possible due to the above

average performance of the motorcycle segment, which has grown at a CAGR of 24.3%

compared to 11% for scooters and 8.6% for mopeds.

The demand for two-wheelers in India is dependent upon factors like availability of

finance, increase in income levels, and restricted growth in public transportation and

movement in petrol prices. Except petrol prices, all other factors have positive

correlation with the demand for two-wheelers. The increase in petrol prices on the

contrary, adversely affects the demand for two-wheelers, due to increase in the running

cost of a vehicle.


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Two-wheeler is one of the rare industries, which is capital as well as labor intensive.

The setting up of a green field venture and ancillary network require enormous capital

investment. The assembly operation is highly labor intensive.

The capital requirement for a venture varies from segment to segment and based on

amount of outsourcing. For e.g. setting up of 0.1mn capacity plant for manufacturing

scooter requires approximately Rs1bn and motorcycles Rs1.7bn.

Two-wheeler production entails an assembly of over 700 components, including those

sourced from vendors / independent manufacturers (about 60-70%). In the press shop,

sheet metal components like body frame, fuel tank, front fender and rear fender, muffler

etc are pressed, welded, painted / plated in respective shops. In the engine plant,

engine components (cast/ forged parts) are machined and assembled along-with other

components. The engine is then transferred to the main plant and assembled with the

body and bought out components.

Due to the peculiar characteristic of high ancillarisation, balance sheet does not reveal

the complete picture. The material cost which is understood as fully variable, has in-built

overheads of ancillaries. Typically, when volumes are expanding, raw material cost

escalations are not passed on, as ancillaries are able to spread their overheads overlarger volumes. Ancillaries add as much as 50-300% value on the basic raw material.

While steel and aluminum account for 5% each, of the material cost, 60-70% of the cost

is incurred on components sourced from outside.

Motorcycles

The motorcycle is being increasingly used by youngsters/bachelors in urban areas and

by rural folk as a sturdy means of personal transportation. Bigger wheels, better road

grip, higher ground clearance, power, fuel efficiency, low maintenance cost are the

major attraction of this segment. The motorcycle segment, too, can be further classified

into the Japanese and the Indian motorcycle segments. The former consist of models

manufactured out of Japanese technology while the latter category consist of the high-


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powered bikes of the 'Rajdoot' and 'Bullet' range and also the step-thru's which fall

somewhere between a scooter and a motorcycle.

The sales of motorcycle have increased from 0.1mn in FY80 to 0.38mn in FY93 at a

CAGR of 11.6%. The segment picked up momentum in the 90's to grow at a CAGR of

15.7% to 1.796mn vehicles in FY2000. Motorcycle sales achieved a major milestone of

crossing the scooter sales in the month of November 1998. This trend has further

continued for the next couple of years causing a jump in sales of 28.7%yoy to 1,796,734

units in FY2000.

The Indo-Japanese motorcycles have advantage of better fuel efficiency, more power,

better road grip, low emissions and lightweight compared to scooters. Usually,

motorcycles are the costliest among two-wheelers.

In the last two years, the motorcycle segment has witnessed the launch of several new

models from existing players. Majority of these have been in the four-stroke engine

category for which the technology has come from Japanese parents. Increasing product

differentiation and competition has resulted in new sub-segments emerging. The

efficiency segment is currently the fastest growing and constitutes four-stroke

motorcycles. This has caused a dent in the demand for two-stroke motorcycles which isexpected to further drop in the future. Taking in to consideration the limited availability of

mass transportation in rural and semi-urban areas and suitability of motorcycles to

these conditions, we expect the segment to continue to grow at 20%yoy growth in

FY01. This will increase demand for motorcycles from 1.80mn in FY2000 to 2.5mn in

FY02.

The major growth in motorcycle segment will be coming from Japanese segment and in

particular four-stroke motorcycles, leading to marginalization of Indian motorcycles. The

Japanese motorcycles will continue to improve penetration in the rural areas by

providing additional features like luggage carrying provision etc. On the other hand,

sales of step-thru will most probably stagnate.


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The rush of new models in the small car market combined with up gradation of small car

users to new mid-size cars has lead to sharp drop in prices of second hand cars. In

some cases the price of a second hand car is just twice the price of a brand new

motorcycle. This will accelerate shift of two-wheeler users to cars and hence affect the

demand for high end motorcycles. Therefore, in the coming years the high end

motorcycle manufacturers will have to take into consideration prices of second hand

cars, while positioning the vehicle.

The manufacturers of two-wheelers distinguish their products based on power, fuel

efficiency, maintenance requirement, ease in handling, style, looks and ergonomics,

price etc.

The two-wheeler industry is controlled by eight major players, viz. Bajaj Auto Ltd (BAL),

Maharashtra Scooters Ltd (MSL), LML, Kinetic Motors Ltd, Hero Honda Motors Ltd

(HHML), Escorts Yamaha Motors Ltd (EYML), TVS Motors Ltd (TML) and Kinetic

Engineering Ltd (KEL). Among these only Bajaj Auto and TVS Motors have presence in

all the three segments of two-wheelers, with the rest catering to one or two segments of

the two-wheeler market.

Exports

The exports of two-wheelers from India are insignificant in comparison to domestic

sales. The exports started looking up in FY94 and FY95 when they registered a growth

of above 50% to reach a figure of 0.116mn vehicles. In FY96, the exports remained

stagnant but continued its upward journey at a growth of 9.43% to reach 0.125mn

vehicles in FY97.

In FY98, the exports remained stagnant due to slump in Asian demand. The sluggish

trend continued during FY99 and FY2000. Shares of both scooters and mopeds in the

export market fell while that of motorcycles remained stagnant. The major portion of

exports is contributed by motorcycles which form about 42.4% of total two-wheeler

exports.


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The world two-wheeler market is dominated by Japan. Japanese manufacturers

account for around 65% of the total two-wheeler production in the world. However,

production within Japan has been declining due to lower domestic demand and shift in

manufacturing base outside the country. Japan is also the world's largest exporter of

two-wheelers in the world controlling around 75% of the world trade. Its major markets

are China, USA and Europe. In terms of player positions, Honda Motors Corporation,

Yamaha Motors and Suzuki Motors Corporation share the top three slots in the world

two-wheeler market.

Key Earning Drivers

Government policy impact on petrol prices: Petrol prices determine the running cost

of two/three wheelers expressed in Rupees per kilometer. Petrol prices are the highest

in India as GOI subsidizes kerosene and diesel. But with the recent change in GOI

policy to reduce the subsidy, the prices of petrol will remain constant at the current

prices. This will have a positive effect on purchases on two/three wheelers.

Improvement in disposable income: With the increase in salary levels, due to entry of

multinationals following liberalization process and fifth pay commission, the disposable

income has improved exponentially over the years. This will have multiplier effect ondemand for consumer durables including two-wheelers. This is already witnessed in

improved demand for 2-wheelers in recent years.

Changes in prices of second hand cars: The second hand car prices of small cars

have come down sharply in the recent past. This will shift the demand from higher end

two-wheelers to cars and affect the demand for two-wheelers negatively. A further drop

in second hand car prices will lead to pressure on the two-wheeler majors who plan to

release higher end scooters and motorcycles.

Implementation of mass transport system: Many states have planned to implement

mass transport systems in state capitals in the future. This will have negative impact on

demand for two-wheelers in the long-run. But taking into account the delays involved in


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implementation of such large infrastructure projects, we expect the demand to be

affected only five to seven years down the line.

Availability of credit for vehicle purchase: The availability and cost of finance affects

the demand for two and three-wheelers as the trend for increased credit purchases for

consumer durables have increased over the years. Therefore any change with respect

to any of these two parameters as a result of change in RBI policy has to be closely

watched to assess the demand for two and three wheelers.

Conclusion

The two-wheelers market has had a perceptible shift from a buyers market to a sellers

market with a variety of choices. Players will have to compete on various fronts viz.

pricing, technology, product design, productivity, after sale service, marketing and

distribution. In the short term, market shares of individual manufacturers are going to be

sensitive to capacity, product acceptance, pricing and competitive pressures from other

manufacturers.

All the three segments, motorcycles, scooters and mopeds have witnessed capacity

additions in the last one year and it will continue in the upcoming period as and whenHonda opens a local subsidiary. Over this period, only the motorcycle segment is

expected witness higher demand vis--vis supply, while the scooters and mopeds

supply will outstrip demand.

As incomes grow and people feel the need to own a private means of transport, sales of

two-wheelers will rise. Penetration is expected to increase too approximately to more

than 25% by 2005.

The motorcycle segment will continue to lead the demand for two-wheelers in the

coming years. Motorcycle sales are expected to increase by 20% year after year, as

compared to 1% growth in the scooter market and 3% growth in moped sales

respectively for the next two years.


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The four-stroke scooters will add new dimension to the two-wheeler segment in the

coming future.


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COMPANY PROFILE

TVS MOTORS

TVS Motors is the third largest company in the two-wheeler industry with a market share

of 16%. In fact, it is the only Indian company without a foreign collaboration in the two-

wheeler industry. When the company opted out of the collaboration with Suzuki in 2002,many believed that TVS was headed towards extinction. But the company proved the

doomsayers wrong and came out with a very successful TVS Victor. However, since

then growth has slowed down.

Background

Originally incorporated in 1982 to manufacture two-wheelers in collaboration with

Suzuki Motors of Japan, TVS was one of the leaders in two-wheeler industry. However,

disagreement on several aspects including development of TVS brand and exports lead

to severance of ties with the joint venture partner in 2002. This forced the company to

develop its own R&D expertise and commit itself to sizeable investment. It has presence

in all the segments viz. motorcycle, scooterette and moped. TVS Scooty (scooterettee)

and TVS Victor (executive segment motorcycle) are its key brands. The company has

also launched two new fuel-efficient bikesCentra and Star.

Performance vis--vis competitors

With rise in per capita income, lowering of interest rates, changes in consumer

preference towards trendier two-wheelers, there was a conscious shift in the

composition of two-wheeler industry led by increase in the demand of motorcycle as

against scooters and moped. In FY04, out of the total two-wheeler industry of 5.6 m

units, the share of motorcycles was 77%, as against 42% in FY99. During the period


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FY97 to FY04, while two-wheeler industry grew CAGR of 10%, the demand for

motorcycle grew at 27% CAGR. However, TVS managed to achieve a CAGR of 11%.

Thus while competitors were cashing on this boom, TVS market share was declining

due to lack of a 4 stroke model in its stable. This fall has been somewhat restricted with

the introduction of Victor in 2003.

Financial performance

The company achieved a CAGR of 16.3% in sales and 12.6% in earnings (see table

below). Though the results appear to be decent, when compared with the performance

of peers, the companys performance is somewhat disappointing. During the same

period, Hero Honda achieved a CAGR of 27% in revenues and 39% in profits. Further,

despite substantial reduction in interest cost (CAGR of negative 20%), the net profit

margin has fallen from 5.6% in FY00 to 4.9% in FY04.

FY00 FY01 FY02 FY03 FY04

Units sold

Motor cycle 313,446 354,517 450,497 718,447 706,558

Scooterrette 122,947 142,458 144,135 152,472 189,238

Moped 364,598 366,471 271,683 248,190 251,065

Total 800,991 863,446 866,315 1,119,109 1,146,861

(Rs m)

Net sales 15,418 18,210 19,305 27,045 28,202

Operating profit 1,686 1,286 1,297 2,624 2,594


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PAT 862 626 539 1,280 1,385

Operating profit margin 10.9% 7.1% 6.7% 9.7% 9.2%

Net profit margin 5.6% 3.4% 2.8% 4.7% 4.9%

Number of shares (m) 23.1 23.1 23.1 23.1 237.5

Face Value per share 10 10 10 10 1

EPS 37.3 27.1 23.3 55.4 5.8

Fully Diluted EPS 3.6 2.6 2.3 5.4 5.8

Fundamentals

As evident from the table below, the company has comparatively a weaker financial

position. Not only returns are low, but also the assets are not optimally utilized. One of

the reason for the same can be continuous thrust on R&D (post the severance of ties

with Suzuki Motors), the fruits of which yet to be reaped, which is clearly evident from

the fact that capex as a percentage of sales is rising.

TVS Hero Honda

FY04**FY04*

RONW 24.7% 64.0%

ROCE 17.3% 55.5%

D/E (x) 0.2 0.2

Interest coverage ratio (x) 179.9 527.2

Payout 22.6% 54.8%

BVPS 24 57

Sales per employee 6.4 14.2

Sales to NFA (x) 4.0 9.9

Capex to sales 11.6% 2.5%

Supply Chain Management

Forming the inner rung of the extended TVS family, suppliers are involved at every

stage of product development. TVS extend core values and best practices to all its

suppliers.


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Through continuous training forums TPM (Total Productivity Maintenance) and JIT

(Just in Time) practices is imparted. Suppliers are committed to quality through

continuous improvement and up gradation of processes. This has helped them obtain

prestigious international certifications like ISO 9000, QS 9000 & TS 16949.

Company also facilitate knowledge sharing by reputed international consultants in order

to build & enhance management expertise within our supplier bas

R & D

Currently, more than 400 engineers work on developing radically new products and

cutting-edge engine technologies. Companys R&D team has developed the

revolutionary Variable Timing Intelligent (VT-I) engines, one of the most innovative

technologies developed in the two-wheeler industry. The R&D Engineers have

published multiple technical papers in international conferences on engine and vehicle

technologies. They also have a number of patents to their credit.

Quality

At TVS Motor Company, every department works in tandem to produce quality

products. The people form the pillars of support, strengthening the overall quality

standards and moving towards total customer satisfaction. The quest to achieve world -

class levels in quality as well as improvements in design and processes, the company

has formed special task forces to monitor quality related performance. The basic

tenets of TQM, including Daily workmanagement, Policy management, Kaizen

(continuous improvement), Training and Standardization are followed across our

organization.

These processes help us produce defect free vehicles known for their quality.All the

processes are Deming-certified and also acknowledged by the Japanese for quality.

TVS Motor Company was also awarded the prestigious "TPM Excellence award - First

category" by Japan Institute of Plant Maintenance (JiPm), rated as the benchmark in
http://www.tvsmotor.co.in/article.asp?id=15&aid=14http://www.tvsmotor.co.in/article.asp?id=15&aid=14


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TPM excellence in India.

The two state-of-the-art manufacturing plants in Mysore and Hosur, near Bangalore,

Indias IT Capital, are spread over 272 acres and 174 acres respectively, w ith a

combined capacity to produce over 1.5 million two wheelers per annum.

With flexible lines, quick change over, and Poka - Yoke incorporated in the processes,

TVS Motor Company ensures high quality of its products. Safety management is

integrated with the Companys overall Environment, Health and Safety (EHS)

management system and is one of the most important norms of the company.

Information Technology

TVS Motor Company has established an e-business system, which maximizes

company values and profits through e-transformation.

With the establishment ofERP systems by SAP, all processes of the company are

integrated across the manufacturing plants, suppliers, area offices and warehouses in

India. All area and branch offices access the system via leased lines and VSAT.

The company has successfully rolled out a Dealer Management System (DMS) to help

in standardizing best practices in dealerships and CRM to improve interaction with

customers and product quality.

TVS Motor Company is a reliable partner providing customers with quality products

through an e-sales portal site and information exchange. This extended arm of the

company believes in social responsibility and has involved itself in several community

development initiatives that have significantly improved the standard of living of the

people in 51 adopted villages across the country. The program enables people below

the poverty line in these adopted villages to earn their livelihood by involving them in

activities that generate income.


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Health

As another part of its social involvement, TVS Motors provides health services through

the Srinivasan Services Trust. Dental care camps; eye camps, health check-up and

nutrition programs are conducted on a regular basis. The initiative also focuses on

primary health, maternal health, child-care and leprosy eradication.

Infrastructure Development

The company is actively involved in the community development of the villages by

providing infrastructure facilities such as housing, sanitation, roads, drains, bus shelters,

medical centre and natural resources management.

Rebuilding Quake Hit Villages

Supported by Rural Agro Research & Development Society and Kutch Nav Nirman

Abhiyan, the company has rebuilt Goyersama, a village in the Kutch District of

Gujarat, which was hit by an earthquake of unprecedented scale and magnitude on 26th

January, 2001.

Education and Literacy

In addition to providing infrastructure facilities like new buildings for school, the

company helps establish computer education programs for school children. The

Srinivasan Services Trust has successfully achieved 98% primary school enrollment

in the adopted villages

Products

TVS Victor

4-Stroke, 125cc, performance motorcycle with VT-i technology..

TVS Star

4-Stroke, 100cc value for money economy motorcycle for good mileage and rugged

terrain
http://www.tvsvictor.com/http://www.tvsvictor.com/http://www.tvsstar.com/http://www.tvsstar.com/http://www.tvsvictor.com/


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TVS Scooty

4-Stroke, 75cc scooterette for the new generation

TVS Centra

4-Stroke, 100cc executive motorcycle with revolutionary VT-i engine

TVS Fiero

4 stroke, 150 cc premium performance cts

Awards Received

The Chairman and Managing Director, TVS Motor Company, Mr Venu

Srinivasan, was conferred with the prestigious JRD Tata Corporate Leadership

Award for the year 2004, by the All-India Management Association (AIMA). He

was also recognized as one of the Stars of Asia by Business Week International.

TVS Motor is the third Indian company to win the Deming Prize, the coveted

international award for quality management, which it received in 2002.

TVS Motor Companys scooterette, Scooty Pep won the outstanding design

award in its category in the recently concluded Business World NID Design

Excellence Awards 2004.Ahmedabad felicitated TVS Motor Company for theoutstanding design in Scooty Pep with an award in the two-wheeler category.

There were totally 16 + 2 awards for various categories.

Recent Trends

TVS Motor Companys total two-wheeler sales in April 2005 stood at 92,400 units

compared to 81,032 units during the same period last year, recording a growth of 14%.

The major thrust to the overall increase in two-wheelers came from the 13% growth

recorded by the motorcycles, which clocked 52,825 units in April 2005, compared to

46,881 units recorded during the same period last year.

TVS Star crossed the one-lakh mark since its launch, and the brand has been
http://www.tvsscooty.com/http://www.tvsscooty.com/http://www.tvscentra.com/http://www.tvsfiero.com/http://www.tvsfiero.com/http://www.tvsfiero.com/http://www.tvscentra.com/http://www.tvsscooty.com/


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witnessing a strong demand across the country. The company continues to ramp up its

production to meet the increasing market demand. The Victor brand namely the

GLX125 and GX110 models continue to show encouraging demand. The Scooterette

sales achieved a growth of 27% clocking 19,279 units in April 2005, compared to

15,172 units recorded last year. The TVS Scooty brand is the market leader in the

scooterette sub-100 cc segment. Moped sales stood at 20,296 units in April 2005,

compared to 18,979 units in the same period last year, recording a growth of 7%. The

company continues to enjoy market leadership and has been consistently performing

well compared to the industry. In the export front, TVS Motor Company exported 6,291

two wheelers in April 2005, recording a growth of 108% in the last year.

While the TVS Victor has grown from strength to strength in the executive bike

segment, TVS Motor is already working furiously on a slew of other products that will be

launched during the course of next two months.


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ANALYSIS OF THE DATA

Frequency distributions of the demographic variables:

Table1 Educational status

Table 2 Marital status

Table3 Parental status

Table 4 Occupational Level

Table 5 Income

category Frequency Percent

graduates 42 84

post-graduates 8 16

Total 50 100


married 42 84.0

single 8 16.0

Total 50 100.0

category Frequency Percenthad children 38 76.0

did not have children 12 24.0

Total 50 100.0

category Frequency

Percent

Engineer 24 48.0

Sr. Engineer 6 12.0

Project leader 8 16.0

Project manager 8 16.0

Sr. manager 4 8.0

Total 50 100.0


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Table 6 Age

Description of the rating scales used

For items SI1 - SI14: 1 = strongly disagree, 2 = disagree, 3 = neither agree nordisagree, 4 = agree, 5 = strongly agree

For items SI15 - SI18: 1 = extremely dissatisfied, 2 = dissatisfied, 3=neutral,4=satisfied, 5=extremely satisfied

For items WF1 - WF13: 1 = strongly disagree, 2 = disagree, 3 = neither agree nordisagree, 4 = agree, 5 = strongly agree

For items WF14 - WF17: 1 being the lowest and 5 being the highest Very Difficult, Difficult, neither Easy nor Difficult, Easy, Very Easy Very Unsuccessful, Unsuccessful, Neither Successful nor Unsuccessful,

Successful, Very Successful Never, Seldom, Sometimes, Usually, Always

For the AC variables and OP variables: 1 = strongly disagree, 2 = disagree, 3 =neither agree nor disagree, 4 = agree, 5 = strongly agree


Below 2.6 Lakhs 2 4

2.6-4.2 Lakhs 26 52

4.2-6.7 Lakhs 19 38

6.7-12.4 Lakhs 2 4

Total 49 98Missing 1 2

Category Frequency Percent

20-24 28 56

30-34 12 24

35-39 7 14

45-49 3 6

Total 50 100


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Table 7Percentage and Mean value of SI (i.e. self-identity) variables

SI1 SI2 SI3 SI4 SI5 SI6 SI7 SI8 SI91 38 6

2 32 32 80

3 6 6

4 76 56 30 64 76 62 14 100 78

5 24 44 36 24 16

Total 100 100 100 100 100 100 100 100 100

Mesn 4.24 4.44 2.2 4.36 4.24 3.30 2.2 4 4.14

SI10 SI11 SI12 SI13 SI14 SI15 SI16 SI17 SI18

12 6

3 6 6 12 6

4 80 68 56 52 6 62 68 80

5 20 32 44 36 88 38 20 100 14

Total 100 100 100 100 100 100 100 100 100

Mean 4.18 4.2 4.32 4.44 4.2 3.82 4.38 4.08 4.05

The above table gives us the percentage of ratings on different SI variables and the

mean values of each of them. The overall mean score of the sample with respect to the

SI (i.e. self identification with the job) variable is 3.84, indicating that employees identify

themselves with the job that they do for some extent but it is not very much significant.

On other hand they have fairly good amount of satisfaction with the job with respect to

its dynamism, since the mean score of SI variables from 15-18 asking for the level of

satisfaction with the job is 4.15 on an average.


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Table 8Percentage and Mean value of WF (I,e. work and family life) variables

WF1 WF2 WF3 WF4 WF5 WF6 WF7 WF8 WF9

1 2

2 42 24 82 66 18 28 10 103 22 18 24 30 20 62 44 46

4 56 54 10 52 52 38 46 44

5

Total 100 100 100 100 100 100 100 100 100

Mean 3.4 3.3 2.1 3.3 3.2 3.2 3.3 3.3 3.3

WF9 WF10 WF11 WF12 WF13 WF14 WF15 WF16 WF17

1 2 2 2

2 10 6 12 2 66 36 48 68

3 46 34 24 8 8 12 52 46 26

4 44 60 74 78 90 22 12 6 6

5

Total 100 100 100 100 100 100 100 100 100

Mean 3.5 3.7 3.6 3.8 2.5 2.2 2.8 2.3 2.2

The above table gives us the percentage of ratings on different WF variables and the

mean values of each of them. The overall mean of the sample with respect to WF

variables is 3.261, which clearly indicates that employee is not able to balance their

work and family life. On other hand the mean score of WF variables from 14- 17 which

is about how successful employees are in managing the work life balance is just 2.51.

This indicates that most of them are not able to strike a balance between work and

family life successfully.


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Table 9Percentage and Mean value of AC( i.e. Attitude and culture of the

Management towards WLB) variables

AC1 AC2 AC3 AC4 AC5

1

2 6 34 80 44 40

3 44 6 42 38

4 94 22 8 14 22

5

Total 100 100 100 100 100

Mean 3 2.8 2.2 2.7 2.8

The above table gives us the percentage of ratings on different AC variables and the

mean values of each of them. The overall mean score is 2.9, indicating that employees

neither agree nor disagree with respect to the management attitude and culture of the

organization in providing assistance and support in striking a work life balance.


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Table10Percentage and Mean value of the OP (i.e. opinions about organizationsperspective towards WLB programs) variables

OP1 OP2 OP3 OP4 OP5

1 8 8 82 48 66 18 74 48

3 26 72 26 50

4 44 2 2

5

Total 100 100 100 100 100

Mean 2.5 2.8 2.7 2.2 2.5

The above table gives us the percentage of ratings on different OP variables and the

mean values of each of them. The overall mean score for opinion about organizations

perspective towards WLB is 2.4, indicating that employees do not perceive the

organization as having any programs towards helping them strike a work-life balance.


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Table 11ANOVA and T-test of WF4 variable to assess the difference and the direction ofthe difference between groups

Sum ofSquares df

MeanSquare F Sig.

WF4BetweenGroups 1.84381 1 1.84381 4.322233 0.042985

WithinGroups 20.47619 48 0.426587

T TEST

ES N Mean Std.

Deviation

Std.

ErrorMean

WF4 1.00 42 2.5238 .7067 .1090

2.00 8 2.0000 .0000 .0000

t DfSig. (2-tailed)

WF4 2.078998 48 0.042985

There is a significant difference in WF4 (i.e. adequate back-up to take vacations)

between different education status groups: ES1 (graduates) on average have

significantly more back-up than ES2 (post-graduates).


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Sum ofSquares df

MeanSquare F Sig.

WF5BetweenGroups 2.725952 1

2.725952 4.938683 0.031009

WithinGroups 26.49405 48

0.551959

Total 29.22 49

ES N Mean Std.Deviatio

n

Std.Error

MeanWF5 1.00 42 3.2381 .7905 .1220

2.00 8 3.8750 .3536 .1250

t DfSig. (2-tailed)

WF5 -2.22231 48 0.031009

There is a significant difference in WF5 (i.e. satisfaction with job performance) between

different education status groups: ES1 (graduates) on average are significantly less

satisfied than ES2 (post-graduates).


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Sum ofSquares df

MeanSquare F Sig.

WF9BetweenGroups 1.600952 1

1.600952 3.916893 0.053555

WithinGroups 19.61905 48

0.40873

Total 21.22 49

ES N Mean Std.

Deviation

WF9 1.00 42 3.2619 .6648

2.00 8 3.7500 .4629

t DfSig. (2-tailed)

WF9-

1.97911 48 0.053555

There is a significant difference in WF9 (i.e. distraction at work due to family problems)

between different education status groups: ES1 (graduates) on average are significantly

less distracted at work by family problems than ES2 (post-


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Table 14ANOVA and T-test of AC 2 variable to assess the difference and the direction ofthe difference between groups

Sum of

Squares df

Mean

Square F Sig.

AC2BetweenGroups 5.285952 1 5.285952 11.53611 0.001379

WithinGroups 21.99405 48 0.458209

Total 27.28 49


n

Std.Error

Mean

AC2 1.00 42 2.7381 .7005 .1081

2.00 8 3.6250 .5175 .1830

t DfSig. (2-tailed)

AC2-

3.39648 48 0.001379

There is a significant difference in AC2 (i.e. managers awareness of the employees

needs) between different education status groups: ES1 (graduates) on average

perceive that managers are significantly less aware than ES2 (post-graduates) do


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Table 15ANOVA and T-test of AC3 variable to assess the difference and the direction of

the difference between groups

Sum ofSquares df

MeanSquare F Sig.

AC3BetweenGroups 1.287321 1 1.287321 3.826702 0.056666

WithinGroups 15.13821 45 0.336405

Total 16.42553 46


n

Std.Error

Mean

AC3 1.00 41 2.1707 .4951 7.732E-02

2.00 6 2.6667 1.0328 .4216

t DfSig. (2-tailed)

AC3

-

1.9562 45 0.056666

There is a significant difference in AC3 (i.e. managers flexibility in assisting work-life

balance) between different education status groups: ES1 (graduates) on average

perceive significantly less managers flexibility in assisting work-life balance than ES2

(post-graduates).


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Table 16Correlation coefficients of different dimensions

SI SISAT WF WFSUCC AC OPSI Pearson

Correlation1.000 -.344 .177 -.082 -.061 .073

Sig. (1-tailed)

. .007 .109 .286 .337 .307

N 50 50 50 50 50 50

SISAT PearsonCorrelation

-.344 1.000 -.105 -.031 -.080 .052

Sig. (1-tailed)

.007 . .234 .415 .291 .360

N 50 50 50 50 50 50

WF PearsonCorrelation

.177 -.105 1.000 .075 -.063 .022

Sig. (1-tailed)

.109 .234 . .303 .332 .440

N 50 50 50 50 50 50

WFSUCC PearsonCorrelation

-.082 -.031 .075 1.000 -.182 -.246

Sig. (1-tailed)

.286 .415 .303 . .103 .042

N 50 50 50 50 50 50

AC PearsonCorrelation

-.061 -.080 -.063 -.182 1.000 .317

Sig. (1-tailed)

.337 .291 .332 .103 . .012

N 50 50 50 50 50 50

OP PearsonCorrelation

.073 .052 .022 -.246 .317 1.000

Sig. (1-tailed)

.307 .360 .440 .042 .012 .

N 50 50 50 50 50 50

There is a negative correlation between self-identity with the job/ career and the

satisfaction with the job dynamism (i.e. growth and development,

accomplishments, independent thought and action, and challenge), indicating

that the higher the self identity that the individual perceives in his job, the

relatively less satisfied he is in the job that he is doing.


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There is a negative correlation between WFSUCC and OP indicating that the

less an individual feels unsuccessful in balancing the work and family life the

more organization support he expects in order to restore balance.

There is a positive correlation between AC and OP, indicating that any

organizational program/ policy relating to work-life balance requires management

support and assistance for development and implementation.


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Cluster Analysis

* * * * * * H I E R A R C H I C A L C L U S T E R A N A L Y S I S Dendrogram using

Average Linkage (Between Groups)

Rescaled Distance Cluster Combine

C A S E 0 5 10 15 20 25

Label Num +---------+---------+---------+---------+---------+

4

37

7

19

5

6

35

22

2

20

21

14

34

36

25

47

40

10

23

38

8

24

26

46

41

48

28

13

42

49

9

16

29

43

50

11

12

31

32

44

17

30

45


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1

From the cluster analysis, the following clusters were identified :

Cluster 1: consisting of the sample points 4, 37, 7, 19, 5, 6, 35, 22, 2, 20, 21, 14,

34, 36, 25, 47, 40, and 10

Cluster 2: consisting of the sample points 23, 38, 8, 24, 26, 46, 41, 48, 28, and

13

Cluster 3: consisting of the sample points 42, 9, 16, 29, 43, 50, 11, 12, 31, 32,

44, 17, 30, and 45

Note that sample points 3, 15, 18, 27, 33, 34, 39, and 49 could be classified as

some of their responses were missing. Further, sample point 1 fell outside ofthese three clusters.

Demographic analysis of the clusters:

CLUSTER * ES Crosstabulation CLUSTER * MS Crosstabulation

ES Total MS Total

1 2 1 2

CLUSTER 1 16 2 18 CLUSTER 1 3 15 18

2 8 3 11 2 3 8 11

3 13 1 14 3 4 10 14


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Total 37 6 43 Total 10 33 43

CLUSTER * PS Crosstabulation CLUSTER * OL Crosstabulation

PS Total OL Total

1 2 1 2 4 5 7

CLUSTER 1 15 3 18 CLUSTER 1 9 4 3 2 182 8 3 11 2 6 1 2 1 1 11

3 10 4 14 3 6 1 3 2 2 14

Total 33 10 43 Total 21 6 8 5 3 43

CLUSTER * INC Crosstabulation CLUSTER * AGE Crosstabulation

INC Total AGE Total

1 2 3 4 2 4 5 7

CLUSTER 1 1 10 6 17 CLUSTER 1 11 2 3 2 18

2 1 6 4 11 2 6 4 1 11

3 7 6 1 14 3 6 5 2 1 14

Total 2 23 16 1 42 Total 23 11 6 3 43

From the above cross-tabulations, Cluster 1 can be described as a group of primarily

graduate engineers, falling in a relatively lower income group. Cluster 2, on the other

hand, can be described as a group of young, post-graduate managers, falling in a

middle income group. Finally, Cluster 3 can be described as a group of older, senior

managers, with a higher level of income.

Work-life Balance Analysis of the Clusters:Table 17The descriptive statistics for each of the variables in each of the clusters were asfollows:

CLUSTER N Mean Std.


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Deviation

SI1 1 18 4.333333 0.485071

2 11 4 0

3 14 4.285714 0.468807

SI2 1 18 4.666667 0.485071

2 11 4 03 14 4.428571 0.513553

SI3 1 18 3.333333 0.970143

2 11 1.272727 0.467099

3 14 1.714286 1.069045

SI4 1 18 4 0

2 11 4.818182 0.40452

3 14 4.5 0.518875

SI5 1 18 4.666667 0.485071

2 11 4 0

3 14 4 0

SI6 1 18 4 02 11 2.545455 0.934199

3 14 3 0.960769

SI7 1 18 2.444444 0.855585

2 11 2 0

3 14 1.857143 0.363137

SI8 1 18 4 0

2 11 4 0

3 14 4 0

SI9 1 18 4 0

2 11 4.454545 0.522233

3 14 4 0.5547

SI10 1 18 4 0

2 11 4.545455 0.522233

3 14 4.214286 0.425815

SI11 1 18 4.555556 0.51131

2 11 4.272727 0.467099

3 14 4 0

SI12 1 18 4.444444 0.51131

2 11 4.545455 0.522233

3 14 4.5 0.518875

SI13 1 18 4.333333 0.4850712 11 4.454545 0.522233

3 14 4.214286 0.699293

SI14 1 18 4 0

2 11 4 0

3 14 3.857143 0.363137

SI15 1 18 4.388889 0.501631

2 11 4.454545 0.522233


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3 14 4.214286 0.425815

SI16 1 18 3.888889 0.758395

2 11 4 0

3 14 4.285714 0.468807

SI17 1 18 4 0

2 11 4 03 14 4 0

SI18 1 18 4 0

2 11 4.272727 0.467099

3 14 4.214286 0.425815

WF1 1 18 3.555556 0.855585

2 11 3.818182 0.603023

3 14 2 0

WF2 1 18 3.833333 0.514496

2 11 3.181818 0.98165

3 14 2.571429 0.513553

WF3 1 18 2.055556 0.2357022 11 2.090909 0.301511

3 14 2.428571 0.513553

WF4 1 18 2.111111 0.323381

2 11 2.181818 0.40452

3 14 3.142857 0.770329

WF5 1 18 3.666667 0.485071

2 11 3.818182 0.40452

3 14 2.428571 0.513553

WF6 1 18 3.388889 0.697802

2 11 3.636364 0.6742

3 14 2.714286 0.99449

WF7 1 18 3.333333 0.485071

2 11 3.727273 0.467099

3 14 3 0

WF8 1 18 3.388889 0.607685

2 11 3.545455 0.687552

3 14 3 0.679366

WF9 1 18 3.444444 0.51131

2 11 3.727273 0.467099

3 14 2.857143 0.770329

WF10 1 18 3.555556 0.6156992 11 3.727273 0.64667

3 14 3.428571 0.513553

WF11 1 18 3.888889 0.323381

2 11 3.909091 0.301511

3 14 3.428571 0.513553

WF12 1 18 3.555556 0.855585

2 11 3.818182 0.603023


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3 14 3.785714 0.425815

WF13 1 18 4 0

2 11 3.636364 0.504525

3 14 4 0

WF14 1 18 2.166667 0.514496

2 11 3.090909 1.0444663 14 2.571429 0.851631

WF15 1 18 2.666667 0.594089

2 11 2.727273 0.904534

3 14 2.714286 0.61125

WF16 1 18 2.611111 0.697802

2 11 2.363636 0.504525

3 14 2.571429 0.646206

WF17 1 18 2.5 0.707107

2 11 2.090909 0.301511

3 14 2.428571 0.646206

AC1 1 18 3.888889 0.4714052 11 3.818182 0.603023

3 14 4 0

AC2 1 18 2.777778 0.808452

2 11 2.636364 0.6742

3 14 3 0.679366

AC3 1 18 2.111111 0.471405

2 11 2 0

3 14 2.571429 0.851631

AC4 1 18 2.666667 0.594089

2 11 2.545455 0.522233

3 14 3.071429 0.828742

AC5 1 18 2.833333 0.785905

2 11 2.636364 0.6742

3 14 3.071429 0.828742

OP1 1 18 2.833333 1.098127

2 11 3 1.183216

3 14 2.857143 1.027105

OP2 1 18 2.277778 0.574513

2 11 2.363636 0.6742

3 14 2.071429 0.267261

OP3 1 18 2.777778 0.5483192 11 2.636364 0.6742

3 14 2.785714 0.425815

OP4 1 18 2.166667 0.383482

2 11 2.363636 0.504525

3 14 2.357143 0.497245

OP5 1 18 2.5 0.514496

2 11 2.454545 0.522233


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3 14 2.785714 0.425815

Table18T-tests for clusters 1 vs. 2:

t-test for Equality ofMeans

T dfSig. (2-tailed)

SI1 2.262894 27 0.031895

SI2 4.525788 27 0.000109

SI3 6.561329 27 4.89E-07

SI4 -8.68411 27 2.67E-09

SI5 4.525788 27 0.000109

SI6 6.685032 27 3.56E-07

SI7 1.710587 27 0.098626SI9 -3.73705 27 0.000884

SI10 -4.48446 27 0.000122

SI11 1.491777 27 0.14735

SI12 -0.51212 27 0.612733

SI13 -0.63452 27 0.531085

SI15 -0.33681 27 0.738862

SI16 -0.48245

work and family lifee

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