Chapter I: Introduction and Design of the Study

1.1 Introduction
Work-life balance is the term used to describe those practices at workplace that acknowledge and
aim to support the needs of employees in achieving a balance between the demands of their
family (life) and work lives. The work foundation, earlier known as the Industrial Society,
believes that 'Work-life balance is about people having a measure of control over when, where
and how they work. It is achieved when an individual's right to a fulfilled life inside and outside
paid work is accepted and respected as the norm, to the mutual benefit of the individual, business
and society'. The concept of work-family (life) balance has emerged from the acknowledgement
that an individual's work-life and personal/family life may exert conflicting demands on each
other. Work-life balance is an important area of Human Resource Management (HRM) that is
receiving increasing attention from government, researchers, management and employee
representatives .Factors contributing to the interest in work-life balance issues are global
competition, renewed interest in personal lives/family values and an aging workforce
(Lockwood, 2003). Sverko et al (2002) attribute the growing relevance of work-life balance in
industrialized societies to changing technology, changing values and changing demographic
trends. Other factors include increasing complexity of work and family roles, the increased
prevalence of dual income households and the expanded number of women entering the
workforce. In the present scenario, a vast majority of people seem to be working longer and
harder than ever before and as consequences are finding it ever more difficult to achieve a much
desired WL. In particular, technological, structural and demographic changes brought about in
employment, together with greater than ever demand for more multiskilled and flexible
knowledge workersare being allied with negative experiences of work such as involuntary
contingent work and role overload. These experiences have been correlated directly and
indirectly to the quality of family life, psychological well-being, and health. A balance between
work and life is supposed to exist when there is a proper functioning at work and at home with a
minimum of role conflict. Therefore, the incompatibility between the demands from the work
and non work domain give rise to conflict and consequently, people experience a lack of WLB.
There is confirmation of the fact that people entering the workforce today are laying emphasis on
the importance of WLB more than their predecessors. In spite of this, the extent to which this

balance is being achieved is far less than what is desired. In fact, the researchers bring to mind
that graduates are being drawn into situations where they have to work for progressively longer
hours and so experience an increasingly unsatisfactory balance between home life and work life.
From the prospective of employees, WLB is the maintenance of a balance between
responsibilities at work and at home. Work life initiatives are those strategies, policies, programs
and practices initiated and maintained in workplaces to address flexibility, quality of work life
and work family conflict. In other words, WLB is about people having a measure of control over
when, where and how they work. Strategies of WLB in organizations include policies covering
flexible work arrangements, child and dependent care and family and parental leave. Several
studies have shown the benefits associated with the provision of work life in organizations.
Though work-life balance was initially construed as the concern for working mothers, it has been
recognized as a vital issue for all classes of employees (Bird, 2006). Despite increased interest in
work-life issues, the organizational philosophy towards work-life concerns is varied. Many
organizations still see them as individual not organizational concerns. Some organizations
resonate the sentiment 'work is work and family is familyand basically, the two do not mix'
(Bailyn et al, 1997).Other organizations view work and personal life as competing priorities in a
zero-sum game, in which a gain in one area means a loss in the other (Friedman et al, 2000).
Hence, it would be interesting to study organizational perspectives on work-life balance.
1.2 Theoretical background
Because work-life balance is a combination of interactions among different areas of ones life,
the advantages and disadvantages associated with that balance/imbalance can affect multiple
levels of society. The disadvantages associated with work-life imbalances are numerous and
impact both employee and employer. For the employee, consequences can have a negative
impact on work and life satisfaction, on well-being, mental health, physical health and on
individual performance in organizations, as identified by ODriscoll in 1996 (Guest, 2001). For
employers, The costs to your business of failing to improve work-life balance include: poor
performance, absenteeism and sick leave; and higher staff turnover, recruitment and training
costs (Department of Trade and Industry, 2001). The inverse is true of individuals and
employers who are able to achieve balance. Positive work experiences that allow employees to
reach their full potential, be fully engaged, and be able to meet their personal and professional

goals and objectives (Spinks, 2004) promote a balance where work can enhance life off the
job, not just detract from it (Galinsky, n.d.). Given the advantages and disadvantages, it is no
wonder many companies are offering work-life programs to their employees, but making
programs available is only part of the solution. As yet, there appears to be little utilization among
those employees (Rodbourne, 1996; Spinks, 2004). The low utilization of work-life balance
programs has its probable root in the perception that adopting flexible working arrangements
leads to less job security and hinders future career prospects (Rodbourne, 1996;
Stevens, Brown, & Lee, 2004). The complex nature of work-life balance requires participation
and support from all involved, including the individual and the employer, and there appears to be
some indication that employers are not (or are not perceived as) fully supportive of employees
who participate. It is shown that employees are afraid to use the programs for fear of negative
consequences because the culture of organizations still favor the person who gives their all to
the business at hand (Galinski, et. al, n.d.; Rodbourne, 1996; Hansen, 2002). A study by the
Center for Work-Life Policy finds that 35% of women and 48% of men say they would be
penalized for using work/life options (Henneman 2005). It seems that, though work-life
programs are available to employees, individuals and organizations have yet to fully embrace the
idea. Galinski, et. al (n.d.) argue that although working long and hard is clearly part and parcel
of advancing in todays corporate structurea one-sided life, where work always comes first,
isnt necessarily beneficial to career development. Evidence from the Families and Work
Institute study suggests that employees stressed in the workplace are depressed and tend to make
more mistakes Robertson, 2005). Career advancement often requires long hours, but satisfaction
and feelings of success, which are indicators of a balanced life (Guest, 2001), come from a full
and complete life with all its varied experiences, including experiences outside of work. The
evidence [from the UK CIPD (Chartered Institute of Personnel Development)] suggests that the
problem [with work-life balance] is most serious among those in well-paid management
positions who might normally be expected to have high levels of control over their work,
including their work hours (Guest, 2001).

1.3 Statement of the problem

To study the work life balance in Bharat Petroleum Corporation Limited, Chennai corporate
office.
1.4 Need & Scope of the study
Work-Life balance has been considered of crucial importance in many Public and Private Sector
Undertakings for establishing and sustaining a productive work culture. Several initiatives have
been taken up by the Government, many experts and industrialists and even employees in
organizations towards maintaining work life balance. Multiple roles performed by individuals
call for better integration between work and non-work issues. Even Jobs are no more cushy/easy
going, they are demanding. Similarly, individual cannot be effective at work if they are not able
to manage their personal lives. Finding time for socialization is no more a social obligation, but
also a real stress buster. There is evidence to show that the activities outside work positively
influence the productivity and creative potential of employees. Hence, it has been found that
work life balance (work life balance) is not only the source of care and concern, but also that it
was the major source of dissatisfaction for many employees. The problem of work life balance is
clearly linked with withdrawal behavior, including employee turnover and some sort of
indiscipline or absenteeism. In the present global scenario every business organisations trying to
maintain specific standards and quality to attain reputation and recognition for their products
along with customer satisfaction in terms of quality of services, products, reasonable price and
other offers etc. To achieve the targets and to with stand in the global market the organisations
were expecting and demanding more work from their employees and also imposing to learn new
skills and latest technology. On the other hand employees are also demanding more from their
employers to improve their social life. They want more time, resources, and support from their
employers to enrich their life particularly other than at their work spot. In the process of attaining
preset targets, work schedules creates more burden, stress and strain to the employees to
imbalance their work and family life and even creates fear and frustration. Work Life-Balance
assumes greatest significance when the demands of ones work and the life aspects seem equally
critical at the same point in time. But in a case, when either of these can be deprioritized (at least
for some period) finding the balance is not the real challenge. For example, take the initial years
of ones work life. In most cases this is really in the 20s when ones family commitments are not

so pressing and one can afford to place work in overdrive if one chooses to. However, many
employees find this is a challenge after marriage or more so the birth of a child. Both demands
seem to be fair in their perspective and hence its a challenge to balance at any time. A zero-one
solution (either work or home) though seemingly the simplest may not be the best and this is
where the need for life-balance comes in. Both Public and Private Sector undertakings generally
taking care of their employees by providing Work life provisions like promotions, rewards,
amenities, creating healthy work environment, monetary and non-monetary benefits at all levels
to increase their productivity and performance. Most of the studies have been carried out with a
focus on various issues and dimensions of personnel administration, HR policies and practices,
HR strategies, HR Innovative etc. But there are very few studies with regard to Work life
Balance. As against this backdrop, zeal to know the facts, which contributed to the success of
some organizations, located in Hyderabad and insisted their employees for a better work-life
apart from their productivity and performance inspired the researcher to take up the study on
Work Life Balance in Selected units.
1.5 Objectives
The objectives of the study are as follows:
1. To identify what aspects of work interferes with personal life.
2. To identify the factors that impact work-life balance.
3. To identify policies, practises and programs offered by IT cmpanies with reference to
Work-life balance.
4. To find out if there are differences across demographics and work-life balance.
5. To identify the factors causing stress in the IT industry and its management among the
executives.
1.6 Limitations

The survey was limited to BHARAT PETROLEUM CORPORATION LTD, Chennai

corporate office

It was difficult to get feedback from all the employees due to their busy schedule in

office
Some of the employees refused to fill the questionnaire
Data collected may not be accurate since some of the employees would not have

responded from their heart

Some of the employees did not reveal their designation and name
Most of the employees did not give suggestions regarding the present system of
performance appraisal.

1.7 Chapter scheme

The chapter scheme goes as follows

Chapter 1 includes various topics such as Introduction, Theoretical background, Statement of the
problem, Need & Scope of the study, Objectives, Limitations, Chapter scheme
Chapter 2 introduces to the Review of Literature related to Work life balance based on past
studies of various researchers
Chapter 3 gives an insight of the following information: Industry profile, Company

Profile,

vision, mission, goals, purposes, and objectives, Product / Service / Function Profile relevant to
topic, Manpower profile, Company performance and growth, Capital structure, Market
performance and strategies, Incorporation, Financial structure and performance, Stakeholders,
Suppliers, Market structure/competitors
Chapter 4 includes the various information such as Research design, Type of research design
{descriptive, exploratory, case study, experimental...}, Research instrument, Data collection,
Primary data sources ,Secondary data sources, Type of sampling, Tools used.
Chapter 5 shows the analysis and interpretation of data through Tables, Chart, Interpretation and
discussion, Tools used (Ex: regression / correlation/Chi-square test/Anova /T test and so on)

Chapter 6 includes the Findings, Suggestions and Conclusion of the study