A Study on Work Life Balance at Best Pumps Private Limited

Transcription

1 A Study on Work Life Balance at Best Pumps Private Limited Dr. Patcha Bhujanga Rao Associate Professor, Department of MBA Sreenivasa Institute of Technology and Management Studies Bangalore By-pass Road, Murukambattu, Chittoor ABSTRACT Work life balance is highly important in the context of the organization and for unified labor movement. In recent years maintaining a balance between work life and personal life has grown significantly. Employees face greater workload, increasing time pressure and growing obstacles in satisfying both job and personal demands. At work the demand for efficiency leads to more tasks, which have to be fulfilled in a shorter period of time. The traditional structure of a household where father working while mother is in-charge of household management is anachronistic. The overall effect is increasing due to coordination difficulties in terms of childcare, eldercare and in a reduction of general free-time spent together at home. Satisfying the demands of work and family life has been one of the biggest challenges for modern employees. Research reveals that there is growing percentage of employees who are overstrained from reconciling the work domain with the family domain, resulting in an increasing number of sick days due to psychological diseases and stress (Frone et al., 1992: 72). This absenteeism due to psychological illness is often long lasting and incurs considerable costs for the employer. Decreasing these costs is motivation for employers and have to consider the balance between work and family life of their employees. Though the term work-life-balance has become very popular in general linguistic usage, it is uncommon in scientific research examining this interface. Employees who have a family life are obliged to satisfy both work and family demands, and thus are recognized as often having the biggest challenges in finding their personal balance. Over the last few decades, comprehensive research has been conducted to better understand and to determine possible outcomes and effects of an imbalance between the domains of work and family (Anderson et al., 2002; Higgins et al., 2000). However, far less research has been conducted to make up a successful work-family-balance at Best Pumps Private Limited. Key Words: Work-Life Balance, Learning, Students, Job, Family, Employment etc., PROBLEM AFFIRMATION Work-life balance is about the interaction between paid work and other activities, including unpaid work in families and the community, leisure, and personal development. Work-life balance is about creating a productive work culture where the potential for tensions between work and other parts of people's lives is minimised. This means having appropriate employment provisions in place, and organisational systems and supportive management underpinning them. Work-life balance for any one person is having the 'right' combination of participation in paid work (defined by hours and working conditions), and other aspects of their lives. This combination will not remain fixed, but may change over time. The aim of this project is to study the consequences of organisational flexibility strategies for employees work situation and their possibilities for work-life balance. The study is based on qualitative studies conducted in Best Pumps Private Limited. > RJSSM: Volume: 04, Number: 09, January 2015 Page 18

2 OBJECTIVES OF THE STUDY 1. To study the work life balance of the employees in Best Pumps Private Limited 2. To analyze the psychological stress and level of satisfaction in their normal work/life at Best Pumps Private Limited 3. To ascertain whether the organization provides the employees with Work Life Balance benefits at Best Pumps Private Limited 4. To determine the managing ability of the employees in the organization towards work life balance at Best Pumps Private Limited REVIEW OF LITERATURE 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 programmes existed as early as 1930 s. 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 (Lockwood, 2003). The most popular view of relationship between work and family was put forth by Spillover theory. Several researchers suggested that workers carry the emotions, attitudes, skills and behaviors that they establish at work into their family life (Belsky et al., 1985; Kelly and Voydanoff, 1985; Piotrkowski, 1979; Piotrkowski and Crits- Christoph, 1981) and vice-versa (Belsky et al., 1985; Crouter, 1984). Spillover can be positive or negative. Positive spillover refers to fact that satisfaction and achievement in one domain may bring along satisfaction and achievement in another domain. Negative spillover refers to the fact that difficulties and depression in one domain may bring along the same emotion in another domain (Xu, 2009). Several theories have been propounded to explain the work family linkage. These include Segmentation, Compensation, Spillover and the Border theory. The earliest view of the relationship between work and home was that they are segmented and independent and do not affect each other. Blood and Wolfe (1960), who were pioneers of this perspective, applied this concept to blue collar workers. They explained that for workers in unsatisfying or un-involving jobs, segmentation of work and home is a natural process. The separate spheres pattern viewed the family as a domestic haven for women and work as a public arena for men (Zedeck, 1992).However, this view of segmentation was challenged by researchers who demonstrated that work and family are closely related domains of human life (Bruke and Greenglass, 1987; Voydanoff, 1987). The Compensation theory proposed that workers try to compensate for the lack of satisfaction in one domain (work or home) by trying to find more satisfaction in the other (Lambert, 1990). Piotrkowski (1979, p.98) also concluded that men look to their homes as havens, look to their families as sources of satisfaction lacking in the occupational sphere. Two forms of compensation have been distinguished in the literature (Edwards and Rothbard, 2000). First, a person may decrease involvement in the dissatisfying domain and increase involvement in a potentially satisfying domain (Lambert, 1990). Second, the person may respond to dissatisfaction in one domain by pursuing rewards in the other domain (experiences that may fulfill the person s desires, Champoux, 1978). The latter form of compensation can be either supplemental or reactive in nature (Zedeck, 1992). Supplemental compensation occurs when individuals shift their pursuits for rewarding experiences from the dissatisfying role to a potentially more satisfying one. For example, individuals with little autonomy at work seek more autonomy outside of their work role. On the other hand, reactive compensation represents individuals' efforts to redress negative experiences in one role by pursuing contrasting experiences in the other role such as engaging in leisure activities after a fatiguing day at work. Clark (2000) presented a work/family border theory - a new theory about work family balance. According to this theory, each of person s roles takes place within a specific domain of life, and these domains are separated by borders that may be physical, temporal, or psychological. The theory addresses the issue of crossing borders between domains of life, especially the domains of home and work. According to the theory, the flexibility and permeability of the boundaries between people work and family lives will affect the level of integration, the ease of transitions, and the level of conflict > RJSSM: Volume: 04, Number: 09, January 2015 Page 19

3 between these domains. Boundaries that are flexible and permeable facilitate integration between work and home domains. When domains are relatively integrated, transition is easier, but work family conflict is more likely. Conversely, when these domains are segmented, transition is more effortful, but work family conflict is less likely (Bellavia and Frone, 2005). Work life balance was initially conceived in terms of work family conflict, work family enhancement/ facilitation, or, work family balance. Kahn et al., 1964 defined role conflict as the simultaneous occurrence of two (or more) sets of pressures such that compliance with one would make more difficult compliance with the other. Greenhaus and Beutell (1985) based on the work of Kahn et al. (1964), defined work family conflict as: A form of inter role conflict in which the role pressures from work and family domains are mutually incompatible in some respect. That is, participation in the work (family) role is made more difficult by virtue of participation in the family (work) role. Conflict between work and family has been found to be bi-directional (Frone et al., 1992a; Greenhaus and Beutell, 1985). Most researchers make the distinction between work-family conflict, and familywork conflict. Work-to-family conflict occurs when experiences at work (e.g. extensive, irregular, or inflexible work hours, work overload and other forms of job stress, interpersonal conflict at work, extensive travel, career transitions, unsupportive supervisor or organization) interfere with family life,. For example, an unexpected meeting late in the day may prevent a parent from picking up his or her child from school. Family-to-work conflict occurs when experiences in the family (e.g. presence of young children, primary responsibility for children, elder care responsibilities, interpersonal conflict within the family unit, unsupportive family members) interfere with work life. For example, a parent may take time off from work in order to take care of a sick child (Wikipedia, 2008). As noted by Grywacz and Bass (2003), how work and family intersect in a person's life, or rather how they fit, has been reported to have important ramifications for individuals and families. The preponderance of work-family research conceptualized fit as the absence of work-family conflict (Barnett, 1998; Greenhaus and Parasuraman, 1999; Perry-Jenkins et al., 2000). However, workers' everyday experiences showed that work and family are both sources of growth and support as well as burdens and strains (Barnett, 1998; Barnett & Hyde, 2001; Crouter, 1984). This evidence suggested the possibility that work and family can benefit each other, and that work-family conflict is distinct from positive spillover or work-family enhancement (Grzywacz and Marks, 2000). Greenhaus and Powell (2006) also argued that work and family responsibilities need not always clash. From enhancement approach, a number of terms have been used to describe the positive benefits of work and family role participation including, work-family positive spillover (Edwards and Rothbard, 2000), work family enrichment (Carlson et al., 2006; Greenhaus and Powell, 2006) and work family facilitation (Grzywacz, 2002). Grzywacz et al. (2007) laid the conceptual foundation for work family facilitation and defined it as the extent to which an individual s engagement in one social system, such as work or family, contributes to growth in another social system. DATA COLLECTION Primary Sources Responses collected with the help of the schedule administered to the employees and management of Best Pumps Private Limited is the main primary source of data for this research work. The primary data is collected in three phases. In the first phase, the purpose and objectives of study are explained to them and requested to go through the schedule thoroughly. In the second phase doubts of the respondents about the contents of the schedule, if any are clarified. In the third phase the filled in schedules are collected from the respondents by holding further discussions to elicit additional information. Secondary Sources The secondary sources of data are collected from the magazines, journals, bulletins, web sites and annual reports, etc., published by the organization. In addition to these, several structured interviews, and unstructured interviews, have also been conducted with experts on the subject and also a number of persons who are connected in one way or other, either directly or indirectly to know about the Work life balance programmes. > RJSSM: Volume: 04, Number: 09, January 2015 Page 20

4 Sample Frame The sample size was put to 75 chosen from various functional areas of the organization. Stratified random sampling system has been followed to select employees of Best Pumps Private Limited. TOOLS FOR DATA COLLECTION A questionnaire with a set of questions was constructed and administered to the sample employees of the organization to elicit first hand information relating to the work life balance of employee at Best Pumps Private Limited. TOOLS FOR ANALYSIS The interview schedule method is used for gathering data, which are relevant for the study conducted among various categories of employees Best Pumps Private Limited. The data collected through the schedules from primary sources have been processed and the results are analyzed using the t-test static. SCOPE OF THE STUDY To lend a comprehensive study in this research work the Best Pumps Private Limited was chosen. The Work life balance at Best Pumps Private Limited is examined. LIMITATIONS OF THE STUDY The schedule used for the purpose of collecting the opinions has the following limitations. 1. Certain terms used for the purpose of the study are new to the respondents as they are not in general use. 2. In the process of data collection some of the respondents have expressed difficulty in answering the schedule. 3. Sub-staff personnel have been excluded from the study as it is assumed that they lack comprehensive view to respond. 4. The present study is confined to a sample of employees at Best Pumps Private Limited HYPOTHESIS 1: There is no significant difference between superior and subordinate employees with regard to work life balance in Best Pumps Private Limited Mean (SD) S.No Variables No. of Respondents t- value 1 Superior Subordinate The above table shows that the work life balance is more effective in superior employees rather than subordinate employees as the mean score of superior employees is (70.68) higher than the mean score of subordinate employees (66.18). As the calculated t-value is more than the standard error of difference is by conventional criteria, this difference is considered to be very statistically significant. HYPOTHESIS 2 : There is no significant difference between male and female employees with regard to work life balance in Best Pumps Private Limited 1 Male Female The above table shows that the work life balance is more effective in male employees rather than female employees as the mean score of male employees is (68.42) higher than the mean score of female employees (66.68). As the calculated t-value is less than the standard error of difference by conventional criteria, this difference considered to be not statistically significant. > RJSSM: Volume: 04, Number: 09, January 2015 Page 21

5 HYPOTHESIS 3: There is no significant difference between below 40 years and above 40 years of age with regard to work life balance in Best Pumps Private Limited TABLE NO Below Above The above table shows that the work life balance is more effective in above 40 years of age employees rather than below 40 years of age employees as the mean score of above 40 years of age employees is (70.11) higher than the mean score of below 40 years of age employees (66.75). As the calculated t-value is more than the standard error of difference by conventional criteria, this difference is considered to be quite statistically significant. HYPOTHESIS 4: There is no significant difference between Degree/Diploma and above PG/Professional employees with regard to work life balance in Best Pumps Private Limited 1 Degree/ 7.06 Diploma PG/ 8.28 Professional Table 4.25 shows that the work life balance is more effective in Degree/ Diploma employees rather than PG/ Professional employees as the mean score of Degree/ Diploma e employees is (67.98) higher than the mean score of PG/Professional employees (67.29). As the calculated t-value is 0.34 less than the standard error of difference by conventional criteria, this difference is considered to be not quite statistically significant. HYPOTHESIS 5: There is no significant difference between 0-10 years and years of service with regard to work life balance in Best Pumps Private Limited TABLE NO Table 4.26 shows that the work life balance is more effective in 0-10 years of service employees rather than years of service employees as the mean score of above 0-10 years of service employees is (68.31) higher than the mean score of years of service employees (67.48). As the calculated t-value is less than the standard error of difference by conventional criteria, this difference is considered to be not quite statistically significant. FINDINGS 1. Opinions of superior employees and subordinate employees is considered to be very statistically significant. 2. Opinions of male and female employees this difference considered to be not statistically significant. 3. Opinions of below 40 years of age employees and above 40 years of age employees is considered to be not quite statistically significant. 4. Opinions of Degree/ Diploma employees and PG/ Professional employees is considered to be not quite statistically significant. 5. Opinions of 0-10 years and years of service is considered to be not quite statistically significant. > RJSSM: Volume: 04, Number: 09, January 2015 Page 22

6 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. At Best Pumps private limited employees opined that they work for 8 hours in a day, spend one hour for travelling to the work spot, sometimes worry about work when actually not at work, work on night shifts and are happy with regard to the amount of time spend at work. Best Pumps Private Limited employees opined that sometimes they are missing out quality time with family and friends because of pressure of work, employees are rarely depressed because of work, opined that meditation can manage stress arising out of work but organization have no separate policy for wok life balance Employees opined flexible ending time provision for work life balance, opined that transportation will be an additional provision and support programs will be a good additional provision for balance of work like, employees opined that organization conducting social functions at suitable times for dependents of employees. Opinions of superior employees and subordinate employees is considered to be very statistically significant, male and female employees is considered to be not statistically significant, below 40 years of age employees and above 40 years of age employees is considered to be not quite statistically significant, Degree/ Diploma employees and PG/ Professional employees is considered to be not quite statistically significant. At the most employees are satisfied with the organization work life balance polices are customized to individual needs. BIBLIOGRAPHY 1. Blood, R.O., & Wolfe, D.M. (1960). Husbands and Wives. New York: MacMillan, Zedeck, S. (1992). Work, Families, and Organizations. San Francisco: Jossey-Bass. 3. Burke, R.J., & Greenglass, E. (1987). Work and family. In C.L.Cooper & I.T., bertson (Eds.), International Review of Industrial and Organizational, Psychology, New York: Wiley. pp Burton, C. (2004). What does work-life balance; Voydanoff, P. (1987). Work and Family Life. Newbury Park, CA: Sage. 4. Belsky, J., Perry-Jenkins, M., & Crouter, A. (1985). The work-family interface and marital change across the transition to parenthood. Journal of Family Issues, 6, ; Kelly, R., & Voydanoff, P. (1985). Work/family role strain among employed parents, Family Relations, 32, ; Piotrkowski, C., & Crits-Christoph, P. (1981). Women s job and family adjustment. Journal of Family Issues, 32, Bellavia, G.M. & Frone, M.R. (2005). Work family conflict. In J. Barling, E.K 6. Kahn, R.L., Wolfe, D.M., Quinn, R.P., Snoek, J.D., & Rosenthal, R.A. (1964), Organizational Stress: Studies in Role Conflict and Ambiguity. New York: Wiley. 7. Grzywacz, J.G., & Marks, N.F (2000). Reconceptualizing the work-family interface: An ecological perspective on the correlates of positive and negative spillover between work and family. Journal of Occupational Health Psychology, 5, Hill, E. J., Hawkins, A. J., Ferris, M., & Weitzman, M. (2001). Finding an extra day a week: The positive influence of perceived job flexibility on work and family life balance. Family Relations, 50(1), Kahn, R.L., Wolfe, D.M., Quinn, R.P., Snoek, J.D., & Rosenthal, R.A. (1964), Organizational Stress: Studies in Role Conflict and Ambiguity. New York: Wiley. 10. Greenhaus, J.H., & Beutell, N.J. (1985). Sources of conflict between work and family roles. Academy of Management Review, 10, Greenhaus, J.H., & Powell, G.N. (2006). When work and family are allies: A theory of workfamily enrichment. Academy of Management Review, 31(1), > RJSSM: Volume: 04, Number: 09, January 2015 Page 23

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