Work-Life Balance Study Finds Employees Satisfied

A STUDY ON WORK-LIFE BALANCE
1. EXECUTIVE SUMMARY
Worklife balance is a concept including proper prioritizing between "work" (career and ambition) and "lifestyle" (Health, pleasure, leisure, family and spiritual development/meditation). Related, though broader, terms include "lifestyle calm balance" and "life style choices". Work life balance is a persons control over the condition in their workplace. It is accomplished when an individual feels dually satisfied about their personal life & their paid occupation. Its important to balance your work and home life. The right to ask for flexible working aims to help employers and workers agree on work patterns that suit everyone find out what flexible working is and how to apply for it. Work-life balance has become one of the top items on the agenda of many large organizations - and a top priority for workers everywhere. Most recently, there has been a shift in the workplace as a result of advances in technology. As Bowswell and Olson-Buchanan stated, "increasingly sophisticated and affordable technologies have made it more feasible for employees to keep contact with work". Employees have many methods, such as emails, computers, and cell phones, which enable them to accomplish their work beyond the physical boundaries of their office. Employees may respond to an email or a voice mail after-hours or during the weekend, typically while not officially "on the job". Researchers have found that employees who consider their work roles to be an important component of their identities will be more likely to apply these communication technologies to work while in their non-work domain. Work- Life Balance is one of the most debated topics in todays world. Some believe that t his is not being looked at holistically and may not be doable. Jack Welch, former GE CEO says that Theres no such thing as Work- Life Balance. There are work- life choices, and you make them, and they have consequences. In recent years, there has been much discussion about the relationship between workers lives on and off the job, about changes in the nature of work and in the lives of workers, and about the fit between what is good for employers and for employees, including their families. Our study
SJB INSTITUTE OF TECHNOLGY
addresses many of the issues raised in this ongoing discussion, while informing it with new insights.
Key findings are summarized below-
Life off the Job

Questioning numbering 1,2,4,10,15 focus on the following factors: 1) Are the roles of the mothers changing? 2) General life. From the study it was found that The respondents were fairly satisfied with the attitudes of their husbands towards them working (34% neutral) The respondents were fairly satisfied with the attitudes of their MILs towards them working (41% neutral) 47% of the respondents feel they are performing to many roles. There was no spillover effect of stress
Job characteristics
Questioning numbering 5,6,9,12,14 focus on the following factor 1) Job Demands 2) Job Quality 3) Compensation and fringe benefits From the study it was found that They were fairly satisfied with all the above questions. Majority employees were willing to continue in the organization.
Work place characteristics

Questions numbering 3,7,11,13 focus on the following questions 1) Flexible work arrangements 2) Work environment
From the study it was found that The attitude of bosses towards them was very much opposing. The organization policies greatly help them to manage work life balance The majority respondents were not happy with working hours. The majority respondents feel there is equal access to training and promotion.
Employee outcomes on job

Question number 8 focus on the following factor 1) Work family backlash From the study it was found that Majority of the respondents agree that role conflicts in work and family has giveb them lots of stress. Our findings, however, indicate that work life is actually an important source of employees personal problems. That is, demanding jobs and unsupportive workplaces lead to spillover from jobs into workers personal lives that can create or exacerbate problems off the job that, in turn, spill over into work and diminish productivity.
The study was conducted at Everblue apparel limited, Dodaballapur with a sample size of 500 out of which 100 were taken for convenience. The study was specifically focused on women since in the modern times the traditional role of women being house wife is changing to dualcareer women, so in order to find out how women are coping with these changes. Here the changes refer to balancing between work life and family life.
From the study at this particular unit, it was found that women were balancing between their work life and family life excellently though there were some differences with level of satisfaction with respect to different employees.
2. INDUSTRY PROFILE
The textile industry is primarily concerned with the production of yarn, and cloth and the subsequent design or manufacture of clothing and their distribution. The raw material may be natural or synthetic using products of the chemical industry.
HISTORY
COTTAGE STAGE
There are some indications that weaving was already known in the Paleolithic. An indistinct textile impression has been found at Pavlov, Moravia. Neolithic textiles are well known from finds in pile dwellings in Switzerland. One extant fragment from the Neolithic was found in Fayum at a site which dates to about 5000 BC.
The key British industry at the beginning of the 18th century was the production of textiles made with wool from the large sheep-farming areas in the Midlands and across the country (created as a result of land-clearance and enclosure).This was a laborintensive activity providing employment throughout Britain, with major centres being the West Country; Norwich and environs; and the West Riding of Yorkshire.
The export trade in woolen goods accounted for more than a quarter of British exports during most of the 18th century, doubling between 1701 and 1770.[2] Exports of the cotton industry centered in Lancashire had grown tenfold during this time, but still accounted for only a tenth of the value of the woolen trade. Prior to the 17th century, the manufacture of goods was performed on a limited scale by individual workers. This was usually on their own premises (such as weavers' cottages) and goods were transported around the country. In Roman times, wool, linen and leather clothed the European population, and silk, imported along the Silk Road from China, was an extravagant luxury. The use of flax fiber in the manufacturing of cloth in Northern Europe dates back to Neolithic ages.
The main steps in the production of cloth are producing the fibre, preparing it, converting it to yarn, converting yarn to cloth, and then finishing the cloth. The cloth is then taken to the manufacturer of garments. The preparation of the fibres differs the most, depending on the fibre used. Flax requires retting and dressing, while wool requires carding and washing. The spinning and weaving processes are very similar between fibres, however.
Industrial revolution
The textile industry grew out of the industrial revolution in the 18th Century as mass production of yarn and cloth became a mainstream industry.
In 1734 in Bury, Lancashire, John Kay invented the flying shuttle one of the first of a series of inventions associated with the cotton industry. The flying shuttle increased the width of cotton cloth and speed of production of a single weaver at a loom. Resistance by workers to the perceived threat to jobs delayed the widespread introduction of this technology, even though the higher rate of production generated an increased demand for spun cotton . In 1764, James Hargreaves is credited as inventor of the spinning jenny which multiplied the spun thread production capacity of a single worker initially eightfold and subsequently much further. With the spinning and weaving process now mechanized, cotton mills cropped up all over the North West of England.
20th century Developments

Major changes came to the textile industry during the 20th century, with continuing technological innovations in machinery, synthetic fibre, logistics, and globalization of the business. The business model that had dominated the industry for centuries was to change radically. Cotton and wool producers were not the only source for fibres, as chemical companies created new synthetic fibres that had superior qualities for many uses, such as rayon, invented in
1910, and DuPont's nylon, invented in 1935 as in inexpensive silk substitute, and used for products ranging from women's stockings to tooth brushes and military parachutes By the early 20th century, the industry in the developed world often involved immigrants in "sweat shops", which were usually legal but were sometimes illegally operated. They employed people in crowded conditions, working manual sewing machines, and being paid less than a living wage. This trend worsened due to attempts to protect existing industries which were being challenged by developing countries in South East Asia, the Indian subcontinent and Central America.
Although globalization saw the manufacturing largely outsourced to overseas labor markets, there has been a trend for the areas historically associated with the trade to shift focus to the more white collar associated industries of fashion design, fashion modeling and retail. Areas historically involved heavily in the "rag trade"
include London and Milan in Europe, and the SoHo district in New York City.
By the late 1980s, the apparel segment was no longer the largest market for fibre products, with industrial and home furnishings together representing a larger proportion of the fibre market. Industry integration and global manufacturing led to many small firms closing for good during the 1970s and 1980s in the United States; during those decades, 95 percent of the looms in North Carolina, South Carolina and Georgia shut down, and Alabama and Virginia also saw many factories closes.
21st Century
In 2002, textiles and apparel manufacturing accounted for $400 billion in global exports, representing 6% of world trade and 8% of world trade in manufactured goods In the early years of the 21st century, the largest importing and exporting countries were developed countries, including the European Union, the United States, Canada and Japan The countries with the largest share of their exports being textiles and apparel were as follows (2002)
Bangladesh: 85.9% Macau: 84.4% Cambodia: 72.5% Pakistan: 72.1% El Salvador: 60.2% Mauritius: 56.6% Sri Lanka: 54.3% Dominican Republic: 50.9% Nepal: 48.7% Tunisia: 42.4%
TEXTILE INDUSTRY IN INDIA

The history of textiles in India dates back to the use of mordant dyes and printing blocks around3000 BC. The diversity of fibres found in India, intricate weaving on its state-of-art manual looms and its organic dyes attracted buyers from all over the world for centuries.
The British colonization of India and its industrial policies destroyed the innovative eco-system and left it technologically impoverished. Independent India saw the building up of textile capabilities, diversification of its product base, and its emergence, once again, as an important global player.
Today, the textile and apparel sector employs 35.0 mn people (and is the 2nd largest employer), generates 1/5th of the total export earnings and contributes 4 per cent to the GDP thereby making it the largest industrial sector of the country. This textile economy is worth US $37 bn and its share of the global market is about 5.90 per cent. The sector aspires to
grow its revenue to US$85bn, its export value to US $50bn and employment to 12 million by the year 2010 (Texmin2005)
It is estimated that there exist 65,000 garment units in the organized sector, of which about 88 per cent are for woven cloth while the remaining are for knits However, only 3040 units are large in size. While these firms are spread all over the country, there are clusters emerging in the National Capital Region (NCR), Mumbai, Bangalore, Tirupur/Coimbatore, and Ludhiana employing about 3.5 mn people.
According to estimate, the total value of production in the garment sector is around Rs.1,0501,100 bn of which about81 per cent comes from the domestic market. The value of Indian garments (eg. saree, dhoti, salwar kurta, etc.) is around Rs.200250 bn. About 40 per cent of fabric for garment production is imported a figure that is expected to rise in coming years. Cotton remains the most significant raw material for the Indian textile industry. In 2003-04, 3009 mn kg of cotton was grown over 7.785 mn acres. Other fibres produced are silk (15742 tonnes), jute (10985000 bales), wool (50.7 mn kg) and man-made fibres (1100.65 mn kg). Cotton grows mostly in western and central India, silk in southern India, jute in eastern and wool in northern India. Significant qualities of cotton, silk and wool fibres are also imported by the spinning and knitting sectors.
COMPETITIVENESS OF INDIAN TEXTILE & APPAREL INDUSTRY
India is one of the few countries that owns the complete supply chain in close proximity from diverse fibres to a large market. It is capable of delivering packaged products to customers comprising a variety of fibres, diverse count sizes, cloths of different weight and weave, and a panoply of finishes. This permits the supply chain to mix and match variety in different segments to deliver new products and applications. This advantage is further accentuated by cost based advantages and diverse traditions in textiles.
Indian strength in spinning is now well established on unit costs on ring yarn, open-ended (OE) yarn as well as textured yarn, Indian firms are ahead of their global competitors including China Same is true on some woven OE yarn fabric categories (especially grey fabrics) but is not true for other woven segments. India contributes about 23 per cent of world spindles and 6 per cent of World rotors (second highest in the world after China). Fifty five per cent of total investment in Technology in the last decade has been made in the spinning sector. Its share in global shuttleless loom, however, is only about 2.8 per cent of world looms (and is ranked 9th in the world).
The competitiveness in the weaving sector is adversely affected by low penetration of shuttleless looms (i.e., 1.69 % of Indian looms), the unorganized nature of the sector (i.e., fragmented, small and, often, un-registered units, low investment in technology & practices especially in the power loom, processing, handloom and knits) and higher power tariffs.
There is, however, a recent trend of investment in setting up hi-tech, stand-alone mid-size weaving companies focusing on export markets. India also has the highest deployment of handlooms in the world (handlooms are low on productivity but produce specialized fabric). While production and export of man-made fibre (and filament yarn) has increased over the years, Indian industry still lags significantly behind US, China, Europe, Taiwan etc.
INDIA'S POSITION IN GLOBAL TEXTILES AND CLOTHING INDUSTRY

India's position in the World Textiles Economy Second largest producer of raw cotton. Second largest producer of cotton yarn. Second largest producer of cellulosic fibre/yarn. Second largest producer of silk. Fourth largest producer of synthetic fibre/yarn. Largest producer of jute.
The textile industry contributes 9% of GDP and forms 35% of the foreign exchange earnings and Indias share in global textile industry id only 3% which is very less when compared to major
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countries. The textile industry provides the 3rd largest employment after Agriculture and Service sector.
Developed countries' exports declined from 52.2% share in 1990 to 37.8 % in 2002. And that of developing countries increased from 47.8% to 62.2 % in the same period. In 2003 the exports figures in percentage of the world trade in Textiles Group (for select countries) were: The above chart clearly shows that export of world trade in textile group. Among world textile group EU occupies 34.80% of export, next China at 15.90%, USA at 6.40%, Republic of Korea at 6.00% Taipei, Ch at 5.50%, India and Japan at 3.80% respectively, Pakistan at 3.40%, turkey at 3.10% and Mexico at 1.20%
Salient feature of India Apparel Sector

Maximum employment with minimum investment. High percentage of women employment 35 % 95% production in small-scale sector
3% share in global apparel exports Cluster based growth concentrated primarily in 8 clusters, i.e. Tirupur, Ludhiana, Banglore Delhi /Noida /Gurgaon, Mumbai, Kolkatta, Jaipur and Indore Contributes around 8% to India s overall exports and 48% to textile exports.
3. COMPANY PROFILE 3(a) BACK GROUND AND INCEPTION OF THE COMPANY

The Raymond Group was incorporated in 1925 and within a span of few years, transformed from being an Indian textile major to a global conglomerate.
Years ago when the Singhania family was building consolidating and expanding its various businesses in Kanpur, Mr. Wadia was in a similar manner setting a small woolen mill in the area around Thane creek, 40 km away from Mumbai. The Sassoon a well known
industrialist family of Mumbai soon aquired this mill and renamed it as the Raymond Woolen Mills. Around the same time the Singhanias aim to broaden their business horizons. The familys sharp business foresight leads to the acquisition of the Raymond Woolen Mills.
When the grandson of Lala Juggilal, Lala Kailashpat Singhania took over Raymond in 1944, the Mill primarily made cheap and coarse wollen blankets and modest quantities of low priced woolen fabrics.
The vision and forsight of Mr. Kailashpat Singhania greatly helped in establishing the J.K. groups presence in the western part of the country. Under his able stewardship, Raymond embarked upon a gradual phase of technological upgradation and modernization: producing wollen fabric of a far superior quality.
Under Mr. Gopal Krishna Singhania, the mill became a world class factory and the Raymond brand become synonymous with fine quality woolen fabric.
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When Dr. Vijaypath Singhania took over the reins of the company in 1980, he inject fresh vigor into Raymond, transforming it into a modern, industrial conglomerate. His son Mr. Gautam Hari Singhania the present chairman and managing director has been instrumental in restructuring the group. With the divestment of its non-core businesses, the group has emerged stronger with a more focused approach.
Today, the Raymond group is vertically and horizontally integrated to provide our customers total textile solutions. Few companies across the globe have such a diverse product range of nearly 12,000 varieties of worsted suiting to cater to customers across age groups, occasions and styles.
We manufacture for the world, the finest fabrics- from wool to wool-blended worsted suiting to specialty ring denims as well as high value shirting. After making a mark in textiles, Raymond forayed into garmenting through highly successful ventures like Silver Spark Apparel Ltd. and Regency Texteis Portuguesa Lda (for fine Tailored Suits, Trousers and Jackets), EverBlue Apparel Ltd. (Jeanswear) and Celebrations Apparel Ltd. (Shirts). We also have some of the most highly respected apparel brands in our portfolio: Raymond , Manzoni, Park Avenue, ColorPlus, Parx, Be:, Zapp! and Notting Hill. The Raymond Group also has an expansive retail presence established through the exclusive chain of 'The Raymond Shop' and stand-alone brand stores for Manzoni, Park Avenue, ColorPlus, Parx, Be:, Zapp! and Notting Hill. With a 500 million US$ turnover, we are today one of the largest players in fabrics, designer wear, denim, cosmetics & toiletries, engineering files & tools, prophylactics and air charter services in national and international markets. All our plants are ISO certified, leveraging on cutting-edge technology that adheres to the highest quality parameters while also being environment friendly.
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OUR GROUP COMPANIES The subsidiary companies of Raymond Limited are as follows: Raymond Apparel Limited Raymond Apparel Ltd. has in its folio some of the most highly regarded apparel brands in India Raymond finally crafted Garments, Monzani, Park Avenue for men & women, ColorPlus for men & women, Parx, Be: and Zapp! and Notting Hill. ColorPlus Fashion Ltd. ColorPlus is among the largest smart casual brands in the premium category. The company was acquired by Raymond to cater to the growing demand for a high end, casual wear brands in the country for men and women. Silver Spark, Apparel Ltd. .A garmenting facility that manufactures formal suits, trousers and jackets. Regency Textiles Portuguesa Lda. A facility set-up in northern Portugal bordering Spain, in Caminha for manufacturing suits, jackets and trousers. EverBlue Apparel Ltd. A state-of-the-art denim garmenting facility. Celebrations Apparel Ltd. A facility set-up for the manufacture of formal shirts. J. K. Files & Tools A leading player in the Engineering files and tools segment and the largest producer of steel files in the world. Ring Plus Aqua Ltd. A leading player in the engineering automotive components. J. K. Helene Curtis Ltd. A leading player in the grooming, accessories and toiletries category. J. K. Investo Trade (India) Ltd. JKIT is an investment company registered with Reserve Bank of India as Non-Banking Financial Company.
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OUR JOINT VENTURES Raymond UCO Denim Pvt. Ltd. The manufacturers and marketers of denim fabrics. Raymond Zambaiti Pvt. Ltd. A Greenfield facility manufacturing high value cotton shirting. Gas Apparel Pvt. Ltd. Our joint venture with Grotto S. P. A. launched the highly successful GAS brand in India. J. K. Ansell Ltd. The manufacturers and marketers of KamaSutra condom and Surgical Gloves. J. K. Talabot Ltd. Our joint venture with MOB Outillage SA, manufacturing files and rasps
TIME LINE
Timeline of Raymond Year 1925 Description of Achievement Setup of The Raymond Woollen mill in the area around Thane creek. Lala Juggilal, Lala Kailashpat Singhania took over The Raymond Woollen Mill. The mill was primarily making cheap and coarse woollen blankets, and modest quantities of low priced woollen fabrics.
1944
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1950
Setup of a new manufacturing activity for making indigenous engineering files known as JK Files & Tools. This has now become the largest facility of its kind in the world. The first exclusive Raymond Retail showroom, King's Corner, was opened in 1958 at Ballard Estate in Bombay. Setup of a new Combing Division. This was followed by a phase of vertical integration, facilitating in the processing of multi-fibres and technology improvements to make blended fabrics. A new manufacturing facility was set up at Jalgaon, to meet the increasing demand for worsted woollen fabrics. Vijaypat Singhania took over the reins of the company. He injected fresh vigour into Raymond, transforming it into a modern, industrial conglomerate. Launch of "Park Avenue", the premium lifestyle brand providing a complete wardrobe solution to the men who like to dress well & be current on styles & fashion. The first showroom abroad for Raymond in Oman A new manufacturing facility was set up at Chhindwara, near Nagpur. Superfine pure wool collection under the Lineage Line (Super 100S to Super 140S).
1958
1964
1979
1980
1986
1990 1991
1995
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1996
The Renaissance Collection made of Merino wool blended with polyester and specialty fibres (Super 100S to Super 140S).
1996
Raymond's denim; focusing on quality, innovation and the creation of exclusive products that have always caught the eye of some of the world's leading denimwear brands. Its designs have always kept pace with the changing styles and cuts found in every youngster's closet. With a 40 million meters capacity, Raymond today ranks amongst the top 2 producers of ring denim in India
1999
Launch of "Parx", a premium casual wear brand bringing customers a range of semi-formal and casual clothes. Launch of "Be:", exclusive prt line of ready-to-wear designer clothing for men and women. Setup of 'Silver Spark Apparel Ltd.' for manufacturing suits and formal trousers catering largely to export markets. Acquisition of ColorPlus Super 220S fabrics under the Chairman's Collection. Setup of state-of-the art jeanswear facility 'Everblue Apparel Ltd.' near Bangalore.
2000
2003
2003 2004 2005
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2006
Set of Raymond's third worsted unit at Vapi in Gujarat. Raymond now has 3 state of the art units with a combined capacity of 31 million meters of worsted fabric. Set up of J.K. Talabot Ltd - JV with MOB, France for the manufacturing of files and rasps.
2006
EVERBLUE APPAREL LTD

COMPLETE DENIM SOLUTIONS
Raymond has set up a state-of-the art denimwear facility 'Everblue Apparel Ltd.' in Dodaballapur near Bangalore, offering complete denim solutions to our customers. This plant is integral to the strategy of forward integration of denim fabric division. With features like a state-of-the-art design studio, computerized cutting, automatic sewing, laser blasting, spraying, sand blasting and a washing unit with central controls, the plant is considered to be among the foremost units in Asia. The plant has capacity to turn out 1.5 million garments per annum with integrated garment design, sewing and washing operations. Our manufacturing capabilities are complimented by an in house design studio and sampling unit. Dedicated sample washing machines ensure quick turnaround of samples The everblue apparel facility, with an investment of Rs. 45 crore , will manufacture around 3 million pairs of jeans a year. A part of this will be exported to areas like Europe and Japan. The facility has unique features like computerized cutting , automatic sewing, , laser blasting, spraying , sand blasting and a washing unit with central controls. It is a multi-fiber manufacturing company producing fabrics such as Cotton, Polyester, Tencel, Modal, Lycra, Wool and various blends. Today, we are developing and manufacturing partners of leading global brands. This has been made possible by optimal use of modern technology.
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Plant introduction
EverBlue Apparel Limited(A Raymond Group Company), D1&D2 Apperal park, K.I.A.B.D Industrial Area, Doddaballapur, Bangalore-561203 J.K. Organisation (Western Zone), J.K. Building N. Morarjee Marg Ballard Estate, Mumbai 38 Raymond Limited Plot No. 156/H.No. 2 Village Zadgaon, Ratnagiri Marashtra 415 612 Raymond Limited ,(Textile Division) Mahindra Tower,Bwing,3 Pandurang Budhkar Marg, Worli,Mumbai-18
Mills
Head Office
Registered Office
Corporate Office
Production Commenced on Chairman -Emeritus Chairman - Raymond Chief Operating Officer President-Textile We Manufacture
2005
Dr. Vijaypat ji Singhania Shri Gautam Hari Singhania Shri Deepak Khetrapal Shri S.K. Singhal Denim jeans
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Output Area of the Plot
3000000 pairs 14.5 acres
3(b) NATURE OF BUSINESS

Textile and apparel manufacture of high quality Denim jeans The organization manufactures famous denim brands [outsourced] likes Levis, Guess, Fcuk,
3(c) VISION, MISSION AND QUALITY STATEMENT

VISION STATEMENT To Be Respected And Preferred By Discerning Customers Worldwide, Is Being Among The Among The Most Creative And Efficient Global Partner For Jeans Supply
MISSION STATEMENT We Will Strive To Weave In The Core Raymond Values Namely Quality, Trust, Leadership, And Excellence In All Our Actions & Hr Processes So As To Make Every Raymondite A Complete Man.
QUALITY POLICY Excellence in quality is the core value of Raymond philosophy. We are committed to delight our customers, care for employees and be responsive to society through the various factors Understanding Customer Expectation.
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Cost Reduction by Elimination of the Waste. Consistency in the Quality of its Products. Commitment and Involvement of Employees at the Levels.
3(d) PRODUCT PROFILE
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The Raymond Shop

The Raymond Shop network started with a small corner shop in Ballard Estate, Mumbai around five decades ago. It has grown multifold with a dedicated team making it the largest retail store in the country having over 650 stores in prime locations, in over 200 cities in India. The Raymond Shop is a premium retail store offering complete wardrobe solutions for men which includes top-of-the-line brands - Raymond, Raymond Premium Apparel, Park Avenue, ColorPlus, Parx and Notting Hill. The Raymond Shop has been a pioneer in organized retailing in the country starting around five decades ago. Over the years The Raymond Shop chain of stores has become a yardstick by which other retail stores are judged and constantly sets new standards and creates environments that make shopping a pleasure.
Raymond premium Apparel

Raymond Premium Apparel is a premium formal wear brand which is positioned to offer classic garments with impeccable fits and inviting styles to the Global Indian. Needless to say that the product is made only from premium Raymond fabrics.
The brand reflects the persona of a confident, discerning, classy and an intelligent man. A person who is well educated, well traveled and above all is sensitive and caring. Virtues like these make him the complete man in true sense of the word
The range of 'Raymond Premium Apparel' is available at 'Raymond
Select', the exclusive brand outlet at Mumbai, Pune, Gurgaon and Chandigarh. It also has a healthy presence in 'The Raymond Shops', Central and 'Multi brand Outlets' all over India.
Manzoni
Manzoni is a luxury lifestyle brand providing the best in contemporary international style and luxury brand. The brand offers the discerning customer a super premium range of shirts, trousers, jackets, shirts, and accessories such as ties, cufflinks, belts, socks, shoes and leather bags.
Park Avenue Launched in 1986, Park Avenue provides stylish and innovative wardrobe solutions to well-dressed gentlemen. As India's premium lifestyle brand, its designs embody the latest in international fabric, styling, colour and fashion trends. We cater to customer needs with formal clothing for varied occasions, be it for a day at office, highpowered corporate meetings, social gatherings or celebrations. Park Avenue evolved into an innovation brand offering leading new styles to the corporate and and won the 'Most Admired Mens Formalwear Brand ' at the Images Fashion Awards 2011.
ColorPlus
Launched in 1993, ColorPlus created a niche in the ready to wear market in India with a premium range of clothing for men. With focus on product innovation and unique use of colors it has today come a long way since inception. ColorPlus has always used highest quality fabrics and product engineering techniques that give the user the unique comfort and tactile feel which no other brand offers.
This is clubbed with the use of colors to give the sophisticate, yet colorful look that is unique to the Brand. ColorPlus is one of India's premium and most respected casual wear brands offering customers a range of shirts, trousers, knits and survival gear.
Parx
Parx is a premium casual lifestyle brand, which is positioned to cater to the needs of consumers who are looking for dressing up for life across occasions and events. Right from its inception in 1999, Parx has been the preferred choice of brand in the casual wear segment with continuous innovations and international trends and styling. Parx makes available the latest international trends through differentiated designs and styles. It has always been part of the consumer who is looking at making lifestyle statements Parx reflects the persona of the energetic 22-30 year old who is aggressive, outgoing, dynamic and lives his life to the fullest.
Zapp Raymond has launched kids apparel brand 'Zapp', "With a strong product range coupled with a unique and fun experience, Zapp would definitely redefine the kids wear market that has a huge potential in India." Zapp brand are targeted at children between the age group of 4 to 14 years, the collection features a wide range of apparel from party wear to casual wear.
Notting Hill Notting Hill was launched in 2007 to cater to the popular price segment. Designed in-house, the brand collection features a spectrum of men's lifestyle products comprising of suits, shirts, trousers, jeans, t-shirts and also accessories like ties, handkerchiefs and socks. With exceptional fits, styling and colour range, Notting Hill promises to be an instant hit with the young working professionals.
Makers Makers is a fabric brand from the house of Raymond targeting the ever growing Tier 3 to 5 town consumers who are no longer living in the shadow of their metro counterparts but are increasingly gaining more disposable income as well as the confidence to make it big and be successful.
3(e) AREAS OF OPERATION

Domestic and International- jeans manufactured at Everblue apparel limited are exported to European countries and Japan.
3(f) OWNERSHIP PATTERN

Everblue Apparel Limited Is An 100% Subsidary Unit Of Raymond Group.
3(g) COMPETITORS Bombay Royan Fashions Limited [BRFL]

BRFL is a vertically integrated textile company, engaged in the manufacture of a wide range of fabrics and garments from state of the art production facilities. It is one the major shirt manufacturer in India. It is a multi-fiber manufacturing company producing fabrics such as Cotton, Polyester, Tencel, Modal, Lycra, Wool and various blends. BRFL is today one of the most sought after brands in the Indian as well as International fashion markets.
Arvind mills
Arvind Mills was established in 1931. It was founded by Kasturbhai Lalbhai, one of the leading families of Ahmedabad. Arvinds brand portfolio includes: Lee , wrangler, nautical, Jansport, Kipling, Tommy, Flying Machine, Excalibur, Arrow, US Polo , Izod, Pierre Cardin , Palm beach ,Cherokee, Gant, Hart Schaffner, Marx, Sanabelt. It manufactures denims, shirting, khakhis, knits, and garments. The company has a turnover of approx $500 million and is a part of over 100 years old Lalbhai group. Arvind Millss Brands Flying Machine Newport Ruf & Tuf Excalibur Arrow Lee
Koutons
Koutons retail is the leading manufacturer of readymade and stylish fashion wear brand in the country today. With more than 1365 outlets across 493 cities in India, Koutons a wide range of apparels in men, women and children wear. Koutons has positioned itself as a Fashion and Quality at Affordable price for the middle to high segment. Koutons got into female segment this is April 2008 by launching their brand less femme. This brand caters to young women in the age group of 16-34 years and includes apparels like t shirt party wear etc. it also launched their brands kids junior catering to young boys and girls in the age group 2-14 years. Koutons Brands: Koutons Menswear Charlie Outlaw Les Femme Koutons Junior
Madura garments Madura Fashion & Lifestyle, a division of Aditya Birla Nuvo Ltd, is one of Indias fastest growing branded apparel companies and a premium lifestyle player in the retail sector. After consolidating its market leadership with its own brands, it introduced premier international labels, enabling Indian consumers to buy the most prestigious global fashionwear and accessories within the country. The companys brand portfolio includes product lines that range from affordable and mass-market to luxurious, high-end style and cater to every age group, from children and youth to men and women. Aditya Birla Group is in the league of Fortune 500. It is anchored by an extraordinary force of 100,000 employees, belonging to 25 different nationalities. In India, the Group has been adjudged "The Best Employer in India and among the top 20 in Asia" by the Hewitt-Economic Times and Wall Street Journal Study 2007
Fibres & Fabrics International Pvt Ltd[ffi]

FFI is one the leading producers of Denim Fabric and Denim wear in India. . It is a multi-fiber manufacturing company producing fabrics such as Cotton, Polyester, Tencel, Modal, Lycra, Wool and various blends. The companys brand portfolio includes product lines that range from affordable and mass-market to luxurious, high-end style and cater to every age group, from children and youth to men and women.
3(h) INFRASTRUCTURE Canteen

The company has a big canteen, which accommodate more than 500 people at a time. It has water purification system to provide pure drinking water to the employees. Provisions are made to maintain the hygiene of the place.
Health centre
The company has Health centre to provide primary health care to the employees. The company also provides free primary medicines to the employees.
Locker rooms
The company provides free locker facilities to the employees to store their belongings during the working hours. Transport The company provides free transport facilities for its employees to ferry them too and fro from the company.
Texture Mapping: 3D Draping Software

This technology allows visualization of fabric on the body. Texture mapping is a process by which fabric can be draped over a form in a realistic way. The pattern of the cloth is contoured to match the form underneath it.
Textile Design Systems

Most fabrics whether yarn dyes, plain weaves, jacquards or dobbies can be designed and infact are invariably used abroad using a CAD system for textiles. Similarly embroideries are also developed at CAD workstations.
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3(i) ACHIVEMENTS/AWARDS
Workplace condition assessment award (WCA)-2010. Raymond Made-to-Measure has won the 'Most Innovative Store Design' from ET Retail Awards 2011. Raymond has won the 'Most Trusted Apparel Brand 2011' Award from Economic Times Brand Equity. The Business world Most Respected Company Award 2011 in the Apparel & Textile category. Raymond has been ranked 20th in "The Brand Trust Report, India Study, 2011".
3(j) FUTURE GROWTH

The present global economic scenario throws up opportunities for fundamentally strong companies such as this Company. The inherent strength, in the form of strong domain expertise, powerful brand positioning and strength and resilience of the brands, fully integrated state-ofthe-art production facilities, cutting-edge technology and unparalleled product innovation capabilities combined with the deep retail market penetration, growth potential of the Tier 3, 4 and 5 towns; provide a highly potent platform to seize opportunities in the form of newer markets, new segments of customers, new channels of distribution, etc.
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3(k) WORK FLOW MODEL
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Fabric Store Department: As soon as the order is received say for example, for manufacturing 100 pieces first the estimation for the required quantity of fabrics will be made. Once the estimation is made, orders will be placed for the fabric. The type of fabric to be used for manufacturing shall be directed by the person placing the order. According to issued directions fabric is purchased. Usually fabrics are purchased from Arvind Mills. Sampling and pattern making department: Before fabric goes into the manufacturing department sample of the order will be prepared. Sampling is the model of the design in which the customers want and the style they need. Usually the customers in their need and requirement of the fabrics. They also specify the quantity, type of packaging, the design of the garment, where to dispatch, terms of payments and so on. Once the design or the sample is prepared the prepared sample will be dispatched to the ordered customer. If the customer is satisfied with the sample they will places the orders. Cutting Department: Once the fabrics are received here the fabric bundles, which is the raw materials for this unit is spread in table and they are cut into different parts as marked in the cad room. Cutting is done by cutting machine which has the cutting capacity of 286 pieces of jeans pants for half an hour at a time. Sewing Department: In the stitching department there are 5 lanes each lane carrying different Activity of stitching. For each lane targets will be fixed for the shifts production. The lane in charge managers will strive for achieving the fixed targets. Scraping Department: In the modern world people wants different style and different shades in their jeans. EB is famous for fulfilling these requirements. In EB different shades for the regular jeans are provided and this is done in the scrapping unit. Scrapping unit is meant for giving different effects and styles according to the order of the buyer.
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Washing Department: Once scrapping and laser printing are over stitched garments shall go washing for further effects. Once the garments is washed the fabric will become smooth. Finishing Department: Finishing is the last stage of garment production where garment gets its finished look. In this department each garment undergoes different finishing processes .Buyer specifications and infrastructures are strictly maintained. Following are the different finishing processes. Trimming Quality Check Sewing Section Rivet/Button/Brand label Attachment Ironing/Blowing Measurements check Presentation
Quality Assurance: Quality assurance department is the department where qualities of the finished clothes are checked before they are dispatched for distribution. Merchandising department: In the packing unit the fabrics are packed into the cartoons according to the directions of the persons placing the order. Before packing, packing list is prepared according to the requirements of the person placing the order. Documentation: In this unit the packed garments in the cartoons are received from the packing unit and dispatched to the destiny as per the direction of the person placing the order.
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4. McKENSEYS 7S FRAMEWORK
Mc Kinseys 7-S framework was developed in the late 70s by McKinsey Company, a reputed management consultancy firm in the United States. The framework rest on the positioned that effective organizational change is best understood in terms of the complex relationship between strategy, structure, systems, style, skills, staff and shared values. The proportion of the 7-s model suggests that there are multiple factors which influence an organizations ability to change and its proper mode of change. Since the variables are interconnected, significant progress cannot be made in one area unless corresponding progress is made in other areas too.
Structure
Strategy
System
Shared Values
Skills
Style
Staff
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1. Structure:
COO GM (HR) Vice President OPERATION
GM (FINANCE)
Manager-HR Admin & Compliance
Head Finance & Accounts
Executives/ Assistant
Asst. managers/Executives Asst. Finance
Manager Finishing
Manager Finishing
Ast.mgr Engg.
Ast.mgr IT
Manager Commercial
Manager Cutting
Head Wet & Dry process
Head QA
Manager PPC
Marketing Manager
Manager Finishing
Assistant Manager Finishing
Exe cutive
Assistant
Manager Purchase
Assistant Manager Cutting
Assistant Manager Washing Scrapping
Assistant Manager Q As
Assistant Manager PPC
Assistant Managers
Manager Finishing
Officers/ Supervisors
Employees
Executives/ Officers
Floor In charge
Executives/ Officers/ Supervisors
Executives -QA
Assistant Manager PPC
Executives
Workers
Officers/ Supervisors
Workers
Qty Checkers
Executives/ Officers/ Supervisors
Workers
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2. Strategy:
The company is focusing more on Tier-2 and Tier-3 cities. This segment is the fastest growing and this has generated substantial amount of revenues to the company. The key to success of the brand lies in the distribution and the company aims to have 20,000 retailers by the end of the year. Raymond's was one of the first companies in the Indian textile industry to use advertising in a major way to promote its products. The company's advertising efforts began way back in the 1970s, with Raymond being advertised as 'a guide to the well-dressed male. Raymond did not rely only on its advertising, to establish its brand in the Indian market, but focused extensively on distribution aspects as well. Raymond's fabrics were retailed through a chain of exclusive showrooms spread all over the country.
3. Systems:
It refers to procedures such as information systems, manufacturing processes, budgeting and control process. Thus it is the procedures. Thus it is the procedures, processes and competitive advantages present within the organization. The company has its own intranet facility. The company in the year 2008 has implemented ERP systems to manage the day to day activities in the company. The recruitment of floor level employees is directly done by the HRD department while that of managerial level is done by the head office. The company is computerized all the works that require documentation or paperwork. Employee master software takes care of all the work related to workers like their attendance, no of leaves, salary calculation, no of hours of work, no of shifts, target achieved etc. All employees will undergo periodic appraisal twice every year, there will be monthly training sessions to employees by outside consultants.
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QUALITY SYSTEMS To ensure the manufacture of products of international quality, this unit uses state-of-the-art equipment, systems and practices. These include:

Tensorapid equipment to measure Tensile and tear strengths. Uster testing to control the evenness of all yarns. Creative denims are developed with specialist finishing, fancy yarn devices and other equipment necessary to achieve world-class products.
4. Shared values
The name Raymonds stands for

Quality Excellence Leadership and Trust
The spirit of enterprise and an inherent tolerance of failure have lead to a culture of innovation.
The core value is to nurture relationship, fair and transparent operating styles and ethical behavior are the essence of Raymond experience.
Safety:
They are committed to follow safety procedures to reduce all identified operational hazards, risks to employees, contractors and visitors. Training is provided for all employees to work safely to prevent injury to themselves and others, and avoid damage to property.
Corporate Social Responsibility: Both the management and the workers are committed to help the society. The company provides free educational facilities to employees children. Management and workers are committed to protect the environment, the company has planted trees all round the plant, it has rain harvesting system and in plant water treatment plant.
Raymond Limited (The Company) considers Corporate Governance as an integral part of good management. The Company has adopted a Code of Business Conduct & Ethics (the Code). This Code is applicable to the Board of Directors and all Employees of the Company. The members of the Board of Directors and the members of the Senior Management of the Company are additionally required to affirm semi-annual compliance of this code. Each Director and Employee must comply with the letter and spirit of this Code. Our relentless pursuit of excellence has earned us over 60% market share in worsted suiting in India.
5. Skills
Skills refer to the actual skills and competencies of the employees working for the company. The term skill includes those characteristics which are developed over a period of time. Everblue apparel limited is good at technical and human skills. There are around 130 skilled workers followed by 30 semi-skilled and 30 unskilled workers out of 300 permanent employees. On the Job Training is provided for freshers. Training programs are conducted regularly for all the employees to enhance their skills. The minimum qualification required is SSLC. Training and development: 1. Developmental needs identified through: a) Performance appraisal feedback b) Competency assessment centres competencies identified for entire sales force all are employees and all employees above senior manager level. 2. Learning & development for the work force has two components a) Functional training i. Role based training ii. Capabilities and skill enhancement training b) Professional development i. Career-level based training
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ii. Career readiness training
6. Style
Style refers to the style of leadership adopted- authoritative or participative, reporting relationship between the superiors and subordinates and the flow of communication between them. The management emphasis on open door policies and builds personal rapport with employees. The type of leadership is very supportive / participative leadership because its employees have their say in matters like conducting health camps and other decisions concerning them.
7. Staff
The term Staff refers to the employees and their general capabilities. Staffing is the process of acquiring human resources for the organization and assuring that they have potential to contribute to the achievement of the organizations goals. In Everblue Limited, there are nearly 2000 workers comprising of permanent employees, trainees and probationers. There are 1500 plus contract workers. The company's Manpower is its real strength. Everblue is an equal opportunity employer. There are around 130 skilled workers followed by 30 semi-skilled and 30 unskilled workers out of 300 permanent workers.
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5. SWOT ANALYSIS STRENGTHS

The company has strong Research and Development dept. for product and new technology. The company has qualified and experience Human Resource for selection and recruitment. The efficiency of labors is very high. Most popular textile brand in India. Highest brand recall, which results in high sales Being the oldest and largest player in India it understands the Indian market and the consumer better than its competitors Growing domestic market: The Indian domestic market is extremely sensitive to fashion fads and this has resulted in development of very responsive garment industry.
WEAKNESSES
The company has low production in off session.
The company has less man power according to the work.

Slowdown in demand from some major importers. Fragmented industry: Global buyers prefer to source their requirements from two to three vendors and Indian garment manufacturers find it difficult to fulfill the capacity requirements. Technological obsolescence: A large portion of the industrys processing capacity is obsolete. This has resulted in low value addition in the industry and a need has raised for significant technology investments to achieve world class quality. Lower productivity & cost competitiveness: Lower cost competitiveness has hampered ability to compete with lower cost global players because the labour force in India has a much lower productivity as compared to competing countries like China, Sri Lanka.
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OPPORTUNITIES
Large and growing market available to the company is very large, continuously growing. The company has maintained growth from last many years. As the population increase the demand of product will increase. Setting up of textile oriented SEZs Sizeable urban middle class: As Indian incomes rise, the shape of the countrys income pyramid will also change dramatically. Apart from a substantial reduction in poverty, India will create a sizeable and largely urban middle class. Fifth largest consumer: India will become the worlds fifth largest consumer market by 2025. the combination of rapidly rising household incomes and a robustly growing population will lead to a striking increase in overall consumer spending. The aggregate consumption in India will grow in real terms from 17 trillion Indian rupees today to 34 trillion by 2015 and 70 trillion by 2025 a fourfold increase.
THEREATS
The Indian market is the main market of the company but it is very unstable. There are so many other factors like environment, political and regional. Many international players entering in India: Foreign brewers have been eyeing the Indian market for some years now as India is widely acknowledged to be the last untapped big growth market. State of Recession in the economy: The apparel industry gets severely hit during recession because of less liquidity in the market. This industry is an export-oriented industry which lies in doldrums during this stage.
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6. LEARNING EXPERIENCE
It was a great experience doing project on work-life balance at Everblue apparel limited at Dadaballapur. Before doing this project, I hadnt known about how things will happen in companies. During my project work, I got a chance to understand how exactly things will go in a company. I came to know that, while working we have to deal with labour laws a lot and hence they are more important than any other things we have studied in our classes. I learned how to implement the theories I studied during my academics in real life. I came to know about what knowledge and skills should I possess to become a good corporate citizen. My overall experience in the company was very pleasant. The response & support got from the management & staffs were appreciable. The atmosphere & working conditions were encouraging in the company. During the first week, it was totally a new experience entering into the organization. On the first day of the training, the Manager (HR) detailed us very clearly about the company & guidelines to be followed with respect to maintaining the discipline of the organization and also informed the safety measures. Ten weeks of project training in the company helped me to know the practicalities. I learned about the policies and procedures of the company. Totally it was a highly useful training for me in the company. This has added value to my academic learning. There was good relationship between the superiors and subordinates. I understood the activities of all the departments. The success of organization is the result of Co-ordination between the management and workers.
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INTRODUCTION
Human Resource Management is An Art for Businesses, Science for Corporations, and a Subject for Others.... Human Resource Management (HRM) act as a catalyst for overall development of nations economy. HRM is a way of management that links people-related activities to the strategy of a business or organization. HRM is often referred to as "strategic HRM". It has several goals: To meet the needs of the business and management (rather than just serve the interests of employees); To link human resource strategies / policies to the business goals and objectives; To find ways for human resources to "add value" to a business; To help a business gain the commitment of employees to its values, goals and objectives. It is an approach to the management of people in an organization. Organizations are made up of people i.e. employees and function through them. It is the human resource which brings success and prosperity to a business enterprise. Human Resource Management also called Personnel Management, deals with various problems relating to manpower employed. Such problems include personal planning, recruitment and selection, induction, performance appraisal, employee training and development, promotions and transfer of employees, compensation payment, career planning and participative management. The person who looks after personnel functions/ problems is called Personnel/Human Resource Manager. The origin of the HRM function can be traced in England where masons, carpenters, leather workers, and other crafts-people organized themselves into guilds. The groups worked towards the common objective of attaining "improved work conditions". 18th Century: During the later part of the century the concept of Industrial Revolution laid the basis for a new and complex industrial society. The industrial revolution began with the substitution of stem power and machinery for time consuming hand labor. Working conditions, social patterns and the division of labor were significantly altered. A new kind of employee- a
boss, who wasnt necessarily the owner, as had usually been the case in the past - became a power broker in the factory system. These changes led to widening the gap between workers and owners.
19th Century: During the era of the world wars scientific management and welfare work represents two concurrent approaches, along with industrial psychology, merged. Scientific management represented an effort to deal with inefficiencies in labor and management primarily through work methods, time and motion study, and specialization. Industrial psychology represented the application of psychological principles toward increasing the ability of workers to perform efficiently and effectively. Scientific management can be summarized as a one best way to do a job which includes the following principles: 1. Science, not rules of thumb; 2. Harmony, not discord; 3. Cooperation, not individualism; 4. Maximum output, not restricted output. Whereas scientific management focused on the job efficiencies, industrial psychology focused on the worker and individual differences. The maximum well being of the worker was the focus of industrial. 1920s: The drastic change in technology, the growth of the organizations, the rise of unions, and government concern and intervention concerning working people resulted in the development of personnel departments. Though no such trace for first personnel department can be traced still it is found that around 1920s most of the organizations starting thinking on matters such as conflict between employees and management. The term welfare secretaries were used to denote the personnel administrator. The main task of the welfare administrator was to facilitate the communication between the worker and the management and recommend management as to what had to be done to get the best results from the employees.
1930s: During mid of 1920 & 1930s another concept of Human relations movement came up after the studies conducted on human factors at work be Elton mayo and other famous researcher. This study pointed out the importance of the social aspect and work groups on the employee output & workers satisfaction. Around 1960s human relations movement became a branch of and became a contributor to the field of organizational behavior.
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After Second World War, during the period 1945 - 1979, this has grown up and changed to "Personnel Management", and Personnel Management was focus basically on employee administration and the legislation. HRM is relatively a new term for what was earlier called as personnel management. The term HRM got popularity in the USA by 1970s. This is a management function which helps managers to plan, recruit, select, train, develop, remunerate and maintain members for an organization. HRM is the latest nomenclature use to denote personnel management. The policies of management relating to personnel matters/problems are called policies. Human Resource Management in a Business Context provides an international focus on the theory and practice of people management. A thorough and comprehensive overview of all the key aspects of HRM, including case studies, articles from HRM Guide and other sources, key concepts, review questions and problems for discussion and analysis. Businesses had also realised that they needed to educate people in the way they were expected to work, and in line with reorganizations and relocations of staff, these people needed appropriate training and so training departments evolved or training resources were identified externally. It was around the middle of the 1980s that Human Resources or HR as it is more often abbreviated to, began to establish itself. It was quickly realised that the personnel department and training functions both undertook work around the human element of the business and that putting these together formed a synergy. It was realized that there was a need for the consideration of the workforce when planning business change, organizational changes, restructuring and the need to educate and for the staff to learn what was happening. In effect the strategic direction of the business needed to consider and reflect the people as the largest asset of any business. Human Resources Management and HR directors came into being, providing executive level interaction or even higher and the establishment of Human Resources was fully accepted by the 1990s and taken forward since to include all aspects of a business that applies to the people within that business. In the latter part of the 1990s and into the early 2000s there has been a further evolution to take the HR role back to the business managers. The decisions and actions being taken near to the people with the old style HR divisions being streamlined into a more consultative role provided
knowledge and best practice guidelines but only interacting at a strategic level. HR Business Partners and internal HR consultants are now the more prevalent model, with the HR administrative actions being undertaken at the front line of the business.
DEFINATIONS OF HRM
1. According to Edwin Flippo:
Human resource management is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and social objectives are accomplished. 2. According to George R. Terry:
Personnel management is concerned with the obtaining and maintaining of a satisfactory and satisfied work force. 3. According to Michale Armstrong:
HRM is strategic approach to the acquisition, motivation, development and management of the organizations human resources. It is develop to shaping an appropriate corporate culture, and introducing programmes which reflects and support the core values of the enterprise and ensure its success. HRM is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organizations.
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OBJECTIVES of HRM Objectives are pre-determined goals to which individual or group activity in an organization is directed. Objectives of personnel management are influenced by organizational objectives and individual and social goals. Institutions are instituted to attain certain specific objectives. The objectives of the economic institutions are mostly to earn profits, and of the educational institutions are mostly to impart education and / or conduct research so on and so forth. However, the fundamental objective of any organization is survival. The objectives of HRM are as follows: 1. To create and utilize an able and motivated workforce, to accomplish the basic organizational goals. 2. To establish and maintain sound organizational structure and desirable working relationships among all the members of the organization. 3. To secure the integration of individual or groups within the organization by co-ordination of the individual and group goals with those of the organization. 4. To create facilities and opportunities for individual or group development so as to match it with the growth of the organization. 5. To attain an effective utilization of human resources in the achievement of organizational goals. 6. To identify and satisfy individual and group needs by providing adequate and equitable wages, incentives, employee benefits and social security and measures for challenging work, prestige, recognition, security, status.
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THE SCOPE OF HUMAN RESOURCE MANAGEMENT The scope of human resource management outlined below includes an outline of transformation and development issues, tentative generic skills required in performing HRM roles, as well as the roles of a human resource management practitioner (line management and HRM professionals). With regard to the latter, the assumption is made that roles are inter-linked and interdependent, even though these relationships may not be expressly stated in each case. Knowledge management which entails accumulating & capturing Transformation and development issues Knowledge in large organisations for future application & use (organisation memory) Reconciliation management Work creation as opposed to job creation Manage the transfer of HRM functions and skills to line management Marketing of HRM to line management Development of contextual approaches to HRM Multi-skilling and /or multi-tasking Increased societal responsibility Managing people in virtual work environments Focus on deliverables rather than doable Develop additional means of assessing HRM Appreciation and assessment of intellectual capital Take HRM from a business partner to a business itself / Managing HRM as a business unit Adviser / consultant to line management. Core roles in Human Resource Management The core roles of human resource management are grouped below into four categories. The titles of the clusters are tentative, and are open for comment.
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PLANNING AND ORGANISING FOR WORK, Strategic perspective Organisation design Change management Corporate Wellness management PEOPLE ACQUISITION AND DEVELOPMENT Staffing the organisation Training & development Career Management Performance Management Industrial relations ADMINISTRATION OF POLICIES, PROGRAMMES & PRACTICES Compensation management Information management Administrative management Financial management
Challenges before HR Management

In fact in the face of enormous and the rapid changes in the business environment in India backed by liberalization of economy, globalization of business, modernization of technology and large scale employment, a need exist for a fresh look at the human resources. Multinationals, foreign investors and NRIs entering the Indian business in big way communist countries adopting the path of capitalism and large scale technology transfer, all such factors necessitate a wider perspective of human resources in the days to come. Some of the factors, which pose grater challenges to the HRM in future, are:
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1. A larger, faster and greater growth of industrialization is expected in the next decade. 2. There is a possibility for more takeovers, acquisitions and mergers in future in India. 3. With the presence and influence of more multinational and transnationals, as well as higher standards and competitions, there is a possibility for many small indigenous units to be sick 4. There is a possibility for the emergence of many large and giant enterprises havening economies of scale, leading the units without the merits of economies of scale and large scale production to wind up. 5. ISO 9000 and other international standardization requirement are bound to dictate higher quality specification making it difficult for less quality conscious business enterprises to survive. 6. Large investment and modernization would require highly skilled and technically trend people who would replace less train, unskilled and redundant workforce. 7. Increasing number of industrial houses is bound to introduce scheme for golden handshake. 8. Import of technology may become more common in the days to come resulting in increasing requirement of highly skill manpower. 9. Greater and greater training needs are bound to be identified for updating the technological behavior skill. 10. There would arise greater needs for interpersonal skill, behavioral and counseling skills of executive and hence greater training needs in his directions are bound to arise. 11. Greater privatization of business and increase of employment in the private sector may leads to greater training needs in the private sector. 12. Quality of work life and quality circle programmes may receive greater acceptance.
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WORK-LIFE BALANCE
Worklife balance is a concept including proper prioritizing between "work" (career and ambition) and "lifestyle" (Health, pleasure, leisure, family and spiritual development/meditation). Related, though broader, terms include "lifestyle calm balance" and "life style choices". Work life balance is a persons control over the condition in their workplace. It is accomplished when an individual feels dually satisfied about their personal life & their paid occupation. It mutually benefits the individual, business and society when a Persons personal life is balanced with his or her own job. Work to live. Dont live to work Its important to balance your work and home life. The right to ask for flexible working aims to help employers and workers agree on work patterns that suit everyone find out what flexible working is and how to apply for it. Work-life balance has become one of the top items on the agenda of many large organizations - and a top priority for workers everywhere. The work-leisure dichotomy was invented in the mid 1800s. Paul Krassner remarked that anthropologists use a definition of happiness that is to have as little separation as possible "between your work and your play". The expression "worklife balance" was first used in the United Kingdom in the late 1970s to describe the balance between an individual's work and personal life. In the United States, this phrase was first used in 1986. Most recently, there has been a shift in the workplace as a result of advances in technology. As Bowswell and Olson-Buchanan stated, "increasingly sophisticated and affordable technologies have made it more feasible for employees to keep contact with work". Employees have many methods, such as emails, computers, and cell phones, which enable them to accomplish their work beyond the physical boundaries of their office. Employees may respond to an email or a voice mail after-hours or during the weekend, typically while not officially "on the job". Researchers have found that employees who consider their work roles to be an important component of their
identities will be more likely to apply these communication technologies to work while in their non-work domain. Work- Life Balance is one of the most debated topics in todays world. Some believe that this is not being looked at holistically and may not be doable. Jack Welch, former GE CEO says that -Theres no such thing as Work- Life Balance. There are work- life choices, and you make them, and they have consequences. Work-life balance is about effectively managing the juggling act between paid work and other activities that are important to us, including: spending time with family, taking part in sport and recreation, volunteering or undertaking further study. Raising employer's awareness that they need to become more family-friendly and offer work life balances initiatives to their employees wherever, they can to assist with the challenge of achieving work-life balance. 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 minimized. This means having appropriate employment provisions in place, and organizational 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. One of the significant changes witnessed in the labor market in India has been the entry of women workers in varies fields. As women take the role of working women in addition to their traditional role of the homemaker, they are under great pressure to balance their work and personal lives. And it comes a challenge for women and their employers. Women, constituting about half of the worlds population, are the most important human resource s central to the development of any race, culture, nation or civilization. The traditional concept of women being bondaged to the house hold is now gradually changing. They have risen above the socio-cultural traditions to take a serious look at themselves,
their potentials and capabilities and have taken more professional roles for creating a meaning for themselves. To understand the need of work life balance, one first needs to understand about work life imbalance, as with the understanding of the origin, causes and effects of this imbalance, the balancing act becomes easier. The corporate world of today is exceedingly demanding. The work culture varies from organization to organization. Today the deadlines are getting tighter and an individual's job is not only to match that deadline but also to give quality output. Due to this work pressure it becomes exceedingly difficult to maintain a family life. It becomes very difficult to have the engagement of mind with the engagement of body. In every individual's life there are four stakeholders- own personality, job, family and society. So it is necessary to manage all the stakeholders Some theorists suggest that this blurred boundary of work and life is a result of technological control. Technological control "emerges from the physical technology of an organization" In other words, companies use email and distribute smartphones to enable and encourage their employees to stay connected to the business even when they are not in the office. At the organizational level, balanced nature of work enables increase in productivity and efficiency of employees. Employees become more creative and they derive more satisfaction from work. Better teamwork and communication offer a conducive working environment. This leads to enjoyment at work and increased passion for it. The percentages of females in regular employment in urban India, increased from 25.8% in 1983 to 33.3% in 2000 and labour force participation rates is projected to reach 361 per 1000 females in the year 2026.
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Work statistics
According to a survey conducted by the National Life Insurance Company, four out of ten employees state that their jobs are "very" or "extremely" stressful. Those in high-stress jobs are three times more likely than others to suffer from stress-related medical conditions and are twice as likely to quit. The study states that women, in particular, report stress related to the conflict between work and family. In the study, Work-Family Spillover and Daily Reports of Work and Family Stress in the Adult Labor Force, researchers found that with an increased amount of negative spillover from work to family, the likelihood of reporting stress within the family increased by 74%, and with an increased amount of negative spillover from family to work the likelihood to report stress felt at work increased by 47%. This illustrates that those who are experiencing stress that has spilled over from work to family are more than likely to report feeling stress related to their family. Also, those who feel stress that has spilled over from their family into their work, almost half were likely to feel stress when they were at work. Steven L. Sauter, chief of the Applied Psychology and Ergonomics Branch of the National Institute for Occupational Safety and Health in Cincinnati, Ohio, states that recent studies show that "the workplace has become the single greatest source of stress". Today there are many young women who do not want to just stay at home and do house work, but want to have careers. About 64% of mothers whose youngest child was under age six, and 77% of mothers with a youngest child age 6-17 were employed in 2010, indicating that the majority of women with dependent care responsibilities cannot or do not wish to give up careers. While women are increasingly represented in the work force, they still face challenges balancing work and home life. Both domestic and market labor compete for time and energy. For women, the results show that that only time spent in female housework chores has a significant negative effect on wages.
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Need and importance of work life balance It helps to:- Diagnosis issue and over all organizational climate. Anticipate potential problems Access teamwork and management style problems And affect the measure of organizational change. In order to help dual career women to manage the demand of both work and family it is necessary to explore the origins and correlates of work stressors and work family conflict, and to find support systems at level of the family, workplace, community and government for resolving it. Work family conflict has been emphasized as an inter role conflict that occurs when the role pressures from work and family are compatible. Some of the factors which are affecting the work-life balance among women are as follows: Type of profession Age and experience Level of education. Number and age of children Income Family situation Husbands attitude Mother-in-laws attitude Inter-personal relationships at workplace Job satisfaction Commitment to job Health condition Personality type Other factors
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BENEFITS OF WORK LIFE BALANCE IN ORGANIZATION:1. 2. 3. 4. 5. 6. Measured increases in individuals production accountability & commitment. Better teamwork & communication. Improved morale. Less negative organizational stress. Increase productivity Reduced overtime cost
TO INDIVIDUAL:-
1. 2. 3. 4. 5.
More value & balance in your daily life. Better understanding of what your best individual work life. Important relationship both on and off the job. Reduced stress. Reduced absenteeism. The trend of labourforce participation shows that in years ahead the greatest addition in the
in the work force will be of women aged between 24 to 25. This means that more and more women will be taking up jobs. Therefore what is required is a good and positive atmosphere at home and workplace to facilitate dual career women reaching a better equilibrium between work and other spheres of life. Employers are encouraging more flexible work practices. Although the numbers of establishments offering these practices are growing, it is relatively small compared to other countries and the range is limited, primarily to child care responsibilities. There is a growing recognition by policy makers of the importance of supporting women in juggling work and family life. Since the work-family conflict related problems are living and dynamic in nature, there can be no final and permanent solution to these problems. There is therefore , always a need for further research in this area so as to bring out from time to time, the factors responsible for the role conflict situation and workout the coping up strategies.
STATEMENT OF THE PROBLEM

The present study identifies the variables that interfere with work-life balance of women and suggests measures for managing the demands of work and family and also identification support various support mechanisms. The support mechanisms can be in form of Family Organization Society Government policies etc
With the help of these, we find the where the problem area lies. And by isolating the factors of support mechanisms we find individual factors responsible for work-life imbalances.
OJECTIVES OF THE STUDY

To identify the variables/factors that interferes with work-life balance. To find support systems that help women inside and outside family and organization. To find number of roles played by women. To find attitude of family members towards working women. To find the attitude of colleagues and bosses towards working women.
SCOPE OF THE STUDY

This study was to find out the work-life balance at Everblue apparel limited. This study covers 500 employees of almost all departments employees at Everblue apparel limited. Out 500 samples 100 questionnaires were randomly picked. This study was only confined to women employees only. A questionnaire with 15 closed-ended questions is prepared. It was a five-point scale questionnaire. Respondents had to tick one out of five options given Strongly oppose, somewhat oppose, neutral, somewhat favor, strongly favor to all statements. This is done to
55
make it easier for the respondents to fill up the questionnaire and hence to increase the response rate.
RESEARCH METHODOLOGY
I. Type of research- Descriptive research Descriptive research is also called Statistical Research. The main goal of this type of research is to describe the data and characteristics about what is being studied. The idea behind this type of research is to study frequencies, averages, and other statistical calculations. Although this research is highly accurate, it does not gather the causes behind a situation.
II.
Sources of data (a) Primary source- questionnaire, interview. A close-ended questionnaire was used to collect data from the respondents. An option was included in the questionnaire to give suggestions of the respondents. Informal interviews were also conducted to collect data from floor level employees (b) Secondary source- company website, journals, research papers & other publications
III.
Data collection tools Questionnaire Informal interviews Sample size- 100 With the help of the company a total of 500 questionnaires (expense bared by company) were issued, of which 100 samples were considered for convenience.
IV.
LIMITATIONS OF THE STUDY Study is confined to a limited period(10 weeks). Accuracy of study is purely based on the information as given by respondents. Employees are non- cooperative
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Most of the employees do not know English, for reading & writing it is difficult for them.
1. b ANALYSIS, INTERPRETATIONS AND FINDINGS

Q1.My Husbands attitude of me working. TABLE 1: Table showing husbands attitude towards their wife working. OPINION Strongly oppose Somewhat oppose Neutral Somewhat favor Strongly favor RESPONDENTS 16 23 34 7 20 % 16 23 34 7 20
CHART 1: Chart showing husbands attitude towards their wife working

40 35 30 Strongly oppose 25 20 15 10 5 0 7 16 23 20 Somewhat oppose Neutral Somewhat favor Strongly favor 34
INTERPRETATION: From the above chart it is clear that 34% of the respondents feel that their husbands attitude is neutral towards them working, while 23% feel somewhat opposed, 20% strongly support them and 16% strongly oppose them working.
Q2. My Mother-in- laws attitude towards my working TABLE 2: Table showing Mother-in- laws attitude towards their Daughter-in-laws working. OPINION Strongly oppose Somewhat oppose Neutral Somewhat favor Strongly favor RESPONDENTS 10 0 41 23 26 % 10 41 23 26
CHART 2: Chart showing Mother-in- laws attitude towards their Daughter-in-laws working
45 40 35 30 25 20 15 10 10 5 0 0 23 26 Strongly oppose Somewhat oppose Neutral Somewhat favor Strongly favor 41
INTERPRETATION: From the above chart it is clear that 41% of the respondents feel that their Mother-in- laws attitude is neutral towards them working, 26% strongly support them and 10% strongly oppose them working and 23% feel that their mother-in-laws somewhat support them. So it is clear that there are no restrictions on the majority respondents in their homes.
Q3.The attitude of my Boss towards my work TABLE 3: Table showing Bosses attitude towards respondents working. OPINION Strongly oppose Somewhat oppose Neutral Somewhat favor Strongly favor RESPONDENTS 7 34 23 20 16 % 7 34 23 20 16
CHART 3: Chart showing Bosses attitude towards respondents working.

40 35 30 25 20 16 15 10 5 0 7 Strongly oppose 23 20 Somewhat oppose Neutral Somewhat favor Strongly favor 34
INTERPRETATION: From the above chart it is clear that 7% of respondents feel their boss oppose them in work, while 34% feel somewhat opposed, 23% neutral, 20% somewhat supported and 16% feel strongly supported by their bosses. So it clear there is some miscommunication between the majority respondents and the managers.
Q4. I feel I have to perform too many roles. Table 4 showing the opinion of respondents towards no of roles they are performing Opinion Strongly disagree Disagree Neither Agree Strongly agree Respondents 9 17 24 47 3 % 9 17 24 47 3
Chart 4 showing the opinion of respondents towards no of roles they are performing
50 45 40 35 30 25 20 15 10 5 0 9 3 17 24 Strongly oppose Somewhat oppose Neutral Somewhat favor Strongly favor 47
INTERPRETATION: From the above chart it is clear that 9% of respondents strongly disagree that they are performing too many roles, 17% disagree, 24% are neutral, 47% agree they are performing too many roles while 3% strongly agree they doing too many roles both at home and work.
Q5. My Family life suffers due to my Work life. Table 5 showing the opinion of respondents towards family and work life conflicts Opinion Strongly disagree Disagree Neither Agree Strongly agree Respondents 0 36 57 2 5 % 36 57 2 5
CHART 5 showing the opinion of respondents towards family and work life conflicts
60 50 40 30 20 10 0 0 Strongly oppose Somewhat oppose Neutral Somewhat favor Strongly favor 2 36 57
INTERPRETATION:
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From the above chart it is clear that 36% of respondents strongly disagree that their family life suffers due to work life, while 57% are neutral to it, while 2% agree and 5% strongly agree that there is conflict between family and work life. Q6. I find it difficult to attend social and community activities. Table 6 showing the opinion of respondents towards time available for socializing. Opinion Strongly disagree Disagree Neither Agree Strongly agree Respondents 23 10 47 13 7 % 23 10 47 13 7
CHART 6 showing the opinion of respondents towards time available for socializing.
50 45 40 35 30 25 20 15 10 5 0 Strongly oppose Somewhat oppose 23
47
13 10 7
Neutral
Somewhat favor
Strongly favor
INTERPRETATION:
From the above chart it is clear that 23% strongly agree and 10% agree that they find time to attend social and community activities while 47% are neutral, 13% agree and 7% strongly agree that they find it difficult to attend social and community activities. Q7. Do organization policies help you to manage work life balance? Table 7 showing the opinion of respondents towards organization policies to help WLB. Opinion Strongly disagree Disagree Neither Agree Strongly agree Respondents 7 9 37 45 2 % 7 9 37 45 2
CHART 7 showing the opinion of respondents towards organization policies to help WLB.
50 45 40 35 30 25 20 15 10 5 0 Strongly oppose Somewhat oppose Neutral 7 9 37
45
Somewhat favor
Strongly favor
INTERPRETATION:
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From the above chart it is clear that 7% of the respondents and 9% of the respondents disagree that the organization policies help them manage work-life balance, while 37% are neutral, 45% of the people agree & 2% strongly agree that the organization policies help them manage work-life balance. Q8.The role conflicts in work and family has given me lots of stress. Table 8 showing the opinion of respondents about the stress levels both at home and work. Opinion Strongly disagree Disagree Neither Agree Strongly agree Respondents 16 20 23 34 7 % 16 20 23 34 7
CHART 8 showing the opinion of respondents about the stress levels both at home and work.
40 35 30 25 20 15 10 5 0 Strongly oppose somewhat oppose Neutral Somewhat favor Strongly favor 7 16 23 20 34
INTERPRETATION:
The above chart revels that16% (strongly disagree) and 20 %( disagree) say that role conflicts havent given them stress, 23% are not sure while 34% (agree) and 7% (strongly agree) say that they experiencing stress due to role conflicts.
Q9.Are you satisfied with the present salary package. Table 9 showing the opinion of respondents towards salary package. Opinion Strongly disagree Disagree Neither Agree Strongly agree Respondents 7 16 44 31 2 % 7 16 44 31 2
CHART 9 showing the opinion of respondents towards salary package.
50 45 40 35 30 25 20 15 10 5 0 Strongly oppose somewhat oppose 7 16
44
31
Neutral
Somewhat favor
Strongly favor
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INTERPRETATION: The above chart revels that 7% (strongly disagree) and 31% (disagree) say they dissatisfied with salary, 44% are not sure while 16% (agree) and 2% (strongly agree) that they are not satisfied with the salary package. Q10. Are you able to sustain your family only with your husbands salary? Table 10 showing the opinion of respondents about sustaining the family with single income. Opinion Strongly disagree Disagree Neither Agree Strongly agree Respondents 9 45 29 17 0 % 9 45 29 17 0
CHART 10 showing the opinion of respondents about sustaining the family with single income.
50 45 40 35 30 25 20 15 10 5 0 Strongly oppose 9
45
29
17
0 somewhat oppose Neutral Somewhat favor Strongly favor
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INTERPRETATION: The above chart revels that 9% (strongly disagree) and 45% (disagree) say that it is difficult to sustain family with single income, 29% are not sure while 17% (agree) say that they sustain their family with single income.
Q11. I am satisfied with the flexible working hours of the company. Table 11 showing the opinion of respondents about the flexible working hours of the company Opinion Strongly disagree Disagree Neither Agree Strongly agree Respondents 7 34 23 20 16 % 7 34 23 20 16
CHART 11 showing the opinion of respondents about the flexible working hours of the company
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A STUDY ON WORK-LIFE BALANCE 40 35 30 25 20 15 10 5 0 Strongly oppose somewhat oppose Neutral Somewhat favor Strongly favor 7 23 20 16 34
INTERPRETATION: From the above chart it is clear that 7% of the respondents and 34% of the respondents are not satisfied with the working hours, 23% are undecided while 20% and 16% are satisfied with the flexible working hours of the company.
Q12. Number of employees willing to continue in their organization. Table 12 showing Number of employees willing to continue in their organization. Opinion Yes May Be No Respondents 46 17 37 % 46% 17% 37%
Chart 12 showing Number of employees willing to continue in their organization.
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37% 46% Yes May be No 17%
From above table it is clear that majority of the employees (46%) are willing to continue in the organization, while 17% of the respondents are unsure about continuing and 37% are willing to leave the company if they get better opportunity anywhere else.
Q13.Does the organization gives Equal access to promotion, training and development. Table 13 showing opinion of employees towards equal access to promotion, training and development. Opinion Strongly disagree Disagree Neither Agree Respondents 16 20 23 34 % 16 20 23 34
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Strongly agree
Chart 13 showing opinion of employees towards equal access to promotion, training and development.
40 35 30 25 20 15 10 5 0 Strongly disagree Disagree NeIther Agree Strongly Agree 7 16 23 20 34
INTERPRETATION From the above table it is clear that majority of respondents feel they are getting equal opportunities with regards to promotion, training and development. Q14. Do you feel your work role is very demanding? Table 14 showing no of employees who think their work role is very demanding. Opinion Strongly disagree Disagree Neither Agree Strongly agree
Respondents 15 25 37 18 5
% 15 25 37 18 5
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Chart14 showing no of employees who think their work role is very demanding.
40 35 30 25 20 15 10 5 0 Strongly disagree Disagree NeIther Agree Strongly Agree 5 18 15 25 37
From above table it is clear that majority of the employees (37%) are neutral to the question, while 15 % and 25% strongly disagree and disagree to the question, while 18% strongly to the question and 5% strongly to the question.
Q15. Do you take your work pressure/stress from work to home (spillover effect)? Table 15 showing opinion of employees on spillover effect Opinion Yes No Respondents 33 67 % 33 67
Table 15 showing opinion of employees on spillover effect
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33%
Yes 67% No
INTERPRETATION From above table, majority of employees say they dont carry work pressure from work place to home while 33% say they carry work pressure from work place to home, leading to domestic violence and related effects
Q16.Which of the following will help you in to balance your work and family commitments?
Table 16 showing the opinion of respondents on various variables which help in WLB. Opinion Spending time with friends Get home on time Keep healthy and fit Respondents 11 7 5 % 11 7 5
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Take part in community activities or fulfill religious commitments Take care of family and spend time with them
73
73
CHART 16 showing the opinion of respondents on various variables which help in WLB.
80 70 60 50 40 30 20 10 0 Friends Home on Time Healthy Activities Family 11
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INTERPRETATION Almost all the employees feel that spending time with family will help them in balancing work and family balance.
FINDINGS
34% of the respondents feel that their husbands attitude is neutral towards them working. 41% of the respondents feel that their Mother-in- laws attitude is neutral towards them working. 34% of the respondents feel that somewhat opposed by their boss in workplace. 47% agree they are performing too many roles while 3% strongly agree that they are doing too many roles both at home and work. 57% are neutral to the question is there conflict between family and work life.
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47% of the respondents find it difficult to attend social and community activities. 45% of the people agree & 2% strongly agree that the organization policies help them manage work-life balance. 34% of the respondents say that they experiencing stress due to role conflicts. 44% of the respondents say they are not able to decide whether the present salary package is satisfactory or not. 45% of the people say that it is difficult to sustain their family with a single income. 34% of the respondents say they are somewhat oppose the flexible working hours of the company. 73% of the respondents say that spending more time family will help them in managing the work-life balance. There are no daycare or crches facilities for the employees children in the company. Majority of the employees feel that canteen is not good and there should a 24hours running canteen. Majority of the employees feel sleeping bunkers must be provided for employees working in night shifts. Majority of the employees want to continue in the organization.
1. c CONCLUSIONS AND RECOMMENDATIONS CONCLUSIONS Most of the employees say their mother-in-laws attitude towards them working is neutral.
So it clear that employees are unsure whether their mother-in-laws support them or oppose them for working.
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Most of the employees say their husbands attitude towards them working is neutral. So it
clear that employees are unsure whether husbands support them or oppose them for working.
Most of the employees feel that their bosses oppose them in the workplace. Majority of employees (50%) say they perform too many roles both at workplace and
home. Most of employees are neutral to question is there conflict between family and work life.
Majority of the respondents (47%) find it difficult to attend social and community
activities.
Most employees say organizational policies help them to manage work-life balance. Most of the employees are experiencing stress due to role conflicts.
Most of the respondents say they are not able to decide whether the present salary package is satisfactory or not. Majority of respondents say it is difficult to sustain the family with single income.
Most of the respondents are not satisfied with flexible working hours in the company. Majority of employees say spending time with Family will help them in managing the
work life balance.
Majority of the employees want to continue in the present organization. Since they are
highly satisfied with the work conditions there.
RECOMMENDATIONS
The organization should encourage more communication between the bosses and supervisors so that their misunderstandings can be reduced. The organization must reduce work load given to each employee since over work load gives them lots of stress and they may not be able to perform effectively.
The organization should try to re-design the working hours, so it is not so stressful to the employees. The organization should make provisions to employees so that employees can spend quality time with their family. Organization should take more measures to increase job security of the employees. The organization should provide day-care and facility of crches to the new mothers. The canteen facilities should be improved. Sleeping bunkers should be provided to night shift employees.
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Work-Life Balance Study Finds Employees Satisfied

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