A

COMPREHENSIVE PROJECT REPORT

ON
“A STUDY ON ENGAGING EMPLOYEE FOR BALANCING WORK LIFE”
SUBMITTED TO:
SHRI M.H. KADAKIA INSTITUTE OF MANAGEMENT AND
COMPUTER STUDIES, ANKLESHWAR.
INSTITUTE CODE: 771

UNDER THE GUIDANCE OF

Rahul soni

[HEAD OF DEPARTMENT]

GUJARAT TECHNOLOGICAL UNIVERSITY, AHMEDABAD

in partial fulfillment of the requirement of the award of the degree of
Master of Business Administration (MBA)

Offered by

Gujarat Technological University

Ahmedabad

Prepared by:

Nivesh Patel

Enrolment no.: [197710592022]

i
 DECLARATION

I hereby declare that the comprehensive project titled “A STUDY ON ENGAGING

EMPLOYEE FOR BALANCING WORK LIFE”. Is a result of my own work and my
indebtedness to other work publications, references, if any have been duly acknowledged If
I found guilty of copying from any other report or published information and showing as
my original work, or extending plagiarism limit, I understand that I shall be liable and
punishable by university, which may include ‘Fail’ in examination, or any other
punishment that University may decide.

Date: Nivesh Patel

Place: (MBA SEM-IV)

ii
 ACKNOWLEDGEMENT

I express my gratitude to the college Prof (Dr.) T.D.Tiwari Director, for giving me the
opportunity to do this project. I also extend my gratitude to my project guide Dr. Rahul
soni (faculty guide), who assisted me in compiling the project.

I have taken efforts in this project. However, it would not have been possible without the
kind support and help of many individuals and organization. I would like to extend my
sincere thanks to all of them.

NIVESH.H.PATEL

(MBA SEM-IV)

iii
INSTITUTE CERTIFICATE

iv
 PREFACE

Management is an essential ingredient in every organized endeavour. Successful management

of complex organisation employing sophisticated technology and skilled personnel can`t be
possible through intuition or trial and error.

On extreme of the competitive environment the tiger the higher degree of excellence in
management is not a unilateral phenomenon, indeed it is the deepest touch to sense the
fundamental of the management with the stewardship , however the area studying of Human
senses and behaviours is not a meadow , there is lot of tough way but by using soft
sentiments it is somehow easy to assess the to understand their vision and how are they
committed.

My topic of study “A Study on Engaging Employee for Balancing Work Life’’ is not a direct
input. It is the lengthy research study through their employees and honest efforts of mine.

I am very thankful to the Mr.S.B.PANDEY (GENERAL MANAGER HR) of GODREJ Ltd,

for their kind co-operation and support, without which it was not possible to complete this
comprehensive Project report in smooth manner.

v
COMPANY CERTIFICATE

vi
PLAGIARISM

vii
 INDEX

SR. NO. PARTICULAR PAGE NO.

1 Introduction of the Industry 9

2 1.2 Overview of the Industry (National Level) 12

3 1.3 Overview of the Industry (World Level) 14

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4 Literature Review 27-30

5 About the topic 32-39

6 Research Methodology 41-43

7 Data Analysis & Interpretation 44-66

8 Hypothesis testing 67

9 Findings 69

10 Suggestions 71

11 Conclusion 73

12 Bibliography 75

13 Annexure 77

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 LIST OF TABLES

SR. NO NAME OF TABLE PAGE

NO.

1 Top 10 Companies in india 13

2 Top 10 Companies in world 17

3 Cross tubulation 68

4 Chi-square Test 68

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 LIST OF GRAPHS

SR. NO. PARTICULAR PAGE NO.

1. Graph-1 - Gender 46

2. Graph-2 - Experience 47

3. Graph-3 - Hours 48

4. Graph-4 - Overtime 49

5. Graph-5 -Engaging 50

6. Graph-6 - Balancing 51

7. Graph-7 - Suggestion 53

8. Graph-8 - Motivates 55

9. Graph-9 - Satisfy 57

10. Graph10 - Self-management 59

11. Graph-11 - Policies 60

12. Graph-12 - Effects 62

13. Graph-13 - Employee Engagement 62

14. Graph-14 - Stress 65

xi
 CHAPTER-1
INTRODUCTION
OF INDUSTRY

12
1.1 Introduction of FMCG

Fast-moving consumer goods are products that sell quickly at relatively low cost.
These goods are also called consumer packaged goods.
FMCGs have a short shelf life because of high consumer demand (e.g., soft drinks
and confections) or because they are perishable (e.g., meat, dairy products, and baked
goods). These goods are purchased frequently, are consumed rapidly, are priced low,
and are sold in large quantities. They also have a high turnover when they're on the
shelf at the store.
Consumer goods are products purchased for consumption by the average consumer.
They are divided into three different categories: durable, nondurable goods, and
services. Durable goods have a shelf life of three years or more while nondurable
goods have a shelf life of less than one year. Fast-moving consumer goods are the
largest segment of consumer goods. They fall into the nondurable category, as they
are consumed immediately and have a short shelf life.
Nearly everyone in the world uses fast-moving consumer goods (FMCG) every day.
They are the small-scale consumer purchases we make at the produce stand, grocery
store, supermarket, and warehouse outlet. Examples include milk, gum, fruit and
vegetables, toilet paper, soda, beer, and over-the-counter drugs like aspirin.
FMCGs account for more than half of all consumer spending, but they tend to be low-
involvement purchases. Consumers are more likely to show off a durable good such
as a new car or beautifully designed smartphone than a new energy drink they picked
up for $2.50 at the convenience store.

1.2 Types of Fast-Moving Consumer Goods

 Processed foods: Cheese products, cereals, and boxed pasta

 Prepared meals: Ready-to-eat meals
 Beverages: Bottled water, energy drinks, and juices
 Baked goods: Cookies, croissants, and bagels
 Fresh, frozen foods, and dry goods: Fruits, vegetables, frozen peas and carrots,
and raisins and nuts
 Medicines: Aspirin, pain relievers, and other medication that can be purchased
without a prescription
 Cleaning products: Baking soda, oven cleaner, and window and glass cleaner
 Cosmetics and toiletries: Hair care products, concealers, toothpaste, and soap
 Office supplies: Pens, pencils, and markers

13
1.3 The Fast-Moving Consumer Goods Industry
Because fast-moving consumer goods have such a high turnover rate, the market is
not only very large, it is also very competitive. Some of the world's largest companies
compete for market share in this industry including Tyson Foods, Coca-Cola,
Unilever, Procter & Gamble, Nestlé, PepsiCo, and Danone.2 Companies like these
need to focus their efforts on marketing fast-moving consumer goods to entice and
attract consumers to buy their products.
That's why packaging is a very important factor in the production process. The
logistics and distribution systems often require secondary and tertiary packaging to
maximize efficiency. The unit pack or primary package is critical for product
protection and shelf life, and also provides information and sales incentives to
consumers.

1.4 SECTOR FMCG

Fast-moving consumer goods (FMCG) sector is India’s fourth largest sector with
household and personal care accounting for 50% of FMCG sales in India. Growing
awareness, easier access and changing lifestyles have been the key growth drivers for
the sector. The urban segment (accounts for a revenue share of around 55%) is the
largest contributor to the overall revenue generated by the FMCG sector in India.
However, in the last few years, the FMCG market has grown at a faster pace in rural
India compared to urban India. Semi-urban and rural segments are growing at a rapid
pace and FMCG products account for 50% of the total rural spending.

1.5 Market Size

The retail market in India is estimated to reach US$ 1.1 trillion by 2020 from US$
840 billion in 2017, with modern trade expected to grow at 20 25% per annum, which
is likely to boost revenue of FMCG companies. Revenue of FMCG sector reached Rs.
3.4 lakh crore (US$ 52.75 billion) in FY18 and is estimated to reach US$ 103.7
billion in 2020. FMCG market is expected to grow at 9-10% in 2020.
Rise in rural consumption will drive the FMCG market. It contributes around 36% to
the overall FMCG spending. In the third quarter of FY20 in rural India, FMCG
witnessed a double-digit growth recovery of 10.6% due to various government
initiatives (such as packaged staples and hygiene categories); high agricultural
produce, reverse migration and a lower unemployment rate.

14
 1.6 Top 10 FMCG Companies in India
COMPANY NAME COMPANY LOGO INTRODUCTION OF
COMPANY

Hindustan Unilever Limited

is India’s largest
fastmoving consumer goods
(FMCG) company with a
Hindustan Unilever Historical presence in India
Ltd of over 80 years. It is the
largest in the list of top 5
FMCG companies in India.

Established in 1910, ITC

Limited is a diversified
conglomerate with
businesses spanning Fast
Moving Consumer Goods
comprising Foods, Personal
ITC Limited Care, Cigarettes and Cigars,
Branded Apparel,
Education & Stationery
Products, Incense Sticks
and Safety Matches; Hotels,
Paperboards, and
Packaging, Agri-Business
an Information Technology.
Nestlé is the world’s largest
food and beverage company.
The company has more than
2000 brands ranging from global
icons to local favourites, and are
present in 191 countries around
the world. After more than a
Nestle India Ltd. . century-old association with the
country, today, NESTLÉ India
has a presence across India with
8 manufacturing facilities and 4
branch offices. It is the third
Largest in Top FMCG
Companies in India

15
 Britannia Industries is one of
India’s leading Top FMCG
Companies with a 100-year
legacy. Britannia is among the
most trusted food brands and
manufactures India’s favourited
brands like Good Day, Tiger,
Britannia Industries MultiChoice, Milk Bikes and
Ltd Marie Gold which are household
names in India. Britannia’s
product portfolio includes
Biscuits, Bread, Cakes, Rusk,
and Dairy products including
Cheese, Beverages, Milk, and
Yoghurt

Godrej Consumer Products is a

leading emerging markets
company. As part of the over
122-year young Godrej Group.
Godrej Consumer Products Ltd
Godrej Consumer enjoys the patronage of 1.15
Products Ltd billion consumers globally,
across different businesses. It is
fifth in the list of top 5 FMCG
companies in India

Patanjali Ayurveda Limited was

established in 2006 with a
thought of rural and urban
development. The company is
Patanjali Ayurveda not merely an organization but a
Limited thought of creating a healthy
society through Yoga and
Ayurveda.

16
 The world’s largest and leading
Ayurvedic and Natural Health
Care company with 135 years of
rich heritage and experience. It
is sixth in the list of top 10
FMCG companies in India
2019.
Dabur India Ltd
Business is divided into three
Strategic Business Units, i.e.,
Consumer Care Business, Foods
Business, and International
Business. Consumer Care
Business covers interests in
Health Care and Home &
Personal Care.
Marico Limited is one of Top
FMCG Companies in India in
the beauty and wellness sector.
It is seventh in the list of top 10
FMCG companies in India
2019.
Marico Ltd Over the last 25 Years, Marico
has established itself as a
leading consumer goods
company with a product
portfolio spanning across
Haircare, Skincare, Edible oils,
healthy foods, Male Grooming
and fabric care. Brands such as
Parachute, safrole, Hair& Care,
Nahar Naturals, true roots,
Liven, Set Wet, Coco Soul, kaya
Youth.
Second largest franchisee in the
world (outside US) of
carbonated soft drinks (“CSDs”)
and non-carbonated beverages
(“NCBs”) sold under trademarks
owned by PepsiCo and a key
player in the beverage industry.
Varun Beverages Ltd It is 8th in the list of top 10
FMCG companies in India
2020.

PepsiCo CSD brands sold by

Varun Beverages include Pepsi,
Diet Pepsi, Seven-Up, Marinda
Orange, Marinda Lemon,

17
 Mountain Dew, Seven-Up
Nimbus Masala Soda, Everest
Soda, Duke’s Soda and Sting
GSK Consumer Healthcare Ltd
is an associate of
GlaxoSmithKline plc. of U.K,
one of the world’s largest
consumer healthcare companies.
one of the world’s leading over-
GlaxoSmithKline the-counter (OTC) medicines
Consumer Healthcare company.
Ltd
The company holds the number
one position in OTC medicines
across 36 markets and is market
leaders in specialist oral care.
The company has a sale of Rs
4869 Cr. It is ninth in the list of
top 10 FMCG companies in
India 2020.

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 1.7 Top 10 FMCG Companies in World

COMPANY NAME COMPANY LOGO INTRODUCTION OF

COMPANY

Nestle is the world’s largest

food and beverage
company. The Company
has more than 2000 brands
ranging from global icons
Nestle to local favourites, and are
present in 187 countries
worldwide.

The Procter & Gamble

Company (P&G) is an
American multinational
consumer goods
corporation headquartered
Procter & Gamble in Cincinnati, Ohio,
Company founded in 1837 by William
Procter and James Gamble.

19
 PepsiCo products are
enjoyed by consumers more
than one billion times a day
in more than 200 countries
and territories around the
PepsiCo world. PepsiCo generated
more than $67 billion in net
revenue in 2019, driven by
a complementary food and
beverage portfolio that
includes Frito-Lay,
Gatorade, Pepsi-Cola,
Quaker and Tropicana.

Unilever has been pioneers,

innovators and future-
makers for over 120 years.
Today, 2.5 billion people
will use the Company
Unilever products to feel good, look
good and get more out of
life.

JBS S.A. is a Brazilian

multinational company,
acknowledged as one of the
worldwide food industry
JBS S.A leaders. Headquartered in
Sao Paulo, the Company is
present in 15 countries.

20
 British American Tobacco
is a leading FTSE company
with truly international
credentials. Spread across
six continents, our regions
are the United States of
British American America; Americas and Sub
Tobacco Saharan Africa; Europe and
North Africa; and Asia-
Pacific and Middle East.

On May 8, 1886, Rd. John

Pemberton served the
world’s first Coca-Cola at
Jacobs’ Pharmacy in
The Coca-Cola Atlanta, Ga. From that one
Company iconic drink, the Company
evolved into a total
beverage company.

From the very first hair dye

L’Oréal produced in 1909
to our innovative Beauty
Tech products and services
today, The company has
L’Oréal been a pure player and
leader in the beauty sector
worldwide for decade

21
 Philip Morris International
is leading a transformation
in the tobacco industry to
create a smoke-free future
and ultimately replace
Philip Morris cigarettes with smoke-free
International products to the benefit of
adults who would otherwise
continue to smoke, society,
the company and its
shareholders.

The Company has become a

world leader in four
businesses: Essential Dairy
and Plant-Based Products,
Early Life Nutrition,
Medical Nutrition and
Waters.
Danone
The Company offer fresh
dairy products as well as
plant-based products.

22
 CHAPTER-2
INTRODUCTION
OF COMPANY

23
2.1 History:
Established in 1897, the Godrej Group has its roots in India's Independence and
Swadeshi movement. Our founder, Ardeshir Godrej, lawyer-turned-serial
entrepreneur failed with a few ventures, before he struck gold with a locks business.
Today, we enjoy the patronage of 1.1 billion consumers globally across consumer
goods, real estate, appliances, agriculture and many other businesses. In fact, our
geographical footprint extends beyond Earth, with our engines now powering many of
India's space missions.
With a revenue of over USD 4.1 billion we are growing fast, and have exciting,
ambitious aspirations.
But for us, it is most important that besides our strong financial performance and
innovative, much-loved products, we remain a good company. Approximately 23 per
cent of the promoter holding in the Godrej Group is held in trusts that invest in the
environment, health and education. We are also bringing together our passion and
purpose to make a difference through our Good & Green strategy of 'shared value' to
create a more inclusive and greener India.
At the heart of all of this, is our people. We take much pride in fostering an inspiring
workplace, with an agile and high-performance culture. We are also deeply
committed to recognising and valuing diversity across our teams.

24
Business profile
Godrej Industries is one of the Godrej Group's holding companies. Its own businesses
comprise of chemicals, estate management and Finance & Investments. ... The
product portfolio under the chemical’s division includes Fatty Alcohols, Fatty Acids,
Surfactants, Glycerine and Specialty Products.
Godrej group of companies are today’s one of the largest engineering and consumer
products company in the country having varied interests from engineering to personal
care products with a total sales turnover of about us$ 1.7 bn.

Chemicals
We are India leading manufacturers of olco chemicals and over hundreds of different
industrial chemicals. With our global reach spreading wings across 40 countries. We
ware conferred the prestigious exports award by chemical for 3 consecutive years in
1998-99. 1900-00 and 2000-01. The products in our portfolio are used in a variety of
applications constancies, tyres, detergents, pharmaceuticals , cigarettes , toothpaste
and more.

Associate Companies

 Properties

Godrej properties was incepted in 1990 with an aim of providing ultra-modern to

Winship’s to discerning customers at affordable prices. It adheres to a simple
philosophy of providing exemplary service based on the optimal use of available
resources.

 Consumer products

Godrej consumer products is a major player in the Indian FMCG market with a
huge portfolio of products in the form of personal, hair , and household & fabric care
segments. With 3 state-of-art manufacturing facilities at malapert (MP) , Guwahati
(Assam) and baddi
this division employs 950 people across these industrial plants.

 Household products

Godrej household products limited (GHPL) is a wholly owned subsidiary of godrej

consumer products limited. With strong brands like good Knight, HIT , JET, Ambipur
Brylcreem and kiwi, ,GHPL is the market leader in the Indian household insecticides

25
Category and has a dominant presence in the air care , shoe care and male hair care
markets.

 Hershey

Godrej Hershey is one of the most respected business conglomerates established in

2006 with a prime focus on the food division. The range of products from the house
of goderj Hershey covers a number of popular products in the segment of
confectionery, non-carbonated beverages cooking aids packet tea and edible oil.

 Agroved

Godrej agrovet formerly a division of godrej soaps Ltd. Was reformed in 1971 with a
focus on the agricultural sector. Over the years this division has developed a close
relationship with farmers with its innovative offering in the from of animal feed. Oil
palm plantations agrochemicals and poultry.

 Mission
Mission is to operate a new business which capitalizes on the godrej brand and
corporate image of reliability and integrity.

 Objective
is to delight its customer both in India and abroad.

 Vision

Its business to be globalised rapidly and to enrich the quality of life everyday
everywhere.

2.2 COMPANY’S PRODUCTS INFORMATION

Appliances :-

26
  Refrigerators.
 Washing Machines.
 Air-Conditioners.
 Microwaves. DVD Players.

Soaps & Personal care:-

 Soaps: - Cinthol, Fair Glow, Evita, Shikakai, Vigil, Godrej NO.1.

 Toiletries: -Cinthol, Shaving Cream, Power, save lotion, Body spray.
 Hair Care: -Godrej Nupur, Hair coolers.
 Household Care: -Godrej dish wash, Glossy.
 Fabric care: -Ezee.

Security Equipment :-
 Electronic Security System.
 Home Safe
 Premises Security Solution.
 Marine Products.
 Fire Doors.
 Godrej Entranza Doors.

Foods:-
 Soffit Soymilk.
 Edible oils and vanaspati.
 Fruit drinks and nectar.
 Bakery fats.

Household Insecticides :-
 Good Knight.
 Hit.
 Jet.

Company Name Godrej Group.

27
Industry Conglomerate

Company Status Active

Founded 1897; 124 years ago,

Founder Ardeshir Godrej

Pirojsha Burjorji Godrej
RoC Mumbai, Maharashtra, India

Company Sub Category Non-govt company

Activity Manufacture of other chemical products

and FMCG Products
Area served Worldwide

Number of employees 28,000 (2016)

2.3 Company Details

28
 CHEPTER-3
LITERATURE
REVIEW

29/
3.1 LITERATURE REVIEW

3.1.1 oyez Shekhar- (March 2019), Work life Balance & Employee
Engagement- Concepts, it is no more just cash benefits rather an
umbrella of non-cash benefits comprising elder care, child care,
sabbaticals, compressed work week, flexible scheduling, job sharing,
Work from home is required in various combinations for effectively
managing the talented work force. The concept of CTC has also come up
due to such needs of employees where they look for the overall package
& benefits offered by the corporate world. It is more like cost benefit
analysis for the employer to keep their work force engaged.

3.1.2 Marshall (April 2018),Satisfaction with work life balance- the

majority satisfied with the balance between their job and home life.
Mothers were more likely than fathers to express dissatisfaction with their
work–life balance. This conclusion remained valid in general when taking
into consideration all job characteristics. For example, among those who
worked 50 or more hours a week, mothers were less satisfied with the
work–life balance.

3.1.3 Charles Cookson- (2017), the Role of Work-Life Balance

Programs in Job Satisfaction- Organizations are increasingly realizing
the benefits of offering work-life balance programs to employees as a
means for creating and maintaining competitive advantage. Gains in
employee job satisfaction, employee productivity, and firm productivity
are possible through the effective implementation of work-life balance
strategies. This is particularly true in environments where front-line
employees personally influence the buying behaviours of potential
customers, as is the case in for-profit education. Front-line admissions
managers have a pivotal role to play in improving the job satisfaction of
admissions representatives, as they have access to limited strategies for
motivating these employees.

30/
3.1.4 Dr. R Gayatri- (2016) -A Study on Employee Engagement: Role
of Employee Engagement in Organizational Effectiveness, - The degree
of engagement determines people’s productivity and their willingness
stay with organization. Many research studies highlight that employee
relationship with organizational strategy and goals, acknowledgement for
doing good work and culture of learning and development, promote high
level of engagement. The cost of higher employee engagement will be
result in greater organizational effectiveness. It is employee engagement
drives effectiveness in an organization by improving retention, customer
loyalty, productivity, safety and ultimately, profitability. Engaged
employees care about their organization and work to contribute towards
its success. They are likely to work better, faster and more safely. In
present world of economic uncertainty, engaging employee is a critical
factor to ensure organization effectiveness and productivity.

3.1.5 Francis Mugo Kangure-(2015), Relationship between work life

balance and employee engagement- confirming the argument of
Baptiste, the findings of this study suggests that work‐life balance is one
significant area an employer should give attention to when creating an
environment in which the employees can become engaged. The findings
of this research support the findings of previous researchers that
employee wellbeing at work, positively contributes in organizational
success by creating a family‐friendly culture that eventually leads to
employee engagement. Therefore, work-life balance must be supported
and encouraged at all levels of the organization.

3.1.6 Namita-(April 2014),work-life balance in India-the key driver of

employee engagement,- Work-life balance and employee engagement
becomes a visible benchmark among high performing organizations that
reap the economic and reputational benefits of being publicly recognized
as a, best place to work‟ or an employer of choice. Many Family-friendly
organizations feel the need for work/ life balance which include
recruitment and retention of valuable work force, reduced absenteeism,
reduced employee stress, health benefits, job satisfaction, and better life
balance. It has been suggested that an effectiveness of work-life balance
policies and practices must incorporate the effects of workplace culture
and supervisor support of employee’s efforts to balance work and family
Responsibilities.

31/
3.1.7 Dharmendra Mehta- (2013) ,Employee Engagement,- Employee
engagement is linked with the emotional, cognitive and physical aspects
of work and how these factors integrated. The concept of employee
engagement should not be regarded just another HR strategy. Employee’s
engagement is a long-term process and linked to core tenants of the
business like as, values, culture and managerial philosophy. Employees
require to be adopting in a working environment which will lead them to
display behaviour that organizations are looking for. An organization has
to promote the factors which have a positive effect of engagement
through every business activity that they do.
3.1.8 Satinder Singh-( 2012), Work-life Balance- The separation of
work life from family life has existed since the Industrial Revolution and
remains largely intact today even though it has never reflected the way
most people live. The business world has responded to work-family
issues with an array of programs and policies that address specific family
needs but do not change this basic assumption that employees ‘work and
private lives are separate and conflicting‖. However, Work-family
research has long been guided by the role stress theory, wherein the
negative side of the work-family interaction has been put under the
spotlight. Recently, the emphasis has shifted towards the investigation of
the positive interaction between work and family roles as well as roles
outside work and family lives, and scholars have started to deliberate on
the essence of work-life balance.

3.1.9 Sarah Holly-( 2011), Impact of working hours on work–life

balance- This study, we connect working hours and satisfaction with
desirable work– life balance. This balance is specific to each person and
relates to satisfaction with a job and all other parts in life, especially
family life and free time. Therefore, a good work–life balance results in
high satisfaction. Our results show diverse perceptions and influences of
job conditions on employees, so the connection between working hours
and work–life balance is very important for companies and their human
resource policies. Measures that affect jobs positively could also affect
life satisfaction negatively and result in counterproductive policies.
Employees who work at home regularly want to reduce their hours
significantly more, which we hold may be driven by the unobservability
of their performance. Furthermore, flexible working hour arrangements
decrease satisfaction, compared with fixed working hours, which is

32/
remarkable considering the increasing tendency among German
companies to offer flexible working arrangements.

3.1.10 Madeleine Simard-(2010),Employees Perceptions of Work-Life

Balance;-so again I ask, what does it all mean? Before I began collecting
data, after reviewing the literature I was cynical; I was expecting that
everyone felt so busy, that they were overwhelmed and they felt like
nothing helped. I was surprised to find that yes individuals feel busy and
at times feel overwhelmed but the small and somewhat simple things
were what really helped them manage everything and get through the day.
Many articles on work-life balance try to push company sponsored work-
life balance programs for employees, but what I found was that what
employees wanted was some understanding and flexibility from their
employer. This is a significant finding for organizations and their
management.

33/
 CHAPTER - 4
INTRODUCTION
OF
THE STUDY

34/
4.1 BACKROUND OF STUDY: “ENGAGING EMPLOYEE
FOR BALANCING WORK LIFE”

4.1.1 DEFINITION:
Employee engagement is a property of the relationship between an
organization and its employees. An "engaged employee" is defined as one who
is fully absorbed by and enthusiastic about their work and so takes positive
action to further the organization's reputation and interests.

4.1.2 FACTORS AFFECTING EMPLOYEE ENGAGEMENT:

 Strategic Alignment:

Employees work is in line with where the business is going and how it is
going to get there

 Trust in Senior Leadership

Employees believe in, trust and follow senior leaders

 Immediate Manager Working Relationship:

The quality of the management team directly impacts the performance and
retention of employees.

 Peer Culture:

Effective peer relationships leads to highly engaged, productive employees

and drives organization performance

 Personal Influence:

Employees feel that they can strive to seek better ways of doing things, to
innovate new ideas and that their efforts (be they successful or not) will be
recognized.

 Nature of my Career:

35/
 Providing employees with meaningful career paths that will inspire and
provide them with a variety of opportunities to grow and develop and lead to
their goals.
 Career Support:

Providing employees with the opportunity to develop through assignments or

key jobs

 Nature of the Job:

Providing employees with jobs that are designed to challenge them; that are a
good fit with employee’s skills, qualifications, and experience.

 Development Opportunities:

Providing employees not only with formal learning programs but also with
the opportunity to practice their newly acquired skills and knowledge on the
job under the watchful eye and also the opportunity to learn from others
outside formal learning programs.

 Employee Recognition:

Recognizing in a sincere and timely manner employee contributions and

incremental improvements.

 Pay Fairness:

Motivate employees by implementing equitable pay linked to performance

and also to the type of the company (e.g., industry leader or follower)

4.1.3 IMPORTANCE OF EMPLOYEE ENGAGEMENT:

36/
 Better engagement means better productivity:

When employees are engaged at work, they feel a connection with the
company. They believe that the work they’re doing is important and therefore
work harder.

 Engaged employees are less likely to quit:

The same principle goes for employees’ relationships with their employers.
But, if the members of your team are engaged and feel appreciated, they are
less inclined to look for other employment opportunities. Fostering a culture
of employee engagement can be the key to reducing turnover rates and
boosting employee retention.

If employees feel needed and wanted when they go into work each day, the
connections they form with the company and their other co-workers are not
easily eroded. By cultivating and maintaining these relationships, you reduce
the risk that your employees will quit.

 Engaged employees are positive:

Workers who feel disconnected and disengaged are more likely to have
negative things to say about your company. If a disengaged employee leaves
or is fired, they are able to vent their frustrations on any number of social
forums and sites. Because negative feedback tends to be magnified more than
positive, your company’s reputation and credibility could be damaged due to
a single disengaged, disgruntled employee.

 Employees feel satisfied when they’re engaged:

Employee engagement isn’t just beneficial for your company, however.

Employees who are engaged at work feel satisfied with their careers and are
generally happier individuals than employees who aren’t engaged. It’s
important to remember that boosting employee engagement isn’t simply
about creating more productive, robotic employees and increasing profits.
Employee engagement is advantageous for both parties and should be treated
as a two-way street.

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 Engaged employees are better communicators:

Employees who care about their jobs are more effective communicators with
their co-workers, leaders, and customers alike. Disengaged workers may
mindlessly go through their day without remembering any of the
conversations that they had. Engaged employees, however, will engage each
other in stimulating discussions that could turn into productive brainstorming
sessions. Incorporating a culture of employee engagement can not only help
employees connect with one another, but it can also help create new
innovations and ideas.

 Engaged employees are more creative:

Engaged employees, on the other hand, find creativity to be essential. They

thrive on knowing that they can find new ways of completing tasks and
projects and are always looking for fresh takes on old ideas. By creating an
atmosphere of employee engagement, you can not only boost productivity
and profits, but you can also help your employees reach their full potential
and look forward to coming to work each day. Your workers will feel more
satisfied and content with their careers and your company will benefit from
higher productivity and profits.

38/
4.1.4 KEY DRIVERS OF EMPLOYEE ENGAGEMENT:

39/
 WORK /
JOB ROLE
WORK
OTHER ENVIRONMENT
FACTORS ORGANIZATION
CULTURE

KEY DRIVERS OF
EMPLOYEE
ENGAGEMENT
REWARDS AND
LEADERSHIP RECOGNITION

LEARNING AND
PERFORMANCE
MANAGEMENT
TRAINING
OPPORTUNITIES

40/
 Work/Job Role - Employees must see a link between their role and the larger
organization goal. Understanding this linkage provides an intrinsic motivation
and increased engagement. Most employees will come to work on time
without possessing a sense of belonging and will try and complete assigned
tasks even without possessing that sense achievement on completion of task.
However, an employee that sees a clear linkage on how his/her role
contributes to the organization will go the extra mile and help create
organization wealth.

 Work Environment/Organization Culture - The bond between an

employee and the organization is cemented when the employee identifies
with the culture of the organization. An employee is engaged and motivated
to stretch beyond the call of duty if he/she finds the work environment
enabling and supportive.

 Rewards and Recognition - The bottom line is that people work to earn
which helps fulfil ambitions. Equitable pay coupled with rewards and
recognition programs enhances motivation and leads to commitment and
engagement.

 Learning and Training Opportunities - As Lawyer (2006) put it - “People

Enjoy Learning.” This is especially true in the case of today’s millennial
workforce that constantly looks at enhancing knowledge and skill. Skill and
Knowledge enhancement is not just important for the employees but
providing a learning culture is essential for organizations to remain relevant
in the constantly changing business landscape.

 Performance Management - An effective performance management system

contributes positively to employee engagement. Goal setting lies at the root of
any performance management system. Clearly articulated goals, a fair and
just means to judge performance and timely, rational feedback are critical
elements in creating a bond between the employee and his/her organization.

 Leadership - It is a well recorded fact that most resignations happen because

the employee is not satisfied with his/her ‘boss.’ An organization that spends
time and effort in grooming leaders who are aligned to its goals, culture and
people invests well. New age industries have a young and dynamic workforce

41/
 that looks for autonomy in decision making, increased responsibility and
accountabilities.

 Other Factors - Clear and open communication, quality of interaction with

peers, collaboration, organization policy, organization performance are all
contributing factors to employee engagement.

4.1.4 WORK LIFE BALANCE:

Work–life balance is a concept including proper prioritizing between "work"

(career and ambition) and "lifestyle" (health, pleasure, leisure, family and
spiritual development/meditation).

4.1.5 COMPONENTS OF WORK LIFE BALANCE:

 Self-Management: sufficiently managing one’s self can be challenging,

particularly in getting proper sleep, exercise, and nutrition. Self-management
is the recognition that effectively using the spaces in our lives is vital, and that
available resources, time, and life are finite. It means becoming captain of our
own ship; no one is coming to steer for us.

 Time-management: Effective time management involves making optimal use

of your day and the supporting resources that can be summoned – you keep
pace when your resources match your challenges. Time management is
enhanced through appropriate goals and discerning what is both important and
urgent, versus important or urgent. It entails knowing what you do best and
when, and assembling the appropriate tools to accomplish specific task

42/
 Stress Management: By nature, societies tend to become more complex over
time. In the face of increasing complexity, stress on the individual is
inevitable. More people, distractions, and noise require each of us to become
adept at maintaining tranquillity and working ourselves out of pressure-filled
situations.

 Change-Management: In our fast-paced world, change is virtually the only

constant. Continually adopting new methods and re-adapting others is vital to
a successful career and a happy home life. Effective change management
involves making periodic and concerted efforts to ensure that the volume and
rate of change at work and at home does not overwhelm or defeat you.

 Technology Management: Effectively managing technology means ensuring

that technology serves you, rather than abuses you. Technology has always
been with us, since the first walking stick, flint, spear, and wheel. Now, the
rate of change is accelerating, brought on by vendors seeking expanding
market share.

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 CHAPTER-5
RESEARCH
METHODOLOGY

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RESEARCH METHODOLOGIES:
The procedure using, which researchers go about their work of describing,
explaining and predicting phenomena, is called Methodology. Methods
compromise the procedures used for generating, collecting, and evaluating
data. Methods are the ways of obtaining information useful for assessing
explanation.

5.1 RESEARCH PROBLEM:

This objective can’t be achieving unless and until the employee are highly
satisfied with the working environment and engage with an organization,
which have an important impact in industrial relations.

5.2 RESEARCH STATEMENT:

“A STUDY ON ENGAGING EMPLOYEE FOR

BALANCING WORK LIFE”

5.3 OBJECTIVES OF THE STUDY:

 Primary Objective:

 To study on organization’s efforts towards employees to keep

them engaged for balancing work life.

 Secondary Objective:

 To analyses satisfaction level of employees in terms of job

interest, recognition, working condition and rewards in an
organization.

 To establish the relationship between work place policies and

employee engagement.

 To examine the relationship between supervisor support and

employee engagement.

45/
5.4 RESEARCH DESIGN:
Researcher choose descriptive study to collect information from
without changing environment. “Descriptive research design” use to
find who, what, when, where, why and how.

5.5 SOURCES OF DATA:

 Primary data: Questionnaire, survey

 Secondary data: Book, internet

5.6 DATA COLLECTION TOOLS:

For the purpose of collecting data Survey method is use and for these
purpose questioners was prepared on the basis of objectives of the
study and elicits all the relevant information that is needed for the
study. Thus, “questionnaire” is the data collection instrument used in
the study.

5.7 SAMPLING METHOD:

Convenience sampling is non- probabilistic sampling techniques.

Sample taken from population. “Convenience sampling” is dependent
upon respondent.

5.8 SAMPLE SIZE:

350 employees

5.9 DATA COLLECTION INSTRUMENT:

Primary data collection through structured questionnaire.

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5.10 HYPOTHEYSIS:

H0: There is no significant relationship between working

Hours and employee tiredness or depression due to work.

H1: There is significant relationship between working Hours

and employee tiredness or depression due to work.

47/
 CHAPTER-6
DATA ANALYSIS
AND
INTERPRETATIO
N

48/
1.Gender

Valid Cumulative
Frequency Percent Percent Percent
Male 294 84.0 84.0 84.0
Female 56 16.0 16.0 100.0
Total 350 100.0 100.0

Interpretation:
From the above data interpreted that the 84% employees responded that the male and
16% employees responded that female.

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2.Experience
Frequenc Valid Cumulative
y Percent Percent Percent
Vali Less than 2
23 6.6 6.6 6.6
d year
2-5 year 115 32.9 32.9 39.4
5-10year 166 47.4 47.4 86.9
Above 10
46 13.1 13.1 100.0
Year
Total 350 100.0 100.0

Interpretation:
From the above data interested that 47.43% employees responded that the
experience 5-10 years, 32.86% employees responded that the experience
2-5 years, 13.14% employees responded that the experience Above 10
years, 6.57% employees responded that the experience less than 2 year.

50/
3.Hours
Frequenc Valid Cumulative
y Percent Percent Percent
Vali 8 hours 311 88.9 88.9 88.9
d 9-10 hours 38 10.9 10.9 99.7
More than 10
1 .3 .3 100.0
hours
Total 350 100.0 100.0

Interpretation:

51/
From the above data interested that 88.86% of employees are the working
hours are 8, 10.86% of employees are the working hours are 9-10, and
0.29% of employees are the working hours are more than 10.

4.overtime
Frequenc Valid Cumulative
y Percent Percent Percent
Yes 45 12.9 12.9 12.9
No 305 87.1 87.1 100.0
Total 350 100.0 100.0

Interpretation:

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From the above data interpreted that 87.14% respondents agree that
overtime and 12.86% respondents disagree towards above statement.

5.As an employee, how much you are engaged with Godrej Ltd
Valia ?
Valid Cumulative
Frequency Percent Percent Percent
Less than
5 1.4 1.4 1.4
25%
25-50% 12 3.4 3.4 4.9
50-75% 123 35.1 35.1 40.0
75-10 % 210 60.0 60.0 100.0
Total 350 100.0 100.0

Interpretation:

53/
From the above data interpreted that 60% employees are engage to 75-100 %, 35.1%
employees are engaged to 50-75%, 3.40% employees are engaging to 25-50%, and
1.40% employees are engaged to less than 25%.

Strongly Strongly
Particular Agree Disagree
agree disagree
I like to work with my
111 221 3 0
organization.
I am able to manage the
work life balance in my 88 172 1 0
current job.
My job makes feel
93 168 10 0
important.
I am provided enough
resources to get my job
78 172 27 1
done in the best possible
manner.
I get opportunities at work
96 171 15 2
to growand learn.
6.Respondent’s response towards balancing work life at
Riddhi Pharmaceutical Ltd:

250

200

150

100

50

Stronglyagree Agree Disagree Stronglydisagree

Interpretation:

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From the above data interpreted that 63.10% respondents are Agree
satisfied with like to work with your organization, whereas 9 %
respondents are Disagree with same statement.
49.10% respondents are Agree satisfied with able to manage the work life
balance in your current job, whereas, 3% respondent are disagree with
same statement.
48% respondents are agree with your job makes feel important, whereas
2.90% respondents are disagree with same statement.
49.10% respondents are agree with provided enough resources to get your
job done in the best possible manner; whereas 3% respondents are
strongly disagree with same statement.
48.90 respondents are Agree satisfied with get opportunities at work to
grow and learn, whereas 6% respondents are strongly disagree with same
statement.

55/
7.Whether your suggestions are considered during your
job?
Valid Cumulative
Frequency Percent Percent Percent
Vali Always 51 14.6 14.6 14.6
d Someti
150 42.9 42.9 57.4
me
Rarely 48 13.7 13.7 71.1
Never 101 28.9 28.9 100.0
Total 350 100.0 100.0

Interpretation:

From the above data interpreted that 42.86% respondents are said that
sometime their suggestion is considered. 28.86% respondents are said
that not at all their suggestion are consider. 13.71% respondents are said
that rarely their suggestion is considered. 14.57% respondents are said
that always their suggestion is considered. Therefore, it can be said that
most of the respondent’s suggestion consider sometime only

56/
8.Which types of opportunity motivates you the most

Frequenc Valid Cumulative

y Percent Percent Percent
Training 14 4.0 4.0 4.0
Career
47 13.4 13.4 17.4
Development
Promotion 59 16.9 16.9 34.3
Job Rotation 49 14.0 14.0 48.3
Increment 39 11.1 11.1 59.4
Others 142 40.6 40.6 100.0
Total 350 100.0 100.0

Interpretation:

From the above data interpreted that that 40.57% respondents are others
opportunities for motivation like Incentives, reward and recognize, but at
same time 16.86% respondents said that promotion motivate them at the
most. 11.14% respondents said that increment motivate them at the most.
14.00% respondents said that job rotation motivate them at the most.

57/
13.43% respondents said that career development motivate them at the
most. And 4.00% respondents said that training motivate them at the
most.

58/
9.Which rewards satisfy you the most ?

Valid Cumulative
Frequency Percent Percent Percent
Valid Financial reward 215 61.4 61.4 61.4
Non-financial
135 38.6 38.6 100.0
reward
Total 350 100.0 100.0

Interpretation:

From the above data interpreted that 61.43% respondents are satisfied
with financial reward, and 38.57% respondents are satisfied with non-
financial reward. Therefore, it can be said that most of the respondents
are satisfied with non-financial reward given to them.

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10.Respondent’s response towards self-management:
SA- Strongly agree, A- Agree, D- Disagree, SD- Strongly disagree
Statements SA % A % D % SD %
I can spend 121 34.6 213 60.9 1 0.3% 1 0.3%
the time on % %
myself
development.
I have enough 75 21.4 213 60.9 3 0.9% 0 0%
time
% %
to take care of
myself.
I have enough 99 28.3 155 44.3 4 1.1% 2 0.6%
time to think, % %
plan and to
schedule my
day-to-day
activities.
I have enough 88 25.1 168 48% 25 7.1% 1 0.3%
time %
to relax myself.

60/
 Self-Management
I find the work that I do full of meaning
and
purpose.

Stronglydisagree
I am very excited about
my job. Disagree
Agree
Stronglyagree
I am proud to tell others that I am part
of this
organization.

I frequently make suggestions to

improve the work of my team/de-
partment or
organization

Interpretation:
From the above data interpreted that 60.90% respondents are Agree
satisfied with time spend on yourself development, whereas 0.30 %
respondents are Disagree with same statement.
60.90% respondents are Agree satisfied with have enough time to take
care of myself, whereas, 0.90% respondent are disagree with same
statement.
44.30% respondents are Agree satisfied with have enough time to think,
plan and to schedule your day-to-day activities, whereas 0.60%
respondents are strongly disagree with same statement.
48% respondents are agree with have enough time to relax myself;
whereas 0.30% respondents are strongly disagree with same statement.

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11.Respondent’s response towards Work- life balance
policies:
SA- Strongly agree, A- Agree, D- Disagree, SD- Strongly disagree
Work-life SA % A % D % SD % Not %
balance existing
policies
Flexible 66 18.9 246 70.3 2 0.6 1 0 4 1.1%
work .
% % % 3
schedules
%
health care 64 18.3 206 58.9 2 0.6 1 0 0 0%
.
% % % 3
%
Leave 82 23.4 201 57.4 6 1.7 1 0 0 0%
arrangemen .
% % % 3
ts
%
social 78 22.3 176 50.3 15 4.3 1 0 5 1.4%
% % % .
functions
3
arrangemen %
t
s
Educational 29 8.3% 67 19.1 7 2% 6 1 220 62.9
.
opportunities % 7 %
%

62/
 Policies
Stronglyagree Agree Disagree Stronglydisagree

I fi n d t h e w o r k t h a t I d o f u l l o f m e a n i n g a n d
p u r p o se. 93 172 10

I am v er y ex c i t ed ab o u t
my job. 101 177 1

I am p r o u d t o t el l o t h er s t h at I am p ar t o f t h i s
o r g a n i z a ti o n . 83 189 2

I f r e q u e n t l y m a k e s u g g e s ti o n s t o i m p r o v e t h e w o r k o f
m y t eam /d ep ar t m en t o r 113 226 0
o r g a n i z a ti o n

Interpretation:
schedules policies, whereas 0.30 % respondents are strongly Disagree
with same.
58.90% respondents are Agree satisfied with health care policies,
whereas, 0.30% respondent are strongly disagree with same.
57.40% respondents are Agree satisfied with leave arrangement policies,
whereas 0.30% respondents are strongly disagree with same.
50.30% respondents are agree with social functions arrangement policies;
whereas 0.30% respondents are strongly disagree with same.
62.9% respondents are said educational opportunities policies do not exist
in organization.

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12.Employee engagement components effects on work life balance
SA- Strongly agree, A- Agree, D- Disagree, SD- Strongly disagree
Components SA % A % D % SD %

Reward and 78 22.3% 249 71.1% 2 0.6% 0 0%

recognition

Culture 57 16.3% 226 64.6% 3 0.9% 0 0%

Communication 74 21.1% 170 48.6% 2 0.6% 3 0.9%

Leadership 55 15.7% 160 45.7% 16 4.6% 0 0%

ENGAGEMENT COMPONENTS EFFECTS ON WORK

LIFE BALANCE
80.00%
71.10%
70.00%

60.00% 48.60% 45.70%

50.00% SA
A
40.00%
22.30% 21.10% D
30.00% 16.30%
15.70% SD
20.00% 4.60%
0.90%
10.00% 0.60% 0.90%
Culture Communication Leadership
Reward and

Interpretation:
From the above data interpreted that 71.10% respondents are Agree with
rewards and recognition, whereas 0.60 % respondents are Disagree with
same.
64.60% respondents are Agree with culture, whereas, 0.90% respondent
are disagree with same.

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48.60% respondents are Agree with communication, whereas 0.90%
respondents are strongly disagree with same.
45.70% respondents are agreeing with leadership; whereas 4.60%
respondents are disagreed with same.

13.Respondent’s response towards Employee engagement:

SA- Strongly agree, A- Agree, D- Disagree, SD- Strongly disagree
Employee engagement SA % A % D % S %
D
I frequently make 113 32.3% 226 64.6 0 0% 0 0%
suggestions to improve %
the work of my
team/department or
organization.
I am proud to tell others 83 23.7% 189 54% 2 0.6 0 0%
that I am part of this %
organization.
I am very excited about 101 28.9% 177 50.6 1 0.3 0 0%
my job. % %
I find the work that I do 93 26.6% 172 49.1 10 2.9 2 0.6%
full of meaning and % %
purpose.
At my work, I always 96 27.4% 162 46.3 20 5.7 4 1.1%
continue, even when % %
things.

65/
 EMPLOYEE ENGAGEMENT
70.00% 64.60%

60.00%
54.00%
50.60% 49.10%
50.00% 46.30%

40.00%
32.30%
28.90% 27.40%
30.00% 26.60%
23.70%

20.00%

5.70%
2.90%
0.00% 0.60% 0.30%
I frequently make I am proud to tell I am very excited I find the work At my work, I
suggestions to others that I
am about my job. that I do full of always continue,
improve the work
of my part of this meaning and even when
team/departmen
t or organization.
SA A D SD

Interpretation:

From the above data interpreted that 64.60% respondents are Agree with
frequently make suggestions to improve the work of your
team/development or organization, whereas 3.10 % respondents are
neutral with same statement.
54% respondents are Agree with proud to tell others that your part of this
organization, whereas, 0.60% respondent are disagreeing with same
statement.
50.60% respondents are Agree with excited about your job, whereas
0.30% respondents are disagreed with same statement.
49.10% respondents are agreed with find the work that you do full of
meaning and purpose; whereas 0.60% respondents are strongly disagreed
with same statement.
46.30% respondents are agreed with at your work you always continue
even when things; whereas 1.10% respondents are strongly disagreed
with same statement.

66/
14.How do you manage stress arising from your work

Frequenc Valid Cumulative

y Percent Percent Percent
Valid Yoga 28 8.0 8.0 8.0
Entertainm
77 22.0 22.0 30.0
ent
Dance 7 2.0 2.0 32.0
Music 63 18.0 18.0 50.0
Others 175 50.0 50.0 100.0
Total 350 100.0 100.0

Interpretation:

From the above data interpreted that 50% respondents are others manage
stress arising like shopping, photography. Whereas 18.00% respondents
are stress manage through Music. 22.00% respondents are stress manage

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through Entertainment 8.00% respondents are stress manage through
yoga and 2% respondents are stress manage dance. Therefore, it can be
said that most of the respondents are manage stress through others.

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 CHAPTER-7
HYPOTHESIS
TESTING

69/
Working Hours * Employee Tiredness or Depression Due to Work.
H0: There is no significant relationship between working Hours and employee
tiredness or depression due to work.
H1: There is significant relationship between working Hours and employee tiredness
or depression due to work.

Working hours * Do you ever feel tired or depressed because of

work?

Cross Tabulation
Count Do you ever feel tired or depressed Total
because of work?
Always Sometimes Rarely Never
Working 8 hours 13 119 58 121 311
hours 9-10 hours 0 15 13 10 38
More than 10 0 0 1 0 1
hours
Total 13 134 73 131 350

Value Df A symp. Sig. (2-

sided)
Pearson Chi-Square 12.335(a) 6 .055
Likelihood Ratio 12.465 6 .052
Linear-by-Linear Association .075 1 .785
N of Valid Cases 350

Chi-Square Tests
A 5 cells (41.7%) have expected count less than 5. The minimum
expected count is.04.
INTERPRETATION:
The above chi-square indicates that there is a significant relationship
between working Hours and feel tired and depressed because of work.
Because h0 has been rejected and h1 has been accepted.

70/
CHAPTER – 8
FINDINGS

71/
 Most of the 88% employees are not need to do overtime after working hours.
Because they have complete work for own time.

 Out of all the respondents, maximum 60% employees are engaged with Riddhi
Pharmaceutical Ltd and minimum 1.40% employees are engaged. Because
employees are satisfied with their organization.

 Most of the employees are agree with like to work with them organization,
able to manage the work life balance in them current job, job makes feel
important, provided enough resources to get them job done in the best possible
manner, get opportunities at work to grow and learn because employees are
balancing work and life

 Out of all the respondents, 61.43% employees are satisfied with financial
reward and 38.57% employees are satisfied with non-financial reward.

 Out of all the respondents, 61.43% employees are satisfied with financial
reward and 38.57% employees are satisfied with non-financial reward.

 Most of the employees are agree that they spend enough time on them self-
development, enough time to take care of them self, enough time to think, plan
and to schedule day-to-day activities, and they enough time to relax them self
because all employees are enough time spend to them self-management and
development

 Out of all the respondents, 70.30% employees are agreed with flexible work
schedules and 62.90% employees are not existing about educational
opportunities because organization not provide the educational opportunities
policies.

 Most of the employees are agree with employee engagement components

effect on work life balance like 71.10% employees are satisfied reward and
recognition component.

 Most of the employees are agree with that they frequently make suggestions to
improve the work of them team/department or organization because all
employees are engage with organization.

 Most of the employees are managing stress arising others like shopping,
cooking etc. and minimum employees are managed stress arising yoga.

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CHAPTER – 9
SUGGESTIONS

73/
 Organization should come out with new ways to keep their employee engaged
for their balancing work life such as open communication and involvement.
 Efforts should be made to create a work environment which promotes
employee engagement.
 Organization should reward and recognized employees as per their
contribution in their organization.
 Management should ask for employee’s ideas and opinions an important
matter so that employee feels they have clear said in decisions that affect their
work.
 Organization should provide opportunity for motivation such as Training,
Promotion, Job rotation, Increment to an employee.
 Organization should make an improvement in Recognition. Bonus schemes
rewards. Organization should go for individual cash bonuses tied to individual
performance.
 Organization should take a step to improve a spirit of cooperation among the
colleagues for work life balancing.

74/
CHAPTER -10
CONCLUSION

75/
Lastly, I would like to conclude by conducting a study in Godrej Consumer Products
Ltd was a very learning experience. During my tenure with the company. I have
conducted research on “Employee Engaging for Balancing Work Life” It was a
learning experience as it gave me exposure to various practices carried out for
engaging employees for balancing their work life by an organization which I had
learnt in theory. As far as employee’s engagements for balancing work life are
concern in the company, I would like to appreciate the management for carried out
numerous practices to all employees. But the company has to make certain efforts to
find out the area where such practices still can be carried out. And also try to make
certain change according to the requirements so that the levels of employee
engagement can be improved.

76/
 BIBLIOGRAPHY

WEBSITE REFERENCES:

77/
www.godrej.com
http://scholarworks.waldenu.edu/cgi/viewcontent.cgi?
article=3065&context=dissertations
https://www.randstadusa.com/about/news/engagement-study-work-life-
balance/
http://www.scielo.org.za/scielo.php?script=sci_arttext&pid=S2222-
34362014000400011
http://www.ilo.org/wcmsp5/groups/public/---ed_protect/---protrav/---
travail/documents/publication/wcms_187306.pdf
http://www.tcd.ie/cgws/assets/pdf/Literature%20Review%20of%20Work
%20Life%20Balance%20CPA%20Report%2016.pdf

BOOKS REFERENCES:

Work-Life Balance in the 21st Century - Edited by Diane M. Houston

The Power of Full Engagement - Edited by Jim Loehr& Tony Schwartz

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ANNEXURE

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A study on Engaging employee for balancing work life at
godrej.ltd

Respected sir/madam
I am students of MBA from M. H. Kadakia Institute of Management &
Computer Studies. As a part of our curriculum, I am doing
comprehensive project on “A Study on Employee Engaging for
Balancing Work Life at ”. godrej.ltd I would be grateful if you kindly
spare your precious time to answer the following questions.

Name of the Employee: ____________________________________

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3/10/2021 A Study On Engaging Employee For Work life at Godrej Ltd Valia

1. Name

2. G e nde r

M a rk only one oval.

Female

Male

3. Experience

M a rk only one oval.

Less than 2 year

2-5 year

5-10year

Above 10

Year

4. Working hours

M a rk only one oval.

8 hours

9-10 hours

More than 10 hours

https://docs.google.com/forms/d/1Z1li8GrFk31cjCj0nKv933-96KVAMqMGvgpsZrLTS58/edit 1/6

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