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A STUDY ON WORK-FAMILY BALANCE OF
EMPLOYEES AT RAMCO CEMENTS PVT LTD,
VIRUDHUNAGAR.
SUMMER PLACEMENT PROJECT
submitted by
MATHIYALAGAN G.
(Reg. No. 1135F0241)
under the guidance of
Ms. P. SUVITHA, MA, MBA,
in partial fulfilment of the requirements for the award of the Degree of
MASTER OF BUSINESS ADMINISTRATION
of the Bharathiar University, Coimbatore
2011-2013
GURUVAYURAPPAN INSTITUTE OF MANAGEMENT
(Affiliated to Bharathiar University)
COIMBATORE - 641 105
DECLARATION
I, G.MATHIYALAGAN., hereby declare that the project report entitled “A STUDY ON
OF WORK FAMILY BALANCE OF EMPLOYEES AT RAMCO CEMENT S PVT
LTD, VIRUDHUNAGAR ” ,which submitted to the BHARATHIAR UNIVERSITY in
partial fulfilment of the requirement for the degree of MASTER OF BUSINESS
ADMINISTRATION is a record of the original research work done by me under the
guidance of Mrs. P. SUVITHA , MA, MBA, during the academic year 2011-2013,
GURUVAYURAPPAN INSTITUTE OF MANAGEMENT and this is genuine and has not
been submitted elsewhere for any other degree or diploma.
Place: Coimbatore G.MATHIYALAGAN
Date: (Reg.No:1135F0241)
DEDICATION
DEDICATED TO
MY PARENTS
AND
RAMCO GROUPS
ACKNOWLEDGEMENT
ACKNOWLEDGEMENT
Expressing one’s gratitude to others who are worth adoring is not an easy task as it
sounds. I take this opportunity to express my heartfelt gratitude to people who are worth more
than anything in my life. With great pleasure I express my sincere gratitude to MY
PARENTS for them blessings showered on me.
This project work is completed with immense amount of commitment, talents, advice,
encouragement and guidance of the people whom I could personally acknowledge.
I would like to express my sincere gratitude to Dr. VERGHESE MATHEW , B.Sc
(Engg), MBA. PhD, DGM (Germany) FIIE, Director, Guruvayurappan Institute of
Management, Coimbatore, Dr. THOMAS T.THOMAS, BSc, MBA, PGDPR & J, PhD ,
Principal, Guruvayurappan Institute of Management for their active support and guidance
during the course of my studies in the Institute.
I am greatly indebted to my guide Mrs. P. Suvitha MA, MBA, for her kind
cooperation, help, guidance and encouragement for preparing this project report.
I express my deep sense of gratitude and sincere thanks to Mr.E.ALWAR,
PERSONNEL MANAGER, RAMCO CEMENTS PVT LTD, VIRUDHUNA GAR whose
immense support helped me to make this project a fruitful and successful one.
I would like to thank my family, friends, dear ones and well-wishers for their
encouragement in completing the project work successfully.
I take this opportunity to extend my thanks to all who have helped me and encouraged
me all throughout in bringing the best of this project.
I take this opportunity to thank all the faculty members of the Department of
Management Studies for their constant inspiration, assistance and resourceful guidance
throughout my project.
I extend my heartfelt thanks to my beloved Parents, Brother and my dear friends for
lending their help to complete this project to complete this project efficiently and effectively.
Place : G. MATHIYALAGAN
Date: : (Reg.No:1135F0241)
TABLE OF CONTENTS
CHAPTERS CONTENTS PAGE NO
CHAPTER 1
INTRODUCTION 1 1.1 General Introduction 2 1.2 Introduction to topic 5 1.3 Industry profile 8 1.4 Company profile 12 1.5 Need for the study 24 1.6 Objective 25
CHAPTER 2 2.1 Review of literature 27
CHAPTER 3
RESEARCH METHODOLOGY 31 3.1 Statement of problem 32 3.2 Research design 32 3.3 Universe 32 3.4 Sample design 32 3.5 Sample size 33 3.6 Source of data collection 33 3.7 Pre-test application 33 3.8 Tools used for analysis 33 3.9 Limitations 35
CHAPTER 4 Analysis and Interpretation 36
CHAPTER 5
CONCLUSION 74
5.1 Findings 77 5.2 Suggestions 78 5.3 Conclusion
BIBILOGRAPHY 80
APPENDIX 83
LIST OF TABLES
TABLE NO
TITLE PAGE NO
SIMPLE PERCENTAGE ANALYSIS
1. Age of the respondents 38
2. Marital Status of the respondents 39
3. Educational Qualification of the respondents 40
4. Department of the respondents 41
5. Designation of the respondents 42
6. Income of the respondents 43
7. Experience of the respondents 44
8. Family Type of the respondents 45
9. Employment of Spouse of the respondents 46
10. Education of Spouse of the respondents 47
11. Family Income of the respondents 49
12. Balance Policy of the respondents 50
ANOVA TEST
13. Age with overall Work on Family 52
14. Age with Overall Family in Work 53
15. Age with Overall Work Family Balance 54
16. Educational Qualification with Work on Family 55
17. Educational Qualification with Overall Family on Work 56
18. Educational Qualification with Overall Work Family Balance 57
19. Experience with Overall Work on Family 58
20. Experience with Overall Family on Work 59
21. Experience with Overall Work Family Balance 60
22. Number of Children with Overall Work on Family 61
23. Number of Children with Overall Family on Work 62
24. Number of Children with Overall Work Family Balance 63
25. Employment of Spouse with Overall Work on Family 64
26. Employment of Spouse with Overall Family on Work 65
27. Employment of Spouse with Overall Work Family Balance 66
28. Education of Spouse with Overall Work on Family 67
29. Education of Spouse with Overall Family on Work 68
30. Education of Spouse with Overall Work Family Balance 69
31. Family Income with Overall Work on Family 70
32. Family Income with Overall Family on Work 71
33. Family Income with Overall Work-Family Balance 72
LIST OF CHARTS
TABLE NO
TITLE PAGE NO
SIMPLE PERCENTAGE ANALYSIS
1. Age of the respondents 38
2. Marital Status of the respondents 39
3. Educational Qualification of the respondents 40
4. Department of the respondents 41
5. Designation of the respondents 42
6. Income of the respondents 43
7. Experience of the respondents 44
8. Family Type of the respondents 45
9. Number of Children of the respondents 46
10. Spouse Education of the respondents 47
11. Family Income of the respondents 49
12. Balance Policy of the respondents 50
1
INTRODUCTION
2
INTRODUCTION
1.1 GENERAL INTRODUCTION
“HR should be defined not by what it does, but by what it delivers.”
- David Ulrich
HRM is the management of people working in an organization, itis a subject
related to human. It is the management of humans or people. HRM is a managerial
function that tries to match an organization’s needs to the skills and abilities of its
employees.
Human Resource Management is responsible for how people are managed in
the organizations. It is responsible for bringing people in organization helping them
perform their work, compensating them for their work and solving problems that
arise.
The Human Resource Management (HRM) function includes a variety of
activities, and key among them is deciding what staffing needs you have and whether
to use independent contractors or hire employees to fill these needs, recruiting and
training the best employees, ensuring they are high performers, dealing with
performance issues, and ensuring your personnel and management practices conform
to various regulations.
Activities also include managing your approach to employee benefits and
compensation, employee records and personnel policies. Usually small businesses
(for-profit or non-profit) have to carry out these activities themselves because they
can't yet afford part- or full-time help. However, they should always ensure that
employees have - and are aware of - personnel policies which conform to current
regulations. These policies are often in the form of employee manuals, which all
employees have.
The strength of any organization is its employees. If the employees properly
recognize their talents, develop their capabilities and utilizing them suitably, the
organization is likely to be dynamic and grow fast. Human beings have a need to
grow and develop themselves professionally. Development of their capabilities keeps
them psychologically energetic. But people are equipped with varying capabilities-
some being better at something than others. It requires the organization to be sensitive
to role requirements and it also has to develop the capabilities of its people. Thus
3
human resource development should be monitored to suit organizational
requirements. The importance of human resource is being recognized by organization
all over the world. Developing the competencies of people has come to the forefront
in the light of extremely high levels of competition-rapid technological advances,
dynamic social and political realities, changing values and educational standards.
Rensis Likerthas called motivation as the core of management. Motivation
is an effective instrument in the hands of the management, in inspiring the work force.
It is the major task of every manager to motivate his subordinate or to create the will
to work among the subordinates. Effective motivation succeeds not only in having an
order accepted but also in gaining a determination to see that it is executed efficiently
and effectively.
In order to motivate workers to work for the organizational goals, the
managers must determine the motives or needs of the workers and provide an
environment in which appropriate incentives are available for their satisfaction .If the
management is successful in doing so; it will also be successful in increasing the
willingness of the workers to work. This will increase efficiency and effectiveness of
the organization .There will be better utilization of resources and workers abilities and
capacities.
The decline of the traditional family and the increasing numbers of dual-
career couples and working single parents place more stress on employees tobalance
family and work. For instance, many employees are less willing than inthe past to
accept relocations and transfers if it means sacrificing family orleisure time.
Organizations that do get employees to relocate often must offeremployment
assistance for spouses. Such assistance can include contactingother employers,
providing counseling and assistance in resume development,and hiring employment
search firms to assist the relocated spouse.
Additionally, balancing work and family concerns has particular career
implications forwomen, because women more than men tend to interrupt careers for
childrearing.
To respond to these concerns employers are facing growing pressures to pro-
vide “family-friendly” policies and benefits. The assistance given by employersranges
from maintaining references on child-care providers to establishing on-site child-care
and elder-care facilities.
4
Also, employers must have HR policiesthat comply with legislation
requiring many employers with at least 50 workersto provide up to 12 weeks of
unpaid parental/family leave, as noted in the Family and Medical Leave Act.
The HR is concentrating on assist the employees to maintain a work-family
balance. The organization must include to providing work-family balance as an HR
policy. So, the human resource is helping to maintain the work-family balance among
the employees.
5
1.2 INRODUCTION TO THE TOPIC
Work- family balance can be defined as “the perfect integration between work
and family both not interfering with each other”- S. Preethi Priscilla (HRM review,
Feb-2011).
“Work- Family balance is about helping employees to better manage their work
and non-work time. The debate on work-family balance must include employers-
encouraging them to understand and implement more effective work-family balance
strategies”- Dr. Shiney Chib (Personnel Today, July-Sep, 2011).
Work-family balance is the term used in the literature to refer to policies
thatstrive to achieve a greater complementarity and balance between work and home
responsibilities. These policies apply to all workers, not just working parents, and
their presence or absence in an organization may have an effect on those facing a
crisis pregnancy, particularly in judging their own ability to combine both work and
family life.
Some of the terms used in the literature on work-family balance are not
commonly used or may be unfamiliar, thus explanations and definitions are given
below:
WFB: Work-familyBalance also referred to as family friendly work
arrangements (FFWA), and, in international literature, as alternative work
arrangements (AWA). V-Time: this is voluntary overtime to meet production needs;
extra hours are 'banked' and taken as time off or as extra pay.
It differs from flexi time where starting and finishing times are staggered, and
can mean reduced or increased weekly working hours over a period of time.
A slight delay in meeting the schedules or expectations is considered to be an
organizational failure. To avoid delays and failures, employees are working hard and
giving their heart and soul to achieve work-family balance which is creating an
enormous pressure on them and Hence the they are forced to finish their jobs
irrespective of time limit.
Zero hours contract: this is a flexible contract that does not specify the amount
of time a worker will spend per year on their employment, leaving it open to meet
demand.
6
E-working: the term used to describe flexible working that can be done from
any location using technologies such as laptops, wireless internet connection and
mobile phones.
Teleworking: this is where the location is flexible by using technologies to
complete work - this allows work to be done from home; also known as e-working.
Term-time working: this is when a parent is allowed to work only during
school term times, with all school holidays off. Payment can be calculated either by
usual payment, with no payment during holidays, or salaries can be spread out across
the year.
Other forms of flexible working conditions include:
• Part-time working
• Job sharing
• Flexi time
• shift working
• Annualized hours
• Compressed hours
• Home working
• Career breaks
• Study leave.
The literature on work-family balance includes surveys of provision of work-
family balance policies, as well as attitudes to them, from the perspective of both
employers and employees.
Work-family balance has been widely discussed since the launch of a major
government campaign in 2000. This initiative was aimed at encouraging employers to
adopt flexible working arrangements such as job sharing, flexi-time, compressedhours
and others, to help their employees to achieve a better balancebetween the demands of
paid employment and those arising from their privatelife. The concept of work-family
balance is based on the notion that paid work and Personal life should be seen less as
competing priorities than asComplementary elements of a full life. The way to
achieve this is to adopt an Approach that is “conceptualised as a two way process
involving a Consideration of the needs of employees as well as those of
employers”.It’s important to demonstrate the benefits that can be derived from
7
employmentpolicies and practices that support work-family balance, and the scope
that existsfor mitigating their negative effects on the management of the business.
Work-family balance is important to get a handle on mood swings or energy
shifts if you want to maintain your work-family balance and be successful in business.
According to psychologist and researcher Martin Seligman, some folks appear to be
hardwired to respond optimistically and hopefully to work-family balance upset and
life's ups and downs. Others are wired for opposite responses. Fortunately, you do not
have to settle for the wiring you were born with. With practice you can improve your
resilience and your hopefulness by acquiring solid positive thinking skills.
Work-family balance policies and practices can assist all people, not just those
with young children. They assist people who are responsible for the care ofelderly
parents, people who have study commitments, those older employees who simply
want to ease themselves into retirement or people with other personal and lifestyle
commitments.
Our work and personal lives change across the lifespan with associated
responsibilities, andthus the need for work-family balance policies, changing all the
time. One thing that an increasing number of people might have incommon in the
future is their caring responsibilities for the elderly (e.g. parents and spouse) with the
ageing of the population.
8
1.3INDUSTRY PROFILE
The Beginning of Indian Cement Industry: The attempt to produce cement
inIndia dates back to 1889 when a Calcutta firm attempted to produce cement from
Argillaceous (kankar). But the first organized effort on mass scale to manufacture
Portland cementcommenced in Madras (Washermanpet), in 1904, by South India
Industries Limited(Cement Manufacturers Association 1964; Gadhok 2000). The
factory could not succeed hence it failed.
However, it was in 1914 that the first commissioned cement-manufacturing unit
in India was set up by India Cement Company Limited at Porbandar, Gujarat, with an
installed capacity of 10,000 tons and production of 1000 tons. Subsequently two
plants; one at Katni (M.P.) and another at Lakheri (Rajasthan) were set up. The First
World War gave positive stimulus to the infant industry. The following decades saw
increase in number of plants, installed capacity and production. This period can thus
be called the Nascent Stage of Indian cement industry.
The Indian cement industry is the second largest producer of cement in the world
just behind China, but ahead of the United States and Japan. It is consented to be a
core sector accounting for approximately 1.3% of GDP and employing over 0.14
million people. Also the industry is a significant contributor to the revenue collected
by both the central and stategovernments through excise and sales taxes.
The characteristics of the Indian cement industry need to be discussed to
understand its structure better. Firstly, it is a combination of mini (more than 300
units) and large capacity cement plants, where majority of the production of cement
(94%) in the country is by large plants. The conventional method of cement
manufacturing used by large plants (Rotary Kiln) needs high capacity, huge deposits
of lime stone in its vicinity, high capital investment and long gestation period. Hence
mini cement plants based on Vertical Shaft Kiln technology, suiting the small deposits
of limestone are becoming popular. Also they createless environmental pollution.
Against the requirement of Rs. 3500 per ton of capacity of large plants, capital costs
for mini-cement plants come to about Rs. 1,400 to Rs. 1,600 per ton (ICRA 2006).
The cement industry presents one of the most energy-intensive sectors within the
Indianeconomy and is therefore of particular interest in the context of both local and
globalenvironmental discussions. Increases in productivity through the adoption of
9
moreefficient and cleaner technologies in the manufacturing sector will be effective in
merging economic, environmental, and social development objectives. A historical
examination of productivity growth in India’s industries embedded into a broader
analysis of structural composition and policy changes will help identify potential
future development strategies that lead towards a more sustainable development path.
Issues of productivity growth and patterns of substitution in the cement sector
as well asin other energy-intensive industries in India have been discussed from
variousperspectives. Historical estimates vary from indicating an improvement to a
decline in thesector’s productivity. The variation depends mainly on the time period
considered, thesource of data, the type of indices and econometric specifications used
for reportingproductivity growth. Regarding patterns of substitution most analyses
focus on interfuelsubstitution possibilities in the context of rising energy demand. Not
much research hasbeen conducted on patterns of substitution among the primary and
secondary inputfactors: Capital, labor, energy and materials. However, analyzing the
use and substitution possibilities of these factors as well as identifying the main
drivers of productivity growth among these and other factors is of special importance
for understanding technological and overall development of an industry.
In this paper, we contribute to the discussion on productivity growth and the
role of technological change within the context of global environmental change. We
introduce the cement industry in more detail taking into account industry specific
aspects such as structural composition, production, technologies, energy consumption
within processes, environmental impacts, sector specific policies etc. Subsequently,
we derive both statistical and econometric estimates of productivity growth for the
cement sector over time. For the statistical analysis we calculated partial and total
productivity in a growth accountingframework while for the econometric analysis a
trans log cost function approach isemployed to estimate productivity growth,
technical change biases and substitutionelasticity. The results are then interpreted
within a broader context of structural andpolicy changes in the sector as well as other
sector specific aspects.
Future energy use and carbon emissions depend mainly on the level of
production and the technologies employed. Furthermore, different economic and
policy settings affect structures and efficiencies within the sector. The final section
therefore examines theongoing changes in the cement industry structure. It compares
world best technologies toIndian technologies and identifies potentials and barriers to
10
the achievement of efficiencyimprovements. A scenario analysis concludes the report
in highlighting the energyefficiency and productivity improvements that could be
achieved by employing moreefficient technologies.
1.3.1 Cement Process
Cement acts as a bonding agent, holding particles of aggregate together to
form concrete. Cement production is highly energy intensive and involves the
chemical combination ofcalcium carbonate (limestone), silica, alumina, iron ore, and
small amounts of othermaterials. Cement is produced by burning limestone to make
clinker, and the clinker is blended with additives and then finely ground to produce
different cement types. Desired physical and chemical properties of cement can be
obtained by changing the percentages of the basic chemical components (CaO,
Al2O3, Fe2O3, MgO, SO3, etc.).TheMost cement produced is portland cement: other
cement types include white, masonry, slag, aluminous, and regulated-set cement.
Cement production involves quarrying and preparing the raw materials, producing
clinker through pyro processing the materials in huge rotary kilns at high
temperatures, and grinding the resulting product into fine powder. The following
detailed description is borrowed from the World Energy Council.
1.3.2 Raw Materials Preparation
Raw materials preparation involves primary and secondary crushing of the
quarriedmaterial, drying the material (for use in the dry process) or undertaking a
further rawgrinding through either wet or dry processes, and blending the materials.
The energyconsumption in raw materials preparation accounts for a small fraction of
overall primaryenergy consumption (less than 5%) although it represents a large part
of the electricityconsumption.
1.3.3. Clinker Production
Clinker production is the most energy-intensive step, accounting for about
80% of theenergy used in cement production in the United States. Produced by
burning a mixture of materials, mainly limestone (CaCO3), silicon oxides (SiO2),
aluminum, and iron oxides, clinker is made by one of two production processes: wet
or dry; these terms refer to the grinding processes although other configurations and
mixed forms (semi-wet, semi-dry) exist for both types. In the wet process, the crushed
11
and proportioned materials are ground with water, mixedand fed into the kiln in the
form of slurry. In the dry process, the raw materials are ground, mixed, and fed into
the kiln in their dry state. The choice among different processes is dictated by the
characteristics and availability of raw materials. For example, a wet process may be
necessary for raw materials with high moisture content (greater than 15%) or for
certain chalks and alloys that can best be processed as a slurry. However, the dry
process is the more modern and energy-efficient configuration. Once the materials are
ground, they are fed into a kiln for burning. In modern kilns, the raw material is
preheated (in four to five stages) using the waste heat of the kiln, or it is pre-calcined.
During the burning or pyroprocessing, the water is first evaporated after which the
chemical composition is changed, and a partial melt is produced. The solid material
and the partial melt combine into small marble-sized pellets called clinker.
1.3.4 Finish Grinding
Cooled clinker is ground in tube or roller mills and blended by simultaneous
grinding and mixing with additives (e.g., gypsum, anhydrite, pozzolana, fly-ash or
blast furnace slags) to produce the cement.
12
1.4COMPANY PROFLIE
This first plant of Madras Cements was inaugurated in 1961, starting with an
initial capacity of 200 tonnes per day using the Wet Process. It is the first factory in
South India to be changed into a Dry Process Kiln, gradually increasing its capacity
over the years. This plant has always been the first to adopt the very latest
technologies in its various manufacturing stages.
The present annual capacity of the plant is 1.5 million tonnes and it has now
adopted the Dry Process and continues to upgrade to the latest equipment at every
stage of the cement manufacture.
The salient features of the Plant which helps us in ensuring a consistent quality
cement are:
• The first ESP and the first Combidan Mill in the Indian Cement Industry were
installed here.
• The Plant was upgraded with the latest SF Cooler for clinker cooling.
• The new line of 1600 tpd clinker was established with state-of-the-art
technology.
• Quality control equipment like the Cross Belt Analyzer, XRF, XRD are in use
here.
• There is a provision for use of alternative fuels in the Calcine.
Cement:
Ramco is aPPC grade cement manufactured as per IS 1489 (Part 1):1991.
ramco is produced either by grinding together Portland cement clinker and pozzolona
with addition of gypsum or calcium sulphate, or by intimately and uniformly blending
Portland-Cement and fine Pozzolona.
World over ramco is preferred due to its ability to produce a durable concrete
wherethe life of concrete structure is given importance.
Ramco produces less heat of hydration and offers greater resistance to the attack of
aggressive waters than normal Portland cement.
13
Moreover, it reduces the leaching of calcium hydroxide liberated during the
setting and hydration of cement. Ramco Cement 43 Grade (OPC43): Ramco Cement
OPC 43 confirms to IS 8112. The grade is based on the 28-day compressive strength
of the cement mortar (tested as per IS 4031), which in this case is not less than
43MPa. Ramco Cement 53 grade (OPC53): Ramco Cement OPC 53 confirms to IS
12269. The grade is based on the 28-day compressive strength of the cement mortar
(tested as per IS 4031), which in this case is not less than 53MPa.
Ramco Sulphate Resisting Cement (SRC):
Ramco SRC is manufactured as per IS 12330. This cement is used in marine
conditions where soil or water contains excess sulphates.
However SRC is weak inresistingchlorideattack.Hence, wherever chlorides are
present in combination with sulphates, it is advisable to consider the usage
of ramcoafter a detailed examination.TheC3AphaseofSRCismaintainedatlowervalues.
Sleeper Grade Cement (53 S):
This cement finds its application in the manufacture of precast products and
railway sleepers 53 S Cement is manufactured as per IS 12269 where apart from all
requirements of 53 Grade, specific requirements in terms of C3A and C3S need to be
adhered to. C3A is limited to 10% and C3S is limited to 45%
14
Flagship Company & Brand of the Ramco Group
Madras Cements Ltd is the flagship company of the Ramco Group, a well-
known business group of South India. It is headquartered at Chennai. The main
product of the company is Portland cement, manufactured in five state-of-the art
production facilities spread over South India, with a current total production capacity
of 13.0 MTPA. The company is the fifth largest cement producer in the country.
Ramco is the most popular cement brand in South India. The company also produces
Ready Mix Concrete and Dry Mortar products, and operates one of the largest wind
farms in the country.
Integrated Cement Plants
1. Ramasamy Raja Nagar, Virudhunagar, Tamil Nadu
2. Alathiyur, Ariyalur District, Tamil Nadu
3. Ariyalur, Govindapuram, Ariyalur District, Tamil Nadu
4. Jayanthipuram, Andhra Pradesh
5. Mathodu, Chitradurga District, Karnataka
Grinding Units
1. Uthiramerur, Kanchipuram District, Tamil Nadu
2. Valapady, Salem District, Tamil Nadu
3. Kolaghat, PurbaMedinipur District, West Bengal
Packing Terminals
1. Nagercoil Packing Unit, Kumarapuram, Aralvaimozhi, Kanyakumari District,
Tamil Nadu
2. Hyderabad Packing Plant, Pochampally Road, Malkapur, Nalgonda District,
Andhra Pradesh
State-of-the-Art Research Centre
1. Ramco Research Development Centre (RRDC), Chennai
15
Organizational Structure
CMD
↓
CEO
PRESIDENT
↓
SR.VICE PRESIDENT
↓
VICE PRESIDENT
↓
ASSISTEND V ICE PRESIDENT
↓
SR.GENERAL MANAGER
↓
GENERAL MANAGER
↓
SR.DUPTY GENERAL MANAGER
↓
DUPTY GENERAL MANAGER
↓
ASST.DUPTY GENERAL MANAGER
↓
SR.MANAGER
↓
MANAGER
16
↓
DUPTY MANAGER
↓
ASST.MANAGER
↓
JUNIOR MANAGER
↓
GRADUATE ENGINEER
↓
SR.OFFICER / SR. ENGINNER
↓
OFFICER ENGINNER
↓
DUPTY OFFICER / DUPTY ENGINNER
↓
ASST.OFFICER / ASST. ENGINNER
↓
JUNIOR OFFICER / JUNIOR ENGINNER
↓
STAFF TRANINEE
↓
STAFF WORKER
↓
WORKER
17
1.4.1Birth of a Visionary:
On April 24, 1894, when a son was born to Pusapati Chinniah Raja, there was
great jubilation in the family. Chinnaiah Raja believed that the child was born with
the blessings of the Lord of Rameswaram, and named the child Ramasamy Raja.
Little did anyone imagine that the infant was to one day change the face of
Rajapalayam, a panoramic town on the foothills of the Western Ghats in South
TamilNadu. Ramasamy Raja, known as PACR, was only 27 years old when his father
died and all the onerous responsibilities of the family were thrust upon his young
shoulders.
Businessman turned into Industrialist:
Ramasamy Raja was looking for something more enterprising than the family
business. He therefore became an agent for Harvey Mills of Madurai. This move
changed Ramasamy Raja's life. He realized the potential of his own lands. Instead of
sending the cotton to Madurai to be converted into yarn, he realized that the same
could be done in Rajapalayam itself. He concluded that Rajapalayam, which was
otherwise a very backward area with very little job opportunities, would be vastly
benefited by setting up a mill.
Selfless Service to People:
He carried out his responsibilities very efficiently and soon the people of
Rajapalayam put him on a pedestal and respected him for his selfless service to the
people. He was Chairman of Rajapalayam Municipality from 1941 to 1947. It was he
who made Rajapalayam what it is today. Ramasamy Raja wanted to try his hand at
business. He started off with a chain of provision shops and hardware shops. Along
with his nephew, he started a transport corporation with five buses.
Birth of the first Ramco Venture:
His visited Britain and other European countries to see first-hand the working
of the mills. There, he had the chance to meet many business magnates. He returned
to India full of ideas. After returning to Rajapalayam, he put his plans into action. To
start the yarn mill, he found that he needed Rs.5 lakhs, which in 1936 was a huge
18
sum. It was considered a Herculean task to raise such a big capital. But the
determined Raja was not deterred. He decided to make the people "Shareholders".
Rajapalayam Mills Ltd:
Thanks to his illustrious background and his own reputation, he got the
required capital ready, in next to no time. On September 05, 1938, the then State
Minister for Labour, V.V.Giri, inaugurated the mill and Rajapalayam Mills Ltd
commenced operations. There was no looking back for Ramasamy Raja after this. The
Mill was a grand success. He followed this up with other successful ventures. He
started The Ramaraju Surgical Cotton Mills Ltd along with his son-in-law Rama Raju.
Madras Cements Ltd:
At that time, Cement was not considered as a favourable venture due to price
controls. Shri.Manubai Shah, Central Minister for Industries, called upon Ramasamy
Raja and appealed to him to start a cement factory. This was how Madras Cements
Ltd came into being in 1961. Ramasamy Raja needed Rs.1 crore as capital. The State
Government for the first time in the history of India invested Rs.10 lakhs, an
indication of the total trust and implicit faith the Government had in him.
Concern for Shareholders and Workers:
Ramasamy Raja had the well-being of the people upper-most in his mind. He
was very particular that the funds of his shareholders be utilized usefully. He showed
high concern for his workers. The famous trade unionist G Ramanujam once said, "In
the case of Ramasamy Raja's companies, the workers are always thinking of the
growth of the company, the Raja always has the well-being of the workers and their
families uppermost in his mind."
Service to humanity:
For Ramasamy Raja, religion and charity were part and parcel of his life. He
realized that it was only education which could erase poverty and the pitiable
condition of the people. He formed a trust and started various schools, colleges and
19
polytechnics which today educate over 7000 students. He also started hospitals for the
benefit of the people.
Realizing the dream of PACR:
The Ramco Empire continued to expand under the leadership of PACR's son,
the present Group Chairman, Shri P R Ramasubrahmaneya Rajha, who is fulfilling the
vision of PACR. Crossing the frontiers of Rajapalayam in PACR's time, the Ramco
Group assumed national prominence. With the young guard now involved in the
Group's activities, the process of globalization is on and the Group is taking the big
leap onto the international horizon.
1.4.2Operational Highlights (as on 31 March 11)
• Pioneer in Cement technology
• Fifth largest Cement Producer in India
• Single largest Cement Brand in South
• Sophisticated R&D Centre in Chennai
20
Cement Capacity : 10.49 MTPA
Sales & Other Income : Rs.2645 Crores
Net Fixed Assets : Rs.4489 Crores
Cement Plants : 5
Grinding Plants : 3
Packing Plants : 2
Wind Farm Capacity : 159.19 MW
No of Employees : 2593
21
1.4.3 Personnel Department
The personnel department of the organization maintains good relationship with employees. They are giving training for their development.They provide balance policies like family balance classes to maintain the work-family balance of the employees and also they provide welfare facilities. That facilities are,
1. Holiday Home 2. Credit Society 3. Benevolent Fund 4. Housing 5. Medical Assistance 6. Workers’ Education 7. Education of Workers’ Children 8. Recreation 9. Retirement Benefit 10. Employment to Heirs of employees 11. Education Loan 12. Family Benefit Fund
1.4.4 Awards
Winner of the Four Leaves Award
Madras Cements is the only Company in the Indian Cement Industry to win the Four Leaves Award (instituted by Centre for Science & Environment) http://www.cseindia.org/node/282 for taking steps to protect the environment by ensuring dust free and clean factory premises.
Other award won by the company includes:
National Award for Energy Conservation Confederation of Indian Industries
Best Energy Efficient Unit National Council for Cement and Building Materials
22
Corporate Performance Award Economic Times
Best Improvement in Energy Performance International Congress on Chemistry of Cement
The Analyst Award The Institute of Chartered Financial Analysts of India
Best all Round Industrial Performance Federation of AP Chambers of Commerce Industries
Visvesvariah Industrial Award All India Manufacturers Organization
23
Business Excellence Award Industrial Economist
Export Performance Award CAPEXIL
State Safety Awards Tamil Nadu & AP Governments
Good Industrial Relations Award Tamil Nadu & AP Governments
Mine Safety Awards
24
1.5 NEED FOR THE STUDY
The study is intended to evaluate the work-family balance of employees in the
organization. An effective work-family balance of employees is essential to achieve
goal of the organization. The presence of work-family balance in organization, leads
to numerous positive outcomes. This study helps to realize the importance of work-
family balance of employees in organization.
By this study, the most effective dimensions which lead work-family balance
of employees are revealed.
25
1.6 OBJECTIVES
PRIMARY:
To analyze the employees’ Work-Family Balance in the Ramco cements Pvt
Ltd.
SECONDARY:
� To study the demographic profile of employee’s Work on Family.
� To study the demographic profile of employee’s Family on Work.
� To study the demographic profile of Balance policy to the employee’s.
26
REVIEW OF LITERATURE
27
2.1 REVIEW OF LITERATURE
Marks and MacDermid define role balance as ‘‘the tendency to become fully
engaged in the performance of every role in one’s total role system, to approach every
typical role and role partner with an attitude of attentiveness and care. Put differently,
it is the practice of that evenhanded alertness known sometimes as mindful-ness’’
(Marks &MacDermid, 1996).
However, they also note that this expression of full engagement reflects a
condition of ‘‘positive’’ role balance, in contrast to negative role balance in which
individuals are fully disengaged in every role.
Although Marks and MacDermid (1996) are understandably more concerned
with positive role balance than negative role balance, they acknowledge that it is
important to distinguish the two concepts.
Other scholars have defined work–family balance or work-family balance in a
manner similar to Marks and MacDermids (1996) conception of positive role balance.
For example, Kirchmeyer views living a balanced life as ‘‘achieving satisfying
experiences in all life domains, and to do so requires personal resources such as
energy, time, and commitment to be well distributed across domains’’ (Kirchmeyer,
2000). In a similar vein, Clark views work–family balance as ‘‘satisfaction and good
functioning at work and at home with a minimum of role conflict’’ (Clark, 2000).
According to (Kofodimos, 2000) balance refers to ‘‘a satisfying, healthy and
productive life that includes work, play, and love...’’
"With people spending more time at work, the demand for customised security
systems and automation solutions is on the rise. Designers of intelligent home security
systems are turning for a complete automated home system to maximise technological
efficiencies. Today, one can control one's home through the iPhone- with the ability to
monitor, control and manage lighting, heating and other network controls from
anywhere in the world," says Murugan Paramasivam, country manager Crestron Asia
Ltd.
28
Today's discerning home owners demand the ability to control and transform
their environment - making it more comfortable, convenient and entertaining.
"Homeowners can translate this concept into a reality by introducing 'smarter'
control and automation technology in their living space. This can include a complete
environment control system, which has the power to manage lighting, AV equipment,
air conditioning and entertainment systems, with an interactive touch screen
interface", says Abhimanyu Gupta, Director, Actis Technologies.
“Adjusting work patterns so that everyone, regardless of age, race or gender
can find a rhythm that enables them more easily to combine work and their other
responsibilities and aspirations” (Pillinger 2001: 1).
Drew, Humphreys and Murphy point out “that personal fulfilment is important
inside work and that satisfaction outside work may enhance employees' contribution
to work” (2003:13).
Research during the last twenty-five years has sought to explore and better
understand the numerous ways in which family and work roles impact one another
(Barling& Sorensen, 1997; Greenhaus & Parasuraman, 1999). Work and family roles
can have a meaningful impact on psychological well-being and satisfaction (Kossek
& Ozeki, 1998; Schultheiss, 2006; Schwartzberg & Dytell, 1996), as both roles are
central components in people’s lives and thus demand a great deal of time and energy.
In the work-family literature there has been a disproportionate amount of attention
paid to the negative impact of simultaneously managing work and family roles
(Barnett, 1998; Greenhaus & Parasuraman, 1999; Haas, 1999).
In the last five years, several researchers have called for a more balanced
approach to the work/family literature (Barnett, 1998; Frone, 2003; Grzywacz, 2002).
Recognizing the preoccupation with negative outcomes (e.g., work/family
conflict, stress, lower satisfaction), researchers are beginning to shift the focus and are
increasingly exploring positive outcomes of combining work and family roles. The
emphasis on work/family conflict arose from early theories regarding human energy
and time. The scarcity hypothesis maintains that because there is a fixed amount of
29
time and human energy, those who participate in both work and family roles
inevitably experience stress and conflict, which leads to a decrease in the overall
quality of life (Greenhaus & Beutell, 1985; Merton, 1957).
Molly Gordon, MCC- Work-family Balance: Adding Whit e Space
(The Indian Express, 18-Nov, 2011)
You most probably heard that work-family balance is called the ''holy grail of
the 21st century.'' In bookstores, the bookshelves groan with books devoted to the
topic, yet ironically enough, quite a few people just can't find the time to read them.
May this article help you cast a fresh eye on what work-family balance means to you
and take a further step towards balanced life.
Molly Gordon, MCC- (Strategies for regaining Work-Family balance)
(The Indian Express, 18-Nov, 2011)
I like working with independent professionals and artists because of the way
the work-family balance shows itself in our lives - for us, life, work, and business
exist in a nexus from which we cannot easily extract our ways of loving, relating, and
making meaning. The challenges we face in business inform our personal lives and
personal challenges affect our businesses.
Rich as it is, the relationship between personal and professional life can be
rocky and maintaining the work-family balance is often a tricky issue. I experienced
this recently when, within a few weeks of declaring some audacious goals for my
business, a routine mammogram turned up some abnormalities. In the following
weeks I had additional mammography, a biopsy, and surgery, with the happy outcome
that the abnormalities were benign. I wanted to put the experience behind me and get
back to work, full speed ahead.
The problem was that I didn't feel like it. I enjoyed my client work and my
speaking engagements, but I dreaded the creative and analytic work related to tele
classes and Internet marketing. Try as I might, I just didn't have the juice for these
projects. On the life side, I felt I needed time and energy for processing, renewal and
restoring my inner balance; on the work side I felt I needed to make up for lost time.
30
I've been caught between the promptings of my spirit and the requirements of
my business more than a few times, and I know pat success formulas don't help. I also
know it is possible to take care of ourselves and our businesses if we are willing to do
the work.
31
RESEARCH METHODOLOGY
32
RESEARCH METHODOLOGY
Research is an academic activity and as such the term should be used in a
technical sense.
According to Clifford Woody research comprises defining and redefining
problems, formulating hypothesis or suggested solutions; collecting, organizing and
evaluating data; making deductions and reaching conclusions; and at last carefully
testing the conclusions to determine whether they fit the formulating hypothesis. D.
Slesinger and M. Stephenson in the ‘Encyclopedia of Social Sciences’ define research
as “the manipulation of things, concepts or symbols for the purpose of generalizing to
extend, correct or verify knowledge, whether that knowledge aids in construction of
theory or in the practice of an art.”
3.1 Statement of the problem:
The present study is an attempt to understand the Work-Family Balance of
employees in Ramco Cements.
3.2 Research Design:
The study is descriptive in nature. Descriptive research includes surveys and
fact-finding enquiries of different kinds. The major purpose of descriptive research is
description of the state of affairs as it exists at present. In social science and business
research we quite often use the term Ex post facto research for descriptive research
studies.
3.3 Universe:
The universe consists of 200 employees of Ramco Cements from different
departments.
3.4 Sample Design:
The researcher must decide the way of selecting a sample, what is popularly
known as the sample design. In other words, a sample design is a definite plan
determined before any data are actually collected for obtaining a sample from a given
population.
Simple random sampling is also known as chance sampling or probability
sampling where each and every item in the population has an equal chance of
33
inclusion in the sample and each one of the possible samples, in case of finite
universe, has the same probability of being selected.
In the simple random sampling Lottery method has been used in the study.
3.5 Sample Size:
The sample of 89 employees from Ramco cements was chosen for the
study.
3.6 Sources of Data Collection:
The study utilizes both primary and secondary data.
Primary data:
The primary data are the first data available, which are collected
directly from the respondents. The primary data for this study was collected
through an interview schedule method.
Secondary Data:
The secondary data was collected from company profile, company’s
website, magazines, internet & journals, etc.
3.7 Pre-Test:
The interview schedule method is conducting after the pre-test to 10
employees in Ramco Cements. On the basis of clarifications by the respondents,
present questionnaire was created.
3.8Tools used for analysis:
� Simple Percentage Method
� Analysis for Anova
3.8.1Anova:
The one-way Analysis of Variance(ANOVA) can be used for the case of a
quantitative outcome with a categoricalexplanatory variable that has two or more
levels of treatment. The term one-way, also called one-factor, indicates that there is a
single explanatory variable(“treatment") with two or more levels, and only one level
of treatment is appliedat any time for a given subject. In this chapter we assume that
each subject is ex-posed to only one treatment, in which case the treatment variable is
34
being applied “between-subjects". For the alternative in which each subject is
exposedto severalor all levels of treatment (at different times) we use the term
“within-subjects".
One-way analysis of variance (ANOVA) tests allow you to determine if one
given factor, such as drug treatment, has a significant effect on gene expression
behavior across anyof the groups under study. A significant p-value resulting from a
1-way ANOVA test would indicate that a gene is differentially expressed in at least
one of the groups analyzed. If there are more than two groups being analyzed,
however, the 1-way ANOVA does not specifically indicate which pair of groups
exhibits statistical differences.
Null Hypothesis:
The hypothesis for each gene is that there is no difference in the mean gene
expression intensities in the groups tested. In other words, the gene will have equal
means across every group.
The statistical model for which one-way ANOVA is appropriate is thatthe
(quantitative) outcomes for each group are normally distributed with a common
variance. The errors (deviations of individualoutcomes from the population group
means) are assumed to be independent. The model places no restrictions on the
population groupmeans.
The term assumption in statistics refers to any specific part of a
statisticalmodel. For one-way ANOVA, the assumptions are normality, equal
variance, andindependence of errors. Correct assignment of individuals to groups is
sometimesconsidered to be an implicit assumption.
The null hypothesis is a point hypothesis stating that “nothing interesting
ishappening." For one-way ANOVA, we use H0:µ = . . . = µk, which states that allof
the population means are equal, without restricting what the common value is the
alternative must include everything else, which can be expressed as “at leastone of the
k population means differs from all of the others". It is definitely wrongto use
HA:µ1 ≠ . . . ≠ µk. Because some cases, such as µ= 5; µ=6; µ= 10, are neither covered
by H0nor this incorrect HA.
35
3.9Limitation of the study:
� This study is only about cement industries employees. So, the industry wise
there may be variance on work-family balance.
� Thisstudy is only about Ramco cements pvt. Ltd. employees of Virudhunagar
branch. So, by the geographical area and company wise work-family balance
of employees may differ.
� This study is conducted only to male employees. So, by the gender wise there
may be variance on work-family balance.
36
ANALYSIS AND INTERPRETATION
37
4.1 SIMPLE PERCENTAGE METHOD
In this chapter, emphasis is laid on the presentation of the data in tables, figures and
their interpretation. The purpose of a table is to simplify the presentation and to
facilitate comparisons. As a further enrichment, the data were presented in the form of
charts because they are more appealing.
38
Distribution of the Respondents by Age
Table No.1
Age (in years) Frequency Percent Cumulative Percent
19-32 23 25.8 25.8
32-45 46 51.7 77.5
45-58 20 22.5 100.0
Total 89 100.0
Chart No.1
Interpretation: The above table shows that 25.8% of the respondents are belonging to
the age group of 19 to 32 years, 51.7% of the respondents are belonging to the age
group of 32 to 45 years and the rest of 22.5% of the respondents are belonging to the
age group of 45 to 58 years.
Majority (51.7%) of the respondents are belonging to the age groups of
32 to 45 years. It indicates that the majority of the respondents are relatively belongs
to the middle age group.
39
Distribution of the Respondents by Marital Status
Table No. 2
Marital Status Frequency Percent Cumulative Percent
Unmarried 16 18.0 18.0
Married 73 82.0 100.0
Total 89 100.0
Chart No. 2
Interpretation:
The above table shows that 82% of the respondents are married and
rest of the 18% of the respondents are unmarried.
Majority (82%) of the respondents are married.
40
Distribution of the Respondents by the Educational Qualification
Table No. 3
Educational Qualification Frequency Percent Cumulative Percent
Up to Higher Secondary 22 24.7 24.7
ITI 65 73.0 97.8
Diploma 2 2.2 100.0
Total 89 100.0
Chart No. 3
Interpretation: The above table shows that 24.7% of the respondents are studied up to
Higher Secondary level, 73.0% of the respondents are studied ITI, 2.2% of the
respondents are studied Diploma.
Majority (73.0%) of the respondents are studied ITI.
41
Distribution of the Respondents by Department
Table No. 4
Department Frequency Percent Cumulative Percent
Cement Mill 36 40.4 40.4
Machinery 33 37.1 77.5
Electrical 20 22.5 100.0
Total 89 100.0
Chart No.4
Interpretation:
The above table shows that 40.4% of the respondents are working in
cement mill department, 37.1% of the respondents are working in machinery
department and 22.5% of the respondents are working in electrical department.
Majority (40.4%) of the respondents are working in the department of
cement mill.
42
Distribution of the Respondents by Designation
Table No. 5
Chart No. 5
Interpretation:
The above table shows that 48.3% of the respondents are attenders,
14.6% of the respondents are an electrician, 6.7% of the respondents are millers and
30.3% of the respondents are mechanics.
Majority (48.3%) of the respondents are attenders.
Designation Frequency Percent Cumulative Percent
Attender 43 48.3 48.3
Electrician 13 14.6 62.9
Miller 6 6.7 69.7
Mechanics 27 30.3 100
Total 89 100.0
43
Distribution of the Respondents by Income
Table No.6
Chart No. 6
Interpretation:
The above table shows that 3.4% of the respondents are earning 6700
to 11000 rupees, 31.5% of the respondents are earning 11000 to 15500 rupees and
65.2% of the respondents are earning 15500 to 20000 rupees.
Majority (65.2%) of the respondents are earning 15500 to 20000
rupees. It indicates that the majority of the respondents are relatively earning high
income.
Income Frequency Percent Cumulative Percent
6700-11000 3 3.4 3.4
11000-15500 28 31.5 34.8
15500-20000 58 65.2 100.0
Total 89 100.0
44
Distribution of the Respondents by Experience
Table No. 7
Chart No.7
Interpretation:
The above table shows that 64% of the respondents are possessing experience
between 1 to 16 years, 34.8% of the respondents are possessing experience between
16 to 32 years and 2.2% of the respondents possessing experience between 32 to 48
years.
Majority (64%) of the respondents are experienced from 1to16 years.
Experience (in years)
Frequency Percent Cumulative Percent
1-16 57 64.0 64.0
16-32 30 33.7 97.8
32-48 2 2.2 100.0
Total 89 100.0
45
Distribution of the Respondents by Family type
Table No. 8
Family Type Frequency Percent Cumulative Percent
Nuclear 71 79.8 79.8
Joined 18 20.2 100.0
Total 89 100.0
Chart No. 8
Interpretation:
The above table shows that, 79.8% of the respondents are belonging to
the nuclear family, 20.2% of the respondents are belonging to the joined family.
Majority (79.8%) of the respondents are belonging to the nuclear
family.
46
Distribution of the Respondents by Number of Children
Table No. 9
Number of Children
Frequency Percent Cumulative Percent
0 26 29.2 29.2
1 14 15.7 44.9
2 40 44.9 89.9
3 7 7.9 97.8
4 2 2.2 100.0
Total 89 100.0
Chart No. 9
Interpretation: The above table shows that 29.2% of respondents are do not have
children, 15.7% of respondents are having one child, 44.9% of respondents are having
two children, 7.9% of respondents are having three children and 2.2% of respondents
are having four children.
Majority (44.9%) of the respondents are having the two children.
47
Distribution of the Respondents by Family income
Table No. 10
Family Income Frequency Percent Cumulative Percent
6700-20133 69 77.5 77.5
20000-33500 9 10.1 87.6
33500-47000 11 12.4 100.0
Total 89 100.0
Chart No. 10
Interpretation:
The above table shows that, 77.5% of the respondent’s family income
ranges between 6700 to 20000 rupees, 10.1% of respondent’s family income ranges
between 20000 to 335000 rupees and 12.4% of respondent’s family income ranges
between 33500 to 47000 rupees.
Majority (77.5%) of the respondent’s family income ranges between
6700 to 20000 rupees. It indicates that the majority of the respondents’ family income
is relatively lower.
48
Distribution of the Respondents by Balance Policy
Table No. 11
Balance Policy
Frequency Percent Cumulative Percent
No 12 13.5 13.5
Yes 77 86.5 100.0
Total 89 100.0
Chart No. 11
Interpretation:
The above table shows that 13.5% of the respondents are not aware of
the organization’s balance policy, 86.5% of the respondents are aware of the
organization’s balance policy.
Majority (86.5%) of the respondents are aware of the organization’s
balance policy.
49
4.2 One-way Anova
To fulfill the objective of finding the impact of demographic profile on work-
family balance, it helps to find out whether there is a significant difference between
demographic profiles of the respondent across the dimensions of work-family
balance. The hypothesis is applied for this test. Various null hypotheses are
formulated under the major hypothesis.
50
Table No.12
Age with Overall Work on Family
Source Sum of Squares
df Mean Square
F Sig.
Between Groups
26.577 21 1.266 5.195 .000
Within Groups 16.322 67 .244
Total 42.899 88
Null hypothesis: - There is no significant difference between age across
overall work on family.
The above table gives the results of ANOVA test to find whether the
demographic profile have the impact over the overall work on family. The obtained
significant value (0.000) is lesser than (0.05) level of significance.Hence null
hypothesis is rejected. It indicates that the overall work on family differ significantly
on the basis of age.
51
Table No. 13
Age with Overall Family on Work
Source Sum of Squares
Df Mean Square
F Sig.
Between Groups
19.196 21 .914 2.584 .002
Within Groups 23.702 67 .354
Total 42.899 88
Null hypothesis: - There is no significant difference between Age across
overall family on work.
The above table gives the results of ANOVA test to find whether the
demographic profile have the impact over the overall family on work. The obtained
significant value (0.002) is lesser than (0.05) level of significance. Hence the null
hypothesis is rejected. It indicates that the overall family on work differs significantly
on the basis of age.
52
Table No.14
Age with Overall Work-family Balance
Source Sum of Squares
df Mean Square
F Sig.
Between Groups
29.941 35 .855 3.499 .000
Within Groups 12.958 53 .244
Total 42.899 88
Null hypothesis: - There is no significant difference between age across
overall work-family balance.
The above table gives the results of ANOVA test to find whether the
demographic profile have the impact over the overall work-family balance. The
obtained significant value (0.000) is lesser than (0.05) level of significance. Hence the
null hypothesis is rejected. It indicates that the overall work-family balance differs
significantly on the basis of age.
53
Table No.15
Educational Qualification with Overall Work on Family
Source Sum of Squares
df Mean Square
F Sig.
Between Groups
34.463 21 1.641 2.212 .008
Within Groups 49.717 67 .742
Total 84.180 88
Null hypothesis: - There is no significant difference between Educational
Qualification across overall work on family.
The above table gives the results of ANOVA test to find whether the
demographic profile have the impact over the overall work on family. The obtained
significant value (0.006) is lesser than (0.05) level of significance. Hence the null
hypothesis is rejected. It indicates that the overall work on family differs significantly
on the basis of educational qualification.
54
Table No.16
Educational Qualification with Overall Family on Work
Source Sum of Squares
Df Mean Square
F Sig.
Between Groups
30.827 21 1.468 1.843 .031
Within Groups 53.352 67 .796
Total 84.180 88
Null hypothesis: - There is no significant difference between Educational
Qualification across overall family on work.
The above table gives the results of ANOVA test to find whether the
demographic profile have the impact over the overall family on work. The obtained
significant value (0.031) is lesser than (0.05) level of significance. Hence the null
hypothesis is rejected. It indicates that the overall family on work differs significantly
on the basis of educational qualification.
55
Table No. 17
Educational Qualification with Overall Work-family Balance
Source Sum of Squares
Df Mean Square
F Sig.
Between Groups
42.680 35 1.219 1.557 .071
Within Groups 41.500 53 .783
Total 84.180 88
Null hypothesis: - There is no significant difference between Educational
Qualification across overall work-family balance.
The above table gives the results of ANOVA test to find whether the
demographic profile have the impact over the overall work-family balance. The
obtained significant value (0.071) is lesser than (0.05) level of significance. Hence the
null hypothesis is accepted. It indicates that the overall work-family balance does not
differ significantly on the basis of educational qualification.
56
Table No. 18
Experience with Overall Work on Family
Source Sum of Squares
Df Mean Square
F Sig.
Between Groups
10.178 21 .485 2.189 .008
Within Groups 14.833 67 .221
Total 25.011 88
Null hypothesis: - There is no significant difference between Experiences
across overall work on family.
The above table gives the results of ANOVA test to find whether the
demographic profile have the impact over the overall work on family. The obtained
significant value (0.008) is lesser than (0.05) level of significance. Hence the null
hypothesis is rejected. It indicates that the overall work on family differs significantly
on the basis of experience.
57
Table No. 19
Experience with Overall Family on Work
Source Sum of Squares
Df Mean Square
F Sig.
Between Groups
10.273 21 .489 2.224 .007
Within Groups 14.738 67 .220
Total 25.011 88
Null hypothesis: - There is no significant difference between Experiences
across overall family on work.
The above table gives the results of ANOVA test to find whether the
demographic profile have the impact over the overall family on work. The obtained
significant value (0.007) is lesser than (0.05) level of significance. Hence the null
hypothesis is rejected. It indicates that the overall family on work differs significantly
on the basis of experience.
58
Table No. 20
Experience with Overall Work-family Balance
Source Sum of Squares
df Mean Square
F Sig.
Between Groups
15.845 35 .453 2.617 .001
Within Groups 9.167 53 .173
Total 25.011 88
Null hypothesis: - There is no significant difference between Experiences
across overall work-family balance.
The above table gives the results of ANOVA test to find whether the
demographic profile have the impact over the overall work-family balance. The
obtained significant value (0.001) is lesser than (0.05) level of significance. Hence the
null hypothesis is rejected. It indicates that the overall work-family balance differs
significantly on the basis of experience.
59
Table No. 21
Number of Children with Overall Work on Family
Source Sum of Squares
df Mean Square
F Sig.
Between Groups
48.706 21 2.319 3.089 .000
Within Groups 50.306 67 .751
Total 99.011 88
Null hypothesis: - There is no significant difference between Number of
Children across overall work on family.
The above table gives the results of ANOVA test to find whether the
demographic profile have the impact over the overall work on family. The obtained
significant value (0.000) is lesser than (0.05) level of significance. Hence the null
hypothesis is rejected. It indicates that the overall work on family differs significantly
on the basis of number of children.
60
Table No.22
Number of Children with Overall Family on Work
Source Sum of Squares
df Mean Square
F Sig.
Between Groups
31.097 21 1.481 1.461 .123
Within Groups 67.914 67 1.014
Total 99.011 88
Null hypothesis: - There is no significant difference between Number of
Children across overall family on work.
The above table gives the results of ANOVA test to find whether the
demographic profile have the impact over the overall family on work. The obtained
significant value (0.123) is higher than (0.05) level of significance. Hence the null
hypothesis is accepted. It indicates that the overall family on work does not differ
significantly on the basis of number of children.
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Table No. 23
Number of Children with Overall Work-family Balance
Source Sum of Squares
df Mean Square
F Sig.
Between Groups
51.636 35 1.475 1.650 .049
Within Groups 47.375 53 .894
Total 99.011 88
Null hypothesis: - There is no significant difference between Number of
Children across overall work-family balance.
The above table gives the results of ANOVA test to find whether the
demographic profile have the impact over the overall work-family balance. The
obtained significant value (0.049) is lesser than (0.05) level of significance. Hence the
null hypothesis is rejected. It indicates that the overall work-family balance differs
significantly on the basis of number of children.
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Table No. 24
Family Income with Overall Work on family
Source Sum of Squares
Df Mean Square
F Sig.
Between Groups
18.113 21 .863 2.399 .004
Within Groups 24.089 67 .360
Total 42.202 88
Null hypothesis: - There is no significant difference between Family
Income across overall work on family.
The above table gives the results of ANOVA test to find whether the
demographic profile have the impact over the overall work on family. The obtained
significant value (0.004) is lesser than (0.05) level of significance. Hence the null
hypothesis is rejected. It indicates that the overall work on family differs significantly
on the basis of Family Income.
63
Table No. 25
Family Income with Overall Family on Work
Source Sum of Squares
Df Mean Square
F Sig.
Between Groups
17.081 21 .813 2.169 .009
Within Groups 25.121 67 .375
Total 42.202 88
Null hypothesis: - There is no significant difference between Family
Income across overall Family on Work.
The above table gives the results of ANOVA test to find whether the
demographic profile have the impact over the overall family on work. The obtained
significant value (0.009) is lesser than (0.05) level of significance. Hence the null
hypothesis is rejected. It indicates that the overall work on family differs significantly
on the basis of Family Income.
64
Table No. 26
Family Income with Overall Work-Family Balance
Source Sum of Squares
Df Mean Square
F Sig.
Between Groups
22.702 35 .649 1.763 .030
Within Groups 19.500 53 .368
Total 42.202 88
Null hypothesis: - There is no significant difference between Family
Income across overall Work-Family Balance.
The above table gives the results of ANOVA test to find whether the
demographic profile have the impact over the overall work on family. The obtained
significant value (0.030) is lesser than (0.05) level of significance. Hence the null
hypothesis is rejected. It indicates that the overall work-family balance differs
significantly on the basis of Family Income.
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CONCLUSION
66
5.1FINDINGS
Simple Percentage Method:
1. Majority (51.7%) of the respondents are belonging to the age group of 32 to
45 years.
2. Majority (82%) of the respondents are married.
3. Majority (73%) of the respondents are studied ITI.
4. Majority (40.4%) of the respondents are working in cement mill department.
5. Majority (48.3%) of the respondents are attenders.
6. Majority (65.2%) of the respondents are earning between 15500 to 20000
rupees.
7. Majority (64.0%) of the respondents are possessing experience between 1 to16
years.
8. Majority (79.8%) of the respondents are belonging to nuclear family.
9. Majority (44.9%) of the respondents are having four children
10. Majority (77.5%) of the respondents’ family income ranges between 6700 to
20000 rupees.
11. Majority (86.5%) of the respondents are aware about the balance policy of the
organization.
ANOVA:
1. It is to be found that the age differ significantly across the overall work
on family.
2. It is to be found that the age differ significantly across the overall
family on work.
3. It is to be found that the age differ significantly across the overall
work-family balance.
4. It is to be found that the educational qualification differ significantly
across the overall work on family.
5. It is to be found that the educational qualification differ significantly
across the overall family on work.
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6. It is to be found that the educational qualification does not differ
significantly across the overall work-family balance.
7. It is to be found that the experience differ significantly across the
overall work on family.
8. It is to be found that the experience differ significantly across the
overall family on work.
9. It is to be found that the experience differ significantly across the
overall work-family balance.
10. It is to be found that the number of children differ significantly across
the overall work on family.
11. It is to be found that the number of children does not differ
significantly across the overall family on work.
12. It is to be found that the number of children differ significantly across
the overall work-family balance.
13. It is to be found that the family income differ significantly across the
overall work on family.
14. It is to be found that the family income differ significantly across the
overall family on work.
15. It is to be found that the family income differ significantly across the
overall work-family balance.
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5.2 Suggestion
Work-family balance is an issue of great importance that has to be addressed
by the organizations at the earliest. The HR department of the organization and the
employees together must work out strategies to help attain work-family balance which
makes the organization the happiest place to win-win state.
To the organization:
1. The organization should develop their work-family balance policies regarding
to latest technology.
2. Middle age employees having problem to maintain a family in this economic
situation, they need salary increment regarding economic situation.
3. Young age employees are not aware about the work-family balance. So, the
organization should concentrate on young employees and give special work-
family classes for them.
4. The organization may concentrate on create a separate counseling department
for asking employees difficulties and problem.
5. The organization can introduce the flexi-time methodology. It will reduce
maximum level of work pressure of the employees and also they can work
well with their full involvement.
To the employees:
1. The employees can keep track or maintain a record of their weekly
performance in work life and also in family life. It will help to correct their
mistakes.
2. Employees can keep a job-sharing methodology to take care on their personal
life on the basis of necessary.
3. Employees should keep friendly working environment to reduce their work
stress by sharing their thoughts with colleagues.
4. Employees should spend their free or leave time with family members rather
than external implements.
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5.3 Conclusion
The present study examined the existence of work-family balance among
employees. In the presence of work-family balance among employees are in moderate
level. An individual’s well-being is concerned with both domains work as well as
family. Balancing work and family is essential for the life satisfaction which includes
job and family. So, the organizations are in need to concentrate on work-family
balance policies which leads an employees’ satisfaction.
70
BIBLIOGRAPHY
71
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APPENDIX
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A study on Work-Family Balance of employees in Ramco Cements, Virudhunagar.
We are keen to explore whether there are any particular issues for men with work-
family responsibilities within this organization. We want to find out what we are doing well to assist work-family balance of their work and family life, and how we could improve. Your answers are confidential.
Thank you for your help. (Signed) Personal Data: Name:
Age: Marital Status: Educational Qualification: Department: Designation: Salary:
Experience: FAMILY PARTICULARS S.No Relationship
With Respondent
Age Gender Marital Status
Educational Qualification
Employment Income
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Balancing Policy in Organization
1. Do you currently use any of the work-family policies or programs provided by the organization?
� Yes � No
If ‘Yes’, specify: Work-family Balance
1. IMPACT OF WORK ON FAMILY
From the following, how your work repels on your home
Work on Family
Strongly Agree (5)
Agree (4)
Neither Agree nor Disagree (3)
Disagree (2)
Strongly Disagree (1)
I can maintain my family well being even though I had a busy schedule at work
I can give more efforts at home function after my heavy work in organization
I feel myself as a good companion at home after my fine work in job
I feel myself as an interesting person in home after coming from my job
I can attend family obligations without affecting my work completion
I can fulfill my family role at home after demanding day at work
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I can succeed in my family although many difficulties at work
I can spend my leave days with my family members without any disturbance from my work
I am caring my children/family members even I have shift work
I feel myself as a responsible family man after coming from my work
2. IMPACT OF FAMILY ON WORK
From the following, how your personal repels on your work
Family on Work
Strongly Agree (5)
Agree (4)
Neither Agree nor Disagree (3)
Disagree (2)
Strongly Disagree (1)
I can allocate time for my children/family without affecting my job
I can manage my personal or family problems without distracting work
I can give more concentration on work after my more responsibilities at home
Activities and Chores at home don’t prevent, to do my work well
I can fulfill my all work demands as well as my family life demands
78
I can invest in my job even when under heavy pressure due to family responsibilities
I can succeed in my work although many difficulties in my family life
I can focus and invest in work tasks even though family issues are complicated
I can involve in my job even my family members are sick.
I feel myself as a complete worker during my work time without the family distractions in my mind
Suggestions: __________________________________________________________________________________________________________________________________________________________________________________________________________________
Thank You for your time………..