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Project is all about the detailed study of 'Work-Family Balance of Employees' which has prepared by myself in Virudhunagar branch.
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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
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Page 1: Work - Family balance of Employees in Ramco Cements, Virudhunagar

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

Page 2: Work - Family balance of Employees in Ramco Cements, Virudhunagar

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)

Page 3: Work - Family balance of Employees in Ramco Cements, Virudhunagar

DEDICATION

Page 4: Work - Family balance of Employees in Ramco Cements, Virudhunagar

DEDICATED TO

MY PARENTS

AND

RAMCO GROUPS

Page 5: Work - Family balance of Employees in Ramco Cements, Virudhunagar

ACKNOWLEDGEMENT

Page 6: Work - Family balance of Employees in Ramco Cements, Virudhunagar

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.

Page 7: Work - Family balance of Employees in Ramco Cements, Virudhunagar

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)

Page 8: Work - Family balance of Employees in Ramco Cements, Virudhunagar

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

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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

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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

Page 11: Work - Family balance of Employees in Ramco Cements, Virudhunagar

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

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1

INTRODUCTION

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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

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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.

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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.

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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.

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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

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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.

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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

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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

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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

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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.

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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.

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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%

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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.

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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.

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REVIEW OF LITERATURE

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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.

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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

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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.

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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.

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RESEARCH METHODOLOGY

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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

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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

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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.

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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.

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ANALYSIS AND INTERPRETATION

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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.

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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.

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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.

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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.

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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.

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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

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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

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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

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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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62

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.

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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.

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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

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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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67

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.

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BIBLIOGRAPHY

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BIBLIOGRAPHY

1. Paid Family Leave Association,"Paid Family leaves", State of California,

retrieved 2011-04-25.

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"Work-Family Spillover and Daily Reports of Work and Family Stress in the

Adult Labor Force". Family Relations. 51: 28-36

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Preferred Works Hours in the United States and Abroad.” Sociological Forum

19(1):89-120.

7. "More parents to get flexible work". BBC News. 6 April 2009

8. Thorne, B. (2011). The crisis of care. In A. I. Garey& K. V. Hansen (Eds.),

“At the heart of work and family: Engaging the ideas of Arlie Hochschild”.

(pp. 149-160). New Brunswick: Rutgers University Press.

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work and family roles”. Academy of Management Review, 10, 76-88.

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A theory of work-family enrichment”. Academy of Management Review, 31,

72-92.

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balancing act”. New York Times, Section 10, pp. 1,3.

13. Greenhaus, J. H., & Allen, T. D. (2011). “Work–family balance: A review

and extension of the literature”.

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14. J. C. Quick & L. E. Tetrick (Eds.), “Handbook of occupational health

psychology” (2nd ed.). (pp. 165-183). Washington, DC US: American

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the work–family interface”. Human Relations, 37, 425-441.

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work conditions, gender, and life quality”. Social Problems, 47, 291-326.

17. Hammer, L., Neal, M., Newson, J., Brockwood, K., & Colton, C. (2005).

“A Longitudinal Study of the Effects of Dual-Earner Couples’ Utilization of

Family-Friendly Workplace Supports on Work and Family Outcomes”.

Journal of Applied Psychology, 90, 799-810.

18. Casper, W. J., Eby, L. T., Bordeaux, C., Lockwood, A., & Lambert, D.

(2007). “A review of research methods in IO/OB work-family research”.

Journal of Applied Psychology, 92, 28-43.

19. Molly Gordon, “MCC- Strategies for regaining Work-Family balance”, The

Indian Express, 18-Nov, 2011.

20. S. Preethi Priscilla, “Work-Life Balance: The HR perspective”, HRM

review, Feb-2011.

21. Dr. Shiney Chib, “Work-Life Balance in Employees”, Personnel Today,

July-Sep, 2011.

22. Bresnahan T., Brynjolfsson E., and Hitt L. (2002), “Information

Technology, Workplace”.

23. Gray H., (2002): “Family-Friendly Working: what a performance!

Ananalysis of the relationship between the availability of Family Friendly

Policies and Establishment Performance”, CEP.

24. Osterman P. (1995): “Work-Family Programs and the Employment

Relationship”. Administrative Science Quarterly, vol.40.

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Balance in a post”. Work-Life Balance Network: Dublin .

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73

Websites:

1. www.wikipedia.com

2. www.citeHR.com

3. www.worklifebalance.com/assets/pdfs/article3.pdf

4. www.worklifebalance.com/assets/pdfs/casestudy.pdf

5. www.ispi.org/pdf/suggestedReading/11_Lockwood_WorkLifeBalance.

pdf

6. www.authenticpromotion.com/work -life-balance/index.html

7. www.cmha.ca/mental-health/your-mental-health/worklife-balance

8. www.forbes.com/sites/jacquelynsmith/2012/04/19/basic-steps-toward-

work-life-balance

9. http://hum.sagepub.com/content/53/6/747.short

10. www.urban.org/uipress

11. www.edd.ca.gov

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APPENDIX

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75

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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77

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

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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………..


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