Training Project Report

On
“WORK LIFE BALANCE"
COMPLETED IN
TEXTILE SHADES, PANIPAT

Submitted in partial fulfillment of the requirements of

Master of Business Administration (MBA)
(Session 2022-2024)

SUBMITTED TO:- SUBMITTED BY:-

Kurukshetra University, Nishu
Kurukshetra MBA- 3rd Sem
University Roll No. 220163412

Shri Krishan Institute of Engineering and Technology (Kurukshetra)

(Approved by AICTE, Affiliated to Kurukshetra University)

i
 DECLARATION

This is to certify that I Nishu, the student of Shri Krishan Institute of Engineering and
Technology (Kurukshetra) studying in MBA 3rd Semester, University Roll No. – 220163412 has
undergone Summer Training at Textile Shades, Panipat and prepared a project report entitled
for the partial fulfillment of degree of Master of Business Administration.
I hereby declare that the project work entitled “WORK LIFE BALANCE” submitted to the
Kurukshetra University, is a record of an original work done by me under the guidance of Mr.
Shivam Sharma (H.R. Manager) and this project work has not formed the basis for the award of
any other Degree or diploma.

Signature of Candidate

ii
 ACKNOWLEDGMENT

Gratitude of highest order is expressed to Ms. Suman (Head of Department) for encouragement
and support during my project. Her care, endless support and trust motivate me for opportunity
to achieve. This project could not be completed without his insight and achieve.
I am neither expert nor a trend spotter. I am a management student with foundations of
management principles and theories who is keen in different industries, it's happening mainly in
Textile Shades, Panipat.
I am highly obliged to Mr. Shivam Sharma, my prime internal guide for his invaluable support;
guidance and knowledge that he has shared with me thereby aiding me in making this project a
success along with other employees who provided their utmost working knowledge, which has
broaden my area of interest and benefited mostly in completing the project.
I am highly grateful to my project guide _______________ (Assistant Professor MBA,
S.K.I.E.T.) for her inspiring guidance and blessings for fulfilling the project report. I am very
grateful for her research advice, knowledge and many insightful discussion and suggestions.
Lastly, I thank faculty and staff members of Shri Krishan Institute of Engineering and
Technology (Kurukshetra) which gave me an opportunity regarding training purpose and helped
me in building some experience in my career.

Nishu

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 EXECUTIVE SUMMARY
Managing human resources in today’s dynamic environment is becoming more and more
complex as well as important. Recognition of people as a valuable resource in the organization
has led to increases trends in employee maintenance, job security, etc
My research project deals with “Work Life Balance” as carried out at Textile Shades, Panipat in
this report.
In the first section of my report, I have conducted a research study to evaluate the process of
“Work Life Balance” as carried out at Textile Shades, Panipat.
The second section of my report deals with a detailed company profile. It includes the company’s
history: its activities and operations, organizational structure, etc. this section attempts to give
detailed information about the company and the nature of it’s functioning.
The third section deals with “Work Life Balance”. In this section, I have given a brief conceptual
explanation to “Work Life Balance. It contains the definition, process and significance of
“Analyzing the Working Capital Management of Textile Shades this section also contains my
findings, conclusions, suggestions and feedback.

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 INDEX

Chapter CONTENTS PAGE NO.

1. Introduction

1.1 Executive Summary of Textile Shades

2-36
1.2 Introduction to industry

1.3 Introduction to company

1.4 Introduction to topic

2. 2.1. Literature Review 37-40

3. Research Methodology

3.1. Introduction

3.2. Objectives of the study

3.3. Justification for the study 41-45

3.4. Scope of the study

3.5. limitations of the study

4. Data Analysis and interpretation 46-63

5. Findings ,suggestions & conclusion 64-66

Bibliography 67-68

Annexure 69-71

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 CHAPTER-1
INTRODUCTION

2
1.1 EXECUTIVE SUMMARY OF TEXTILE SHADES

The study was done on Textile Shades Inc., Panipat to know the factors which are responsible for
the proper management of work life balance of employees. The study was done on “work life
balance” and various aspects related to it. The researcher made the following observations during
the training session.

The training is in the Human Resource Department. It enables the researcher to apply his mind &
labor for going deep in to function of an organization. The training is based on work life balance
to understand the importance of maintaining equilibrium between work and life so that
employees can contribute towards organization as well as towards their life.

The purpose of the study was to help the organization in finding the major reasons which are
becoming hurdles in maintaining the efficiency of the organization due to work life balancing
problems faced by employees. Various suggestions like employee retention policy, providing
flexible payment means to the employees, which will help the organization for moving towards
prosperity and will help the organization to maintain its employees for longer duration of time.

Textile Shades is the Home Textile products and handbags manufacturer and exporter. The
company started its Home textile business with the manufacturing of handloom products in 2018
and was one of the foremost companies to export handloom products out of India.

Today, with the vision of innovative quality designs, latest technology and an accumulated
experience, Textile Shades has grown to be an invincible leader in the Home Textile products in

3
India. It has got unsurpassable infrastructure at Panipat. The group has state-of-the-art
manufacturing facilities with a large area for manufacturing.

The in-depth experience in manufacturing Home Textile products has allowed the group to build
up very large in-house capacities for various product categories which is of great advantage in
keeping production cost low & handling large volumes with full quality controls and timely
deliveries. Over the years, the turnover of the group has grown to US$2.5 million.

One of the pivotal strengths of the group is its dedicated team of over 100 professionals who
work diligently to help the company in giving shape to customer's aspirations.

• Shivam (Managing Director)

• Shubham (partner)

• Anoop (partner)

1.2 INTRODUCTION TO INDUSTRY

HISTORY OF TEXTILE
India has a diverse and rich textile tradition. The origin of Indian textiles can be traced to the
Indus valley civilization. The people of this civilization used homespun cotton for weaving their
garments. Excavations at Harappa and Mohenjo-Daro, have unearthed household items like
needles made of bone and spindles made of wood, amply suggesting that homespun cotton was
used to make garments. Fragments of woven cotton have also been found from these sites.

The first literary information about textiles in India can be found in the Rig-Veda, which refers
to weaving. The Ramayana refers to the rich styles worn by the aristocracy on one hand and the
simple clothes worn by the commoners and ascetics. Ample evidence on the ancient textiles of
India can also be obtained from the various sculptures belonging to the Mauryan and Gupta age
as well as from ancient Buddhist script and murals (Ajanta caves). Legend has it that when
Amrapali, a courtesan from the kingdom of Vaishali met Gautama Buddha, she wore a richly

4
woven semi transparent sari, which speaks volumes of the technical achievement of ancient
India.

BROCADE

Brocade weaving, especially with gold and silver, has been an age-old tradition in India. There
are two broad classes of brocades. Brocades of pure silk or silk and cotton blends and zari
brocades with gold and silver threads. The most important material in brocade weaving is silk. It
facilitates lovely weaves, is durable, strong, fine and smooth. There are several varieties of raw
silk of which the chief ones used for brocades are Tanduri, Banka and Mukta. Tanduri is
imported from Malda and other places in Bengal. Banaka is thinner and finer variety and is
mostly used to weave soft fabrics such as turbans and handkerchiefs. Mukta is a coarse and
durable silk used for kimkhabs, as fine silk would not withstand heavy gold patterns.

HISTORY DURING INDUSTRIAL REVOLUTION

The textile industry grew out of the industrial revolution in the 18th Century as mass
production of yarn and cloth became a mainstream industry. In 1734 in Bury, Lancashire, John
Kay invented the flying shuttle — one of the first of a series of inventions associated with the
cotton industry. The flying shuttle increased the width of cotton cloth and speed of production of
a single weaver at a loom. Resistance by workers to the perceived threat to jobs delayed the
widespread introduction of this technology, even though the higher rate of production generated
an increased demand for spun cotton.

In 1764, James Hargreaves was credited as inventor of the spinning jenny which multiplied the
spun thread production capacity of a single worker — initially eightfold and subsequently much
further. Others credit the original invention to Thomas Highs. Industrial unrest and a failure to
patent the invention until 1770 forced Hargreaves from Blackburn, but his lack of protection of
the idea allowed the concept to be exploited by others. As a result, there were over 20,000
Spinning Jennies in use by the time of his death. Again in 1764, Thorp Mill, the first water-
powered cotton mill in the world was constructed at Royston , Lancashire, England. It was used
for carding cotton. With the spinning and weaving process now mechanized, cotton mills
cropped up all over the North West of England.

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SHUTTLE LOOMS

The major components of the loom are the warp beam, heddles, harnesses, shuttle, and reed and
take up roll. In the loom, yarn processing includes shedding, picking, battening and taking-up
operations.

SHEDDING: Shedding is the raising of the warp yarns to form a loop through which the
filling yarn, carried by the shuttle, can be inserted. The shed is the vertical space between the
raised and unraised warp yarns. On the modern loom, simple and intricate shedding operations
are performed automatically by the heddle or healed frame, also known as a harness. This is a
rectangular frame to which a series of wires, called heddles or healds, are attached. The yarns are
passed through the eye holes of the heddles, which hang vertically from the harnesses. The
weave pattern determines which harness controls which warp yarns, and the number of harnesses
used depends on the complexity of the weave. Two common methods of controlling the heddles
are dobbins and a Jacquard Head.

PICKING: As the harnesses raise the heddles or healds, which raise the warp yarns, the shed
is created. The filling yarn is inserted through the shed by a small carrier device called a shuttle.
The shuttle is normally pointed at each end to allow passage through the shed. In a traditional
shuttle loom, the filling yarn is wound onto a quill, which in turn is mounted in the shuttle. The
filling yarn emerges through a hole in the shuttle as it moves across the loom. A single crossing
of the shuttle from one side of the loom to the other is known as a pick. As the shuttle moves
back and forth across the shed, it weaves an edge, or selvage, on each side of the fabric to
prevent the fabric from raveling.

BATTENING: As the shuttle moves across the loom laying down the fill yarn, it also passes
through openings in another frame called a reed (which resembles a comb). With each picking
operation, the reed presses or battens each filling yarn against the portion of the fabric that has
already been formed. The point where the fabric is formed is called the fell. Conventional shuttle
looms can operate at speeds of about 150 to 160 picks per minute.

With each weaving operation, the newly constructed fabric must be wound on a cloth beam. This
process is called taking up. At the same time, the warp yarns must be let off or released from the
6
warp beams. To become fully automatic, a loom needs a filling stop motion which will brake the
loom, if the weft thread breaks.

POWER LOOMS

A power loom is a mechanized loom powered by a line shaft. The first power loom was designed
in 1784 by Edmund Cartwright and first built in 1785. It was refined over the next 47 years until
a design by Ken Worthy and Bullough made the operation completely automatic. This was
known as the Lancashire Loom.

By 1850 there were 260,000 in operation in England. Fifty years later came the Northrop
Loom that would replenish the shuttle when it was empty and this replaced the Lancashire loom.

It was not a commercially successful machine. The ideas were licensed first by Grim Shaw, of
Manchester who built a small steam-powered weaving factory in Manchester in 1790. The looms
had to be stopped to dress the warp, but the factory burnt down before anything could be learnt.

TEXTILE INDUSTRY IN INDIA

The textile industry continues to be the second largest employment generating sector in India. It
offers direct employment to over 35 million in the country. The textile industry is primarily
concerned with the production of yarn, and cloth and the subsequent design or manufacture
of clothing and their distribution. The raw material may be natural or synthetic using products of
the chemical industry.

According to the Ministry of Textiles, the sector contributes about 14% to industrial production,
4% to the country's gross domestic product (GDP) and 17% to the country's export earnings. The
share of textiles in total exports was 11.04% during April-July 2010, as per the Ministry of
Textiles. It is estimated that India would increase its textile and apparel share in world trade to
8% from the current level of 4.5% and reach US$80 billion by 2020..

The Indian textile industry has a significant presence in the economy as well as in the
International textile economy. Its contribution to the Indian economy is manifested in terms of its
contribution to the industrial production, employment generation and foreign exchange earnings.

7
It contributes 20 percent of industrial production, 9 percent of excise collections, 18 percent of
employment in the industrial sector, nearly 20 percent to the country’s total export earnings and
4 percent to the Gross Domestic Product.

The textile industry occupies a unique place in our country. One of the earliest to come into
existence in India, it accounts for 14% of the total industrial production, contributes to nearly
20% of the total exports. Being the largest foreign exchange earner, accounting for more than 5%
of GDP and providing direct employment to 38 million people, primarily the weaker sections, it
is the second most important sector only after agriculture.

The No.1 exporter of textiles, china has a share of more than 10% followed by Korea with 8.1 %;
India’s hovers at 3.5-4 %. China holds a share of 18.5% followed by Italy and India. India’s
share may look small but in monetary terms it is large.

It has a unique position as a self – reliant industry, from the production of raw materials to the
delivery of finished products, with substantial value addition at each stage of processing; it is a
major contribution to the country’s economy. The industry is composed of handlooms, power
looms and mills. While the mill sector is well organized and modern, the same cannot be said of
the power loom and handloom segments.

Although the development of textile sector was taking place in terms of general policies, in
recognition of the importance of this sector, for the first time a separate Policy Statement was
made in 1985 in regard to development of textile sector. The main markets for Indian textiles and
apparels are USA, UAE, UK, Germany, France, Italy, Russia, Canada, Bangladesh and Japan.

India is the second largest producer of fiber in the world and the major fiber produced is cotton.
Other fibers produced in India include silk, jute, wool, and man-made fibers. 60% of the Indian
textile Industry is cotton based.

▪ THE COTTON SECTOR: It is the second most developed sector in the Indian Textile
industries. It provides employment to huge amount of people but its productions and
employment is seasonal depending upon the seasonal nature of the production.

8
▪ THE HANDLOOM SECTOR: It is well developed and is mainly dependent on the
SHGs for their funds. Its market share is 13 % of the total cloth produced in India.

▪ THE WOOLEN SECTOR: India is the 7th largest producer of the wool in the world
.India also produces 1.8% of the world's total wool.

▪ THE JUTE SECTOR: The jute or the golden fiber in India is mainly produced in the
Eastern states of our country like Assam; West Bengal Indian is 3rd largest producer of jute
in the world.

The major functions of the ministry of Textile are:

▪ Textile Policy & Coordination

▪ Decentralized Power loom Sector

▪ Export Promotion

▪ Planning & Economic Analysis

▪ Finance Matters

The major export promoting councils include:

▪ Apparel Export Promotion Council, New Delhi

▪ Carpet Export Promotion Council, New Delhi

▪ Cotton Textiles Export Promotion Council, Mumbai

The major PSU or Public Sector Undertaking is:

▪ National Textile Corporation Ltd. (NTC)

▪ British India Corporation Ltd. (BIC)

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▪ Cotton Corporation of India Ltd. (CCI)

▪ Jute Corporation of India Ltd. (JCI)

▪ National Jute Manufacturers Corporation (NJMC)

The textile Research Associations are:

▪ Ahmedabad Textile Industry’s Research Association

▪ Bombay Textiles Research Association, Mumbai

▪ Indian Jute Industries Research association, Kolkata

▪ Man-made Textiles Research Association, Surat

▪ Synthetic and art silk –Mills Research Association, Mumbai

COMMERCE AND REGULATION

▪ The Multi Fiber Arrangement (MFA) governed the world trade in textiles and garments from 1974
through 2004, imposing quotas on the amount developing countries could export to developed
countries. It expired on 1 January 2005.

▪ The MFA was introduced in 1974 as a short-term measure intended to allow developed
countries to adjust to imports from the developing world. Developing countries have a
natural advantage in textile production because it is labor intensive and they have low labor
costs. According to a World Bank/International Monetary Fund (IMF) study, the system has
cost the developing world 27 million jobs and $40 billion a year in lost exports.

▪ However, the Arrangement was not negative for all developing countries. For example the
European Union (EU) imposed no restrictions or duties on imports from the very poorest
countries, such as Bangladesh, leading to a massive expansion of the industry there.

▪ At the General Agreement on Tariffs and Trade (GATT) Uruguay Round, it was decided to
bring the textile trade under the jurisdiction of the World Trade Organization. The
Agreement on Textiles and Clothing provided for the gradual dismantling of the quotas that

10
 existed under the MFA. This process was completed on 1 January 2005. However, large
tariffs remain in place on many textile products.

▪ Bangladesh was expected to suffer the most from the ending of the MFA, as it was expected
to face more competition, particularly from China. However, this was not the case. It turns
out that even in the face of other economic giants; Bangladesh’s labor is “cheaper than
anywhere else in the world.” While some smaller factories were documented making pay
cuts and layoffs, most downsizing was essentially speculative - the orders for goods kept
coming even after the MFA expired. In fact, Bangladesh's exports increased in value by
about $500 million in 2006.

REGULATORY STANDARDS

For textiles, like for many other products, there are certain national and international standards
and regulations that need to be complied with to ensure quality, safety and sustainability.

The following standards amongst others apply to textiles:

▪ CPSIA, e.g. Standard for the Flammability of Clothing Textiles

▪ ASTM Textile Standards

▪ REACH Regulations for Textile

▪ China Product Standard for Textiles

The textile industry is undergoing a major reorientation towards non-clothing applications of

textiles, known as technical textiles , which are growing roughly at twice rate of textiles for
clothing applications and now account for more than half of total textile production. The
processes involved in producing technical textile require expensive equipment and skilled
workers and are, for the moment, concentrated in developed countries.

CURRENT POSITION OF TEXTILE INDUSTRY IN INDIA

● THE TECHNOLOGY UPGRADATION FUND SCHEME(TUFS)

11
Recognizing that technology is the key to being competitive in the global market, the
Government of India established the Technology Upgradation Fund Scheme to enable firms to
access low-interest loans for technology Upgradation.

In consonance with the industry, the TUF Scheme has been continued during the Eleventh Plan.
Allocation for TUF Scheme has been raised from Rs.5.35 billion in 2006-07. Handlooms will
now be covered under the TUF scheme.

● SCHEME FOR HANDLOOMS: For handlooms a cluster approach for the

development of the handloom sector was introduced in 2005-06 and 120 clusters were
selected. 273 new yarn depots are opened up till now and the Handloom Mark was
launched. The Government proposes to take up additional 100-150 clusters in 2007-08.
● HEALTH INSURANCE SCHEME

The Health Insurance Scheme has so far covered 300000 weavers and will be extended to more
weavers. The scheme will also be enlarged to include ancillary workers. The Government
proposed to enhance the allocation for the sector from Rs.2.41 billion in 2006-07 to Rs.3.21
billion in next year.

● INTEGRATED TEXTILE PARKS SCHEME

Manufacturing is a thrust area for the govt. ass Indian industry and the govt. see foreign
companies more as partners in building domestic manufacturing capabilities rather than a threat
to Indian businesses. The central Government as well as various states has executed schemes
such as, schemes for integrated textile and apparels parks.

STRUCTURE OF INDIA’S TEXTILE INDUSTRY

The textile sector in India is one of the world’s largest. The textile industry today is divided into
three segments:

1. Cotton Textiles

2. Synthetic Textiles

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3. Others like Wool, Jute, Silk etc.
All segments have their own place but even today cotton textiles continue to dominate with
73%share. The structure of the cotton textile industry is very complex with coexistence of all the
best technologies of hand spinning and hand weaving with the most sophisticated automatic
spindles and looms. The structure of the textile industry is extremely complex with the modern,
sophisticated and highly mechanized mill sector on the one hand and hand spinning and hand
weaving (handloom sector) on the other in between falls the decentralized small scale power
loom sector.

Major textile producing countries, India’s textile industry comprises mostly small-scale, non-
integrated spinning, weaving, finishing, and apparel-making enterprises. This unique industry
structure is primarily a legacy of government policies that have promoted labor-intensive, small-
scale operations and discriminated against large scale firmsRelatively large scale mills that
integrate spinning, weaving and, sometimes, fabric finishing are common in other major textile-
producing countries. In India, however ,these types of mills now account for about only 3 percent
of output in the textile sector .About 276 composite mills are now operating in India, most
owned by the public sector and many deemed financially “sick.”. Most of these mills are located
in Gujarat and Maharashtra.

● SPINNING: Spinning is the process of converting cotton or manmade fiber into yarn to be
used for weaving and knitting. This mill is chiefly located in North India. Largely due to
deregulation beginning in the mid-1980s, spinning is the most consolidated and technically
efficient sector in India’s textile industry. Average plant size remains small, however, and
technology outdated, relative to other major producers. In 2002/03, India’s spinning sector
consisted of about 1,146small-scale independent firms and 1,599 larger scale independent
units.

● WEAVING AND KNITTING: The weaving and knits sector lies at the heart of the
industry. Three distinctive technologies are used in the sector – handlooms, power looms and
knitting machines. Weaving and knitting converts cotton, manmade, or blended yarns into
neither wove nor knitted fabrics. India’s weaving and knitting sector remains highly
fragmented, small-scale, and labor-intensive. This sector consists of about 3.9 million

13
 handlooms, 380,000 “power loom” enterprises that operate about 1.7 million looms, and just
137,000 looms in the various composite mills

● FABRIC FINISHING: Fabric finishing (also referred to as processing), which includes

dyeing, printing, and other cloth preparation prior to the manufacture of clothing, is also
dominated by a large number of independent, small-scale enterprises. Overall, about 2,300
processors are operating in India, including about 2,100 independent units and 200 units that
are integrated with spinning, weaving, or knitting units

● CLOTHING:.Apparel is produced by about 77,000 small

scale units classified as domestic manufacturers, manufacturer exporters, and fabricators
(subcontractors)

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 TEXTILE SHADES, PANIPAT

1.3 INTRODUCTION TO COMPANY

Founded in 2018 by Mr. Shivam, Textile Shades is a successful member of the diversified Shree
textile shades Group. The Group also includes:

• TSS INC

• Design creation

• Fab Creation.

• Weavetex Fab

With the sales turnover of US$ 5 Million including all groups, Textile shades is a fast growing
vertically integrated Home Textile Company. We have been one of the largest manufacturers and
exporters of Home Textiles in the country for the last four decades. With presence in over 9
countries and over 250 employees including all groups, Textile shades truly represents
amalgamation of expertise, resources and opportunities. Our Markets are: USA (60%), UK &
rest of Europe (20%), Australia (10%), and Rest of the world (10%)

Our main products are handloom bags, Bath Mats, Area Rugs, Dining & Kitchen textiles,
Bedspreads, Cotton Thermal Blankets, Decorative Cushions, Chair Pads, and Throws &
Window/Shower Curtains. Textile shades is one stop resource for diversified textile made ups.

We have a strong customer faith in our consistent quality. The strong product design &
development team offers innovative products to customers all the time. We have the latest

15
machinery, large scale capacity structures clubbed with flexibility to meet changes required by
customers. We have won best employer awards from our state government for many years for
our adherence to the state laws towards employee, community and environment. At Textile
shades, we are committed to operating in an environmentally and socially responsible manner.

VISION

Today, with the vision of innovative quality designs, latest technology and an accumulated
experience of nearly four decades, Textile shades has grown to be an invincible leader in the
Home Textile products in India. It has got unsurpassable infrastructure at Panipat, in the outskirts
of New Delhi. The group has four state-of-the-art manufacturing facilities with a large area for
manufacturing.

The in-depth experience in manufacturing Home Textile products has allowed the group to build
up very large in-house capacities for various product categories which is of great advantage in
keeping production cost low & handling large volumes with full quality controls and timely
deliveries. Over the years, the turnover of the group has grown to US$ 5 million.

One of the pivotal strengths of the group is its dedicated team of over 250 professionals who
work diligently to help the company in giving shape to customer's aspirations.

DIVERSITY

Overall, the Constellation Group strives to establish itself as the premier source for diversified
product lines, while maintaining distinctive designs and excellent quality. They continuously
monitor costs and ensure that the best price and value are offered to our customers. The process
continues with reliable customer service and all of the tools necessary to complete the experience
from taking the order, execution, and delivery. The Constellation Group is the complete product
procurement solution.

16
DEVELOPMENT

They start with extensive research into product development and design. By having designers
who travel the world and understand different market needs, they are able to provide wide-
ranging designer items. Their designers take advantage of all of the resources available to them,
consisting of varied raw materials and production processes. This attention of detail results in
incredible product diversification, allowing the customer to consolidate several collections in one
shipment.

MANUFACTURING

Part of research also includes utilizing the best machines and craftsmen. In house manufacturing
minimizes material and time wastage. They are also able to enforce strict quality guidelines.
Having considerably sized factories, they can produce large volumes quickly, efficiently, and
consistently. All of these aspects add up to savings for the customer

SERVICE

Keeping the customer in mind, they offer unparalleled services. They have a tremendous
technology infra-structure including integrated ERP systems, EDI, and the latest bar code
technology, including RFID. They have offices in both India and the United States with customer
service representatives.

DISTRIBUTION & WAREHOUSING

They also provide shipment planning, logistics, warehousing, and distribution

In the US they have an expansive warehouse for receiving and even localized drop shipping.
They are able to stock specific merchandise, based on projections for instant stock
replenishment. There is also a specialized sales force equipped to set up and help maintain
planogram programs. By analyzing and determining a customer's individual needs, they can
customize a program to best suit his needs.

17
TARGET MARKETS

The main markets are USA & Europe. They have an extensive vendor base spread all over India
and have 4 factories that handle production, packaging and finishing of their various product
lines.

WORK ENVIRONMENT

The organization has a very dedicated workforce and has an excellent work environment. The
motto is to create an organization that everyone would like to work with and work in.

The emphasis is on TEAMWORK and to operate on defined systems and ensuring strict follow-
up. The company has different teams handling different responsibility areas-

✔ DESIGN
✔ FINANCE
✔ MARKETING
✔ MATERIAL MANAGEMENT
✔ PRODUCTION PLANNING
✔ QUALITY CONTROL
✔ QUALITY MANAGEMENT SYSTEM

They provide each other all the freedom and independence to excel in all areas of the work.

GROWTH OPPORTUNITIES

There are excellent growth opportunities within the organization for all members who are
dedicated, hardworking and responsible. The average age of all the employees in the
organization is about 28 years.

Export trade is one of the most demanding trades in terms of communication, deliveries, quality
of service and the product. Even the small mistakes/negligence attracts very high penalties from
the customer and good work is effectively rewarded. Because of this, a very high level of
dedication, commitment, responsibility and discipline is required from each member.

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1.3.1 PRODUCTS OF TEXTILE SHADES

● CUSHIONS

Fig 1.1
A cushion is a soft bag of some ornamental material, stuffed with wool hair, feathers, polyester
staple fiber, non-woven material, or even paper torn into fragments. It may be used for sitting or
kneeling upon, or to soften the hardness or angularity of a chair or couch

Decorative cushions are likely to have a fancy cover material which are patterned style and
generally used to decorate furniture.

● LAUNDRY BASKETS

Fig 1.2
Baskets are the best way to enhance the beauty of your room. If anyone wants to give their room
a makeover, they are the perfect thing to start with. These baskets have diamond designs on them

19
and are available in different colors. They are easy to maintain and have a loop through which
you can put them on anywhere easily.

● HANDBAGS

Fig 1.3
Handbags are an accessory which holds objects like currency, personal items etc. These
handbags can add a classy look to your outfit and can be used to carry a lot of stuff to make your
life easy.

● CROSS BODY CHAIN BAG

Fig 1.4

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They have carved a niche in the manufacturing and supplying the admirable quality range of
Luxury jute beaded crossbody chain bags which give a new meaning to the decors. Strictly
adhering to the current market trend, these bags are crafted in varied designs, colors and
patterns. Their offered collection is highly demanded in the market owing to its various
qualities.

● KIDS BAG

Fig 1.5

They are one of the foremost manufacturers and suppliers of supreme grade. The Designer
kids bags they produce are eye catching and pocket friendly. These bags are precisely
designed using premium quality threads and progressive technology in accordance with the
set industry standards. In addition to this, the entire collection is strictly tested under the
guidance of their quality experts to ensure its quality.

Features:

● Precisely crafted

● Elegant look

21
 ● MULTI-PURPOSE JUTE BASKET WITH TASSEL

Fig 1.6

They are also one of the leading manufacturers and suppliers of best quality Jute basket with tassel
which is multipurpose.

Features:

● Vivid color

● Soft texture

● Shrink resistance

22
 ● JACQUARD WOVEN FABRIC SLING BAGS

Fig 1.7

With the constant support of their skillful crew of professionals, they are offering utmost quality
Decorating Fabrics to their clients. The offered fabrics are carefully designed using various
colorful fabrics and state-of-the-art knitting technology. Moreover, the provided stuffs are readily
available in various beautiful designs, colors and designs as per the latest market trends.

Offered fabrics are of great choice for home decorating purpose.

FEATURES:

● Attractive colors

● Shrink-resistance

● Smooth finish

23
 ● RECYCLED DENIM AND JUTE BRAIDED RUGS

Fig 1.8

As a quality-oriented organization, they are extremely focused to provide their clients with
excellently designed Designer rugs which are the perfect choice for home decoration and
anything else. They offer enchanting fabrics that are carefully woven by utilizing modern
knitting technology and quality tested colorful denim fabrics

24
 ● PUFFED FLOOR CUSHIONS

Fig 1.9

They provide you the best range of floor cushions such as Organic floor cushions,
embroidered cushions, Pure Cotton cushions and Printed Cotton cushions with effective & timely
delivery.

AND MANY MORE PRODUCTS LIKE:

● Mats
● Wall Hanging
● Handbags
● Table Runner
● Chair Pad
● Pillows
● Pillow covers
● Rugs
● Curtains

25
1.4 INTRODUCTION TO TOPIC (WORK LIFE BALANCE)

The role of work has changed throughout the world due to economic conditions and social
demands. Originally, work was a matter of necessity and survival. Throughout the years, the role
of “work” has evolved and the composition of the workforce has changed. Today, work still is a
necessity but it should be a source of personal satisfaction as well.

During the second half of 20th century, with work demands increasingly encroaching on family
and personal time at a faster pace, employers acknowledged the need of work-life balance
programmers to facilitate employees maintain a healthy balance between the conflicting
demands of their work and personal life. Availability of work-life balance facilities to employees
witnessed a phenomenal growth between the late eighties of the 20th century and early years of
the 21st century. This growth has been abruptly interrupted by the current economic downturn.
Increasing numbers of organizations, in the name of cost cutting, have either curtailed work-life
balance facilities or are contemplating to do the same.

26
DEFINITION

“To find a rhythm that will allow them to combine their work-life balance as referring to the
ability of individuals, regardless of age or gender, to work with their non-work responsibilities,
activities and aspirations”

According to Jim Bird, CEO of [Link],

“Work-life balance is meaningful achievement and enjoyment in everyday life.”

The business definition for the term ‘work life balance’ is equilibrium between the amount of
time and effort somebody devotes to work and that given to other aspects of life.

What is work life balance?

Many people think of work-life balance only in the framework of what the company does for the
individual. However, work-life balance is a two prong approach. The other prong of work-life
balance, which many individuals overlook, relates to what individuals do for themselves.

27
The term ‘work life balance' in the broader sense, defines ‘policies, programs, Services, and
attitudes within a company that are specific to fostering the well-being of its employees through
the effective management of work, family, and personal life. It includes making the culture more
supportive, adding programs to meet life event needs, ensuring that policies give employees as
much control as possible over their lives and using flexible work

“Work Life Balance is about people having a measure of control over when, where and how they
work.” This balance is achieved when an individual’s right to a fulfilled life inside and outside
paid work is accepted and respected as a norm, to the mutual benefit of the individual, business
and society

The Work-Family Challenge: Rethinking Employment, work life balance is “…employment

based on emergent new values, which does not discriminate against those with caring or other
non-work responsibilities, and which provides an opportunity for people to realize their full
potential in work and non-work domains.”

Work life balance is about balancing professional, personal and social life and the main mode of
it is flexible timing, flexi week etc. Work life balance is getting more importance these days as
employers are concentrating more to provide a conducive environment to employees.

Work-life balance is the subject of widespread public debate on how to allow employees more
control over their working arrangements in order to better accommodate other aspects of their
lives, while still benefiting their organizations. The agenda consists primarily of flexible working
practices and family friendly policies; although good practice demonstrates that flexibility should
be open to all, including those without caring responsibilities. The work-life balance problem
arises due to social and economic changes, such as greater numbers of women in the workforce,
the expectations of the younger generations and growing reluctance to accept long duration of
work. The Government and other agencies support this and view this as a means of aiding
recruitment and employee retention

28
The following are some of the strengths of the Indian industries:

⮚ Highly skilled human resource

⮚ Low wage structure

⮚ Quality of work;

⮚ Initiatives taken by the Government

⮚ Many global players have set-up operations in India like Wal-mart etc.

1.4.1 WORK LIFE BALANCE IN TEXTILE SHADES

Over the past twenty-five years, there has been a substantial increase in work which is felt to be
due, in part, by technology and by an intense, competitive work environment. Long-term loyalty
and a "sense of corporate community" have been eroded by a performance culture that expects
more and more from their employees yet offers little security in return.

Today world is moving towards its progress at a very fast rate. The size of the industry from
textile to I.T is growing at an alarming however the industry today adopts capital-incentive
modern technology to give required quality and quantity output. Today in order to survive in the
throat-cutting world of competition, use of these techniques has become the need of time. Due to
the use of the capital intensive technology the number of employment opportunities available in
the production field has decreased. However in order to get competitive edge over other
competitors, the company today concentrates on improving their quality of work

Many employees are experiencing burnout due to overwork and increased stress. This condition
is seen in nearly all occupations from blue collar workers to upper management. Over the past
decade, rises in workplace violence, an increase in levels of absentees as well as rising workers’
compensation claims are all evidence of an unhealthy work life balance.

29
The long working hours and work overload is typical of the business organizations according to
many human resources managers. Though most MNCs have a five-day week, the workload is
going up. After the 2001-02 slumps, companies that downsized did not always hire more people
after business picked up. This means that being called to work on weekends and 14-hour
working days have become synonymous with the sector.

There are also long intervals between projects when many software professionals are sent to
training sessions to keep them occupied. They react to such breaks negatively; many feel they are
not competent enough or that their potential is not adequately used.

There is also disappointment among newcomers, especially in the business process outsourcing
sector. Other studies have revealed that call center executives suffer from deep feelings of
inferiority owing to factors such as working during nights and not really using their technical
skills.

1.4.2 HISTORY

The expression was first used in the late 1970s to describe the balance between an individual's
work and personal life. In the United States, this phrase was first used in 1986.

Many experts predicted that technology would eliminate most household chores and provide
people with much more time to enjoy leisure activities; but many ignore this option, encouraged
by prevailing consumerist culture and a political agenda that has "elevated the work ethic to
unprecedented heights and thereby reinforced the low value and worth attached to parenting”

Employee assistance professionals say there are many causes for this situation ranging from
personal ambition and the pressure of family obligations to the accelerating pace of technology..
According to a recent study for the Centre for work life, 1.7 million people consider their jobs
and their work hours excessive because of globalization.

These difficult and exhausting conditions are having adverse effects. According to the study,
fifty percent of top corporate executives are leaving their current positions. Although sixty-four
30
percent of workers feel that their work pressures are "self-inflicted", they state that it is taking a
toll on them. The study shows that seventy percent of US respondents and eighty-one percent of
global respondents say their jobs are affecting their health.

Between forty-six and fifty-nine percent of workers feel that stress is affecting their interpersonal
and sexual relationships. Additionally, men feel that there is a certain stigma associated with
saying "I can't do this".

NEED FOR BALANCE

According to psychotherapists and trainer-consultants in personal growth, human beings do not

have just one drive, but many drives and needs. In order for them to have a sense of wellbeing,
these needs are to be met adequately. Work is important and it gives a lot of meaning in life, but
one must always remember that life is bigger than work. When our lives are only about work,
other needs will not be met and which results in frustration.

When work-life balance is not maintained, a person begins to experience a sense of emptiness
and hollowness which is difficult to deal with. In addition, relationships take a beating and the
person begins to experience loneliness, depression, despair and cynicism.

31
WHY IS STUDYING WORK-LIFE BALANCE IMPORTANT?

● Work impacts quality of life & life (e.g., family, leisure) impacts work
● More dual earner couples, single parent families, need for elder care
● Balance increases well-being & imbalance creates conflict between roles
● Effective balance may have economic advantages for organizations
● Effective balance may have advantages for positive life experiences, reduction in stress,
and “normal” life for children, all of which have economic and social ramifications.

Lack of work-life balance thus influences working individual’s performance at the workplace as
well as in personal life. Organizations, more than ever, need employees with improved work-life
balance. An employee with better work-life balance will contribute more meaningfully towards
the organizational growth and success.

This trend immediately enhanced the child and elder care burden on a large number of
employees and in addition created new challenges in balancing work and family life. Work-life
balance of an employee is as important for the employing organization as it is for individual
employees. Work-life balance of an individual employee when viewed collectively for the total
workforce of an organization results into a colossal impact on the qualitative and quantitative
organizational performance.

IS WORK-LIFE BALANCE A NEW CONCEPT?

Although not necessarily a new concept, work/life balance has evolved over time. Throughout
history, work and life were basically integrated. Life activities like community involvement,
childcare, and elder care happened right alongside work.

With the onset of the industrial revolution in the second half of the 18th century, the separation
between work and life became more clearly defined. The workplace has continued to change
dramatically since those days, and as a result, balancing work and life has changed as well.

32
One major change is that many families no longer have an adult who doesn't work outside the
home. Without someone in the household attending to life issues full-time, workers now have to
find time to take care of tasks like childcare or caring for an elder parent in addition to their
professional workload.

WHAT IS THE COMPANY ROLE IN WORK-LIFE BALANCE?

According to a recent survey, more than 70% of CEOs thought that they could not remain
competitive if they didn't help employees balance their work life and home life. Employees have
realized that they're expendable, and consequently they're much less committed to their
employers and more likely to leave for greener pastures. Since employers don't guarantee
lifelong employment, employees want more flexibility in their jobs, and they're no longer as
willing to give up personal time for the company.

To remain competitive, and to retain their most talented employees, companies must provide
more than a good salary and a medical plan. Companies have started implementing flexible work
options like:

● Childcare
● Wellness programs
● Financial planning
● Concierge services

These work/life benefits encourage employees to be more productive and committed to the
company, and they make your company more competitive when recruiting new candidates.

WHAT TYPES OF WORK-LIFE PROGRAMS ARE THERE?

When people think of company work/life benefits, they often think of childcare. But most
work/life programs entail much more. A Towers Perrin survey identified more than 100 varieties
of work/life programs that fall into the following categories:

33
❖ TIME: Including flexible work arrangements such as flextime, telecommuting, job
sharing, and part-time work.
❖ LEAVE: Paid and unpaid leaves for childbirth, for the care of young or sick children, or
for other personal or family matters.
❖ BENEFITS: Cafeteria-style plans, non taxed flexible spending accounts, or insurance to
pay for the long-term care of oneself, elderly parents, or a spouse.
❖ DEPENDENT CARE: Resource and referral services to help employees find
childcare or elder care, childcare programs that are on-site or nearby, and employee discounts
or vouchers to help pay for the cost of care.
❖ COUNSELLING AND WELLNESS: Employee seminars about balancing work
and family life, peer support groups, and training for supervisors to be more attuned to
employee family problems caused by overwork.
❖ PERSONAL CONVENIENCE: Concierge services, lactation rooms, nap rooms,
food shopping and dinner preparation services.

HOW CAN EMPLOYERS HELP THEIR EMPLOYEES TO MANAGE

WORKLOADS?

The most important variable in work/life balance is the nature of the job itself. Jobs with
autonomy, flexibility, meaning, manager support, and a chance for advancement often result in
enhanced job satisfaction, commitment, and retention.

But even the best and most supportive workplace cannot prevent the negative effects of too much
work. Managers should keep the following tips in mind:

Keep workloads realistic, Schedule time accurately, manage resources wisely, prioritize tasks,
and say "No" to projects that would overload the team. Review work processes and load
distribution regularly to see if you can help lighten the burden.

34
Remove interruptions Setting aside specific interruption-free periods during the work week can
result in increased productivity and a less stressful work environment. Interruptions prolong the
workday and are symptomatic of a crisis-centered, reactive approach to work.

1.3.3 BENEFITS TO ORGANISATION & EMPLOYERS

Work life balance benefits to the Work life balance benefits to the employee
organization

Measured increase in individual More value and balance in your life

productivity, accountability and
commitment

Better teamwork and communication Help in managing work and family together

Improved morale Increased productivity

Table1.1: Benefits to organization & employees

HOW WORK INVADES PERSONAL LIFE?

• GLOBAL ECONOMY: As more skilled workers enter the global labor market and
companies outsource or move more jobs to labor costs, people feel pressured to work longer and
produce more just to protect their jobs.

35
• INTERNATIONAL BUSINESS: Work continues the world 24hours a day for some
people. If an employer works in an international organization, he might be on call around the
clock for troubleshooting or consulting.

• LONGER HOURS: Employers commonly ask employees to work longer hours than
they're scheduled. Often, overtime is mandatory. If an employee hopes to move up the career
ladder, he may find himself regularly working more than40 hours a week to achieve and exceed
expectations.

• CHANGES IN FAMILY ROLES: Today's married worker is typically part of a dual-

career couple, which makes it difficult to find time to meet commitments to family, friends and
community .It can be tempting to rack up the hours at work.

36
 CHAPTER-2
LITERATURE REVIEW

37
2.1 LITERATURE REVIEW

In this section, a review of selected research work conducted in this subject matter is mentioned.
They have examined the precursors and consequences of salesperson job stress. According to
Moncrieff et al (2021), there are a number of organizational variables including met
expectations, role conflict, role ambiguity, job satisfaction, organization commitment and
intention to leave which influence job stress.

Low et al (2021) have elaborated the Antecedents and outcomes of salesperson burnout with
special reference to Australia. They found that intrinsic motivation, role ambiguity and role
conflict are significant antecedents of burnout and performance is the outcome.

Crooker et al (2020) have studied the relationship between life complexity and dynamism that
affect work-life balance. They have explained individual value systems on the relationship
between life complexity and work-life balance.

Crooker et al (2020) has explored the reasons why work-life balance has become an important
topic for research and policy in some countries.

McDowell (2019) has elaborated the ways in which organizations and institutions operate at a
range of scales as well as new sets of responsibilities towards co-workers, members of
households and the public.

In this section Byrne (2019) has highlighted the concept of the work-life balance as a means of
tackling the problem of increasing amounts of stress in the work-place.

Morris and Madsen (2019) have shown the importance of work-life balance. By better
understanding work-life theory, HR professionals can contribute to the strategic development of
policies, practices, programs and interventions.

Moore (2018) has conducted research to compare work-life balance issues with workers and
managers of an MNC. It was concluded that many of the managers are not able to achieve work-
life balance.

38
In a research, Hughes and Bozionelos (2018) observed that work-life imbalance was not only a
source of concern, but also that it was the major source of dissatisfaction for participants.

To establish and illustrate the levels of awareness of work-life balance policies within
the surveying profession in Australia and New Zealand, Wilkinson (2018) conducted a research.
It was concluded that the consequences of an imbalance between work and personal or family
life is emotional exhaustion, cynicism and burnout. Existing literature offers little evidence about
the influence of working time preferences on employees’ satisfaction in Germany.

In addition Merz (2017)connects working hours to individual well-being by using the number of
working hours an employee wants to change as an indicator of economic well-being, based on
GSOEP data from the mid-1980s to the mid-1990s.

Grozineger et al.(2017) use more current data from 2004 and find that working time preferences
are highly relevant to life and job satisfaction.

In addition, Hanglberger (2016) analyzes the effect of working hours on job satisfaction with
2005 and 2007 GSOEP data and finds a positive effect of self-determined working hours on job
satisfaction for full-time employees.

In comparison with Hanglberger (2015), we include the 2015 data wave to examine working
time arrangements, and we add several other satisfaction variables to identify trends in
satisfaction and working hours. Working time mismatches are also common research topics in
other countries (e.g., Jacobs & Gerson (2015), Reynolds (2015) and Wooden Et Al (2015)).

The overview of job satisfaction in 31 European countries indicates that patterns of explanation
vary, such that negative effects of working hours are lower in countries with lower welfare
levels.

Furthermore, work autonomy is only relevant in countries with high welfare status. Noting the
importance of job characteristics in 19 OECD countries, Clark (2014) suggests that working
hours are important only when actual and desired working time differ. Valcour (2014)uses data
from U.S. call center agents to test the effects of working hours, job complexity, and control over
work time on work–life balance satisfaction; that study implies in contrast to our results a

39
general negative effect of the amount of working hours on satisfaction with work-family balance.
Hanglberger (2014)

In Great Britain, White Et Al. (2013) examine both working hours and their effect on work–life
balance, finding a conflict between high performance practices and work-life balance policies,
whereas other authors analyze the effect of changes from full-time to part-time work on
satisfaction for women in the United Kingdom and Germany and find a positive effect of
decreasing working hours on life satisfaction.

Finally, an Australian panel survey Wooden Et Al. (2012) reveals that it is not the number of
working hours that matters but the working time mismatch. Some of our results match these
existing studies, though others are in conflict.

Clark (2012). focuses only on job satisfaction and uses a multicultural data set; we focus on a
large German panel data set and expand the research by analyzing the effect of working hours on
employees’ satisfaction with different parts in life. In terms of job satisfaction, our results for
Germany are in line with

In comparison with existing literature, we also focus on overall life satisfaction, together with
satisfaction with the job, family life, and free time. Thus, we question whether all human
satisfaction can be affected. Although people’s satisfaction levels are genetically determined,
some influence seems possible. In their set-point theory study, it is shown that subjective well-
being is genetically predetermined at a rate of 50%

40
 CHAPTER-3
RESEARCH
METHODOLOGY

41
3.1 RESEARCH METHODOLOGY

INTRODUCTION

Research methodology is a way to systematically solve the research problem. In it, systematic
methods are followed to solve a particular problem. It may be understood as a science of
studying how research is done systematically. It refers to searching for knowledge. In fact,
research is an art of scientific investigation.

To know about the effectiveness of stress management, the QUESTIONNAIRE, INTERVIEW

method has been used. For the purpose of analysis, various tables and charts were prepared with
numbers and percentages of the employees in different choices.

Along with primary data collected through questionnaire-interview, the researcher also used
secondary data, which include theory part from some books .Sample size for the study was 10
employees and production manager, designing manager, sampling manager, director.

3.2 RESEARCH DESIGN

The present report is Descriptive in nature. The main characteristic is that the research has no
control over the variables; the researcher can only report what has happened or what is
happening.

SAMPLING UNIVERSE

The sampling universe is the totality of items/events from which you can select or sample for
statistical analysis and description.

Our sampling universe in this research is employees of TEXTILE SHADES, PANIPAT.

SAMPLING TECHNIQUE: NON PROBABILITY

In non-probability sampling, members are selected from the population in some nonrandom
manner. These include:

42
 1. Convenience sampling

Convenience sampling (sometimes known as grab or opportunity sampling) is a type of non-

probability sampling which the sample being drawn from that part of the population which is
close to hand. That is, a sample population selected because it is readily available and
convenient. The researcher is using such a sample because it is not possible to contact the total
population so the researcher has chosen administrative level employees only

SAMPLING UNIT

A sampling unit is one of the units into which an aggregate is divided for the purpose of
sampling, each unit being regarded as individual and indivisible when the selection is made.

Our sampling unit is middle level employees of TEXTILE SHADES.

SAMPLING SIZE

Sample size relates to how many people to pick for the study.

Sample size is 100

SOURCES OF DATA

Primary source: employees of TEXTILE SHADES, PANIPAT.

Secondary source: Journals, books, company site, websites related to industry.

3.3 OBJECTIVES OF THE STUDY

MAIN OBJECTIVE:

The report is designed to give an overview of Work Life balance. The main objective is to
conceptualize the concept of work life balance and understand the various important aspects
related to TEXTILE SHADES.

43
SUB OBJECTIVES:

✔ To study the factors which lead to work life balance

✔ To determine how important work life balance is for employees.

✔ To determine whether the existing work patterns are conducive or not to work-life-balance.

✔ To explore how Work-life balance improves quality of life and job performance.

3.4 JUSTIFICATION FOR THE STUDY

✔ As we know that composition of work and family life spheres has significantly changed
over a period of time, so it’s necessary to study work life balance.

✔ Today both working male and female face a broad set of daily challenges which many
times create an imbalance between their working life and personal/family life.

✔ In the current economic scenario, organizations are hard pressed for higher productivity
and can face the recessionary challenges better if their employees are more engaged with
work and the workplace.

✔ With increasing participation of women in the workforce, the participation of working

mothers, dual earner couples and single parents also increased.

3.5 SCOPE OF THE STUDY

✔ By pursuing this report we would learn how to manage work and life together.
✔ Study of the work life balance can help to improve the satisfaction level in employees of
the organization.
✔ In a global scenario it’s one of the HR challenges to retain employees in an organization
and for this proper implementation of various organizational activities and understanding

44
 of employee thinking is very important. The survey helps us to understand both
effectively by relating it to work life balance.

3.6 LIMITATIONS OF THE STUDY

Although the study was carried out with extreme enthusiasm and careful planning there are
several limitations, which handicapped the research viz.

TIME CONSTRAINTS:

The time stipulated for the project to be completed is less and thus there are chances that some
information might have been left out, however due care is taken to include all the relevant
information needed.

SAMPLE SIZE:

Due to time constraints the sample size was relatively small and would definitely have
more representative information will be collected from more respondents.

ACCURACY:

It is difficult to know if all the respondents gave accurate information; some respondents tend to
give misleading information.

DEPENDENCE:

Information is also based on the secondary sources of collection therefore it is dependent.

45
 CHAPTER – 4
DATA ANALYSIS AND
INTERPRETATION

46
4.1 ANALYSIS AND INTERPRETATION

Q1) How many days in a week do you normally work?

No of days %No of respondents

Less than five days 0

Five days 78

Six days 12

7 days 10

Table 4.1

Fig 4.1

INTERPRETATION:

It can be analyzed from above that 78% of the employees work for five days, 12% employees
work for six days, while 10% employees work for seven days and none of the employees work
for less than five days.

47
Q2) How many hours in a day do you normally work?

0No of hours %No of respondents

7-8 hours 14

8-9 hours 32

9-10 hours 40

10-12 hours 14

More than 12 hours 0

Table 4.2

Fig 4.2

INTERPRETATION:

It can be analyzed from above that 14% of the employees work for 7-8 hours, 32% employees
work for 8-9 hours, while 40%of employees work for 9-10 hours, whereas 14% employees work
for 10-12 hours and not even a single employee works for more than 12 hours.

48
Q3) How many hours a day do you spend traveling to work?

No of hours %No of respondents

Less than half an hour 44

Nearly one hour 28

Nearly two hours 14

More than two hours 14

Table 4.3

Fig 4.3

INTERPRETATION:

It can be analyzed from above that 44% of the employees take less than half an hour to travel
to their workplace, 28% of employees take nearly one hour to travel, while 14%of employees
take nearly two hours to travel and 14%of employees take more than two hours in travelling
to reach their workplace.

49
Q4) Do you work in shifts?

Shift %No of respondents

General shift/day shift 62

Night shift 20

Alternative 18

Table 4.4

Fig 4.4

INTERPRETATION:

It can be analyzed from above that 62% of the employees work in general shift, 20% of the
employees work in night shifts, while 18% employees in Jaynita work in alternate shifts.

50
Q5) How do you feel about the amount of time you spend at work?

Feeling %No of respondents

Very unhappy 4

Unhappy 16

Indifferent 14

Happy 54

Very happy 12

Table 4.5

Fig 4.5

INTERPRETATION:

It can be analyzed from above that 4% of employees are very unhappy about the amount of
time spend at work, 16% of employees are not very happy about the amount of time spend at
work, 14% of employees are indifferent towards it, 54% of employees are happy about the
amount of time spend on work, while 12% of employees are very happy about the amount of
time spend on work.

51
Q 6) Do you ever feel tired or depressed because of work?

Do you ever feel tired or depressed %No of respondents

Never 0

Rarely 22

Sometimes 62

Often 8

Always 8

Table 4.6

Fig 4.6

INTERPRETATION:

It can be analyzed form above that 22% of employees rarely feel tired because of work pressure,
62% of employees sometimes feel tired, 8% of employees often feel tired due to work, while 8%
of employees are always tired or depressed due to work and it is hard to find an employee’s who
is not tired or depressed due to work.

52
Q7). Do you find yourself thinking about work instead of focusing on home/pleasure

Activities?

Answer %No of respondents

Yes 38

No 62

Table 4.7

Fig 4.7

INTERPRETATION:

It can be analyzed from above that 62% of employees find themselves thinking about work
related activities instead of home or pleasure activities 38% of the employees don't feel the same.

53
Q8). Are you married?

Married
%No of respondents

Yes 28

No 72

Table 4.8.1

Fig 4.8.1

54
Q8.(1). If yes, is your partner employed?

Partner employed
%No of respondents

Yes 57

No 43

Table 4.8.2

Fig 4.8.2

INTERPRETATION:

It can be analyzed from above that 28% of the employees are married while 72% of employees
are unmarried and in case of married employees 57% are having an employed partner while
43% of employees partner are not employed.

55
Q9). Do you ever miss out on any quality time with your family or your friends because of
pressure from work?

Answer
%No of respondents

Never 8

Rarely 36

Sometime 50

Always 6

Table 4.9

Fig 4.9

INTERPRETATION:

It can be analyzed form above that 8% of employees never miss any quality time with family or
friends, 36% of employees rarely miss any quality time with friends, 50% of employees
sometimes miss any quality time with friends or family while 6% of employees always miss any
quality time with friends or family.

56
Q10). Do you get enough sleep, exercise and healthy food?

Enough sleep, exercise and healthy %No of respondents

food

Yes 62

No 38

Table 4.10

Fig 4.10

INTERPRETATION:

It can be analyzed from above that 62% of employees get enough sleep, exercise and healthy
food while 38% of employees do not get enough sleep, exercise and healthy food.

57
Q11). Do you suffer from any stress-related disease?

Disease
No of respondents

Hypertension Obesity 6

Diabetes 6

Frequent headaches 30

None 58

Table 4.11

Fig 4.11

INTERPRETATION:

It can be analyzed from above that 6% of employees suffer from hypertension obesity, 6% of
employees suffer from diabetes, while 30% of employees suffer from frequent headaches and
58% of employees do not suffer from any of the diseases.

58
Q12). Do you feel work life balance policy in the organization should be customized to
individual needs?

Answer No of respondents

Strongly agree 44

Agree 38

Indifferent 10

Disagree 8

Strongly disagree 0

Table 4.12

Fig 4.12
INTERPRETATION:
It can be analyzed from above that 44% of employees in the organization strongly feel the need
for work life balance policy in the organization should be customized to individual needs, 38%
of employees agree to it, 10%of employees are indifferent towards it while 8% of employees
disagree with it.

59
Q13). Does your organization encourage the involvement of your family members in work-
achievement reward functions?

Involvement of family members No of respondents

Yes 38

No 62

Table 4.13

Fig 4.13

INTERPRETATION:

It can be analyzed from above that 38% of the employees family is involved by organization in
work- achievement reward functions while 62% of employee’s family is not involved by
organization in work- achievement reward functions.

60
Q14). Does your organization have social functions at times suitable for families?

Social functions No of respondents

Yes 60

No 40

Table 4.14

Fig 4.14

INTERPRETATION:

It can be analyzed from above that 60% of employees are comfortable with the timings the
organization has for social functions for families while 40% of employees are not comfortable
with the timings organizations have for social functions for families.

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Q15). Are you living your ideal life?

Ideal life No of respondents

Yes 43

No 57

Table 4.15

Fig 4.15

INTERPRETATION:

It can be analyzed from above that less than half of employees i.e. 43% of employees are living
their ideal life whereas 57% of employees are not living their ideal life because of work and they
are not satisfied with it.

62
Q16).Do you really think that there is a work life balance in your life?

Answer No of respondents

Yes 58

No 34

Can’t say 8

Table 4.16

Fig 4.16

INTERPRETATION:

It can be analyzed from above that 58% employees have proper work life balance in life while
34% of employees do not have proper work life balance in life and 8% of employees can’t say
whether there is work life balance or not.

63
 CHAPTER – 5
FINDINGS, SUGGESTIONS
AND CONCLUSIONS

64
5.1 FINDINGS

❖ There is proper work life management in TEXTILE SHADES due to which work is
carried out smoothly in the organization.
❖ TEXTILE SHADES encourage the involvement of employee’s family members in their
social encounters.
❖ Proper training sessions and development programs are available for the employees.
❖ The organization has adequate working hours for the employees.
❖ The organization understands that work life balance is customized to individual needs.
❖ The employees of the organization do not miss any quality time with family or friends
due to work.
❖ Occasions are celebrated with enthusiasm to explore the talent of the employees.
❖ 360 degree performance appraisal method is adopted by the organization which helps in
keeping employees satisfied.

5.2 RECOMMENDATIONS

❖ There must be proper interaction among the employees and the management as
management should organize informal meetings on weekends or during the office
hours.
❖ The organization should provide enough flexibility in the organization structure.
❖ Special workshops should be conducted for employees to make them aware of the
ways to manage work life balance effectively.
❖ Meetings, seminars and conferences should be done on the regular basis so as to
improve communication.
❖ A regular employee survey should be done so as to understand the needs and
requirements of the employees which will help to retain them in the organization for a
longer period.
❖ Internal selection of employees for higher posts should be encouraged instead of
hiring from external sources.
❖ Psychometric tests, stress level tests should be introduced so that employees' burden
can be minimized.

65
 ❖ Bonus and Rewards should be given to the employees who are giving effective and
efficient output.

5.3 CONCLUSION

Work and life are two important things which require proper attention. Therefore, it is important
to maintain a proper balance between these two elements. Any imbalance can create problems in
managing the personal life. It is an important duty of the organization to keep its employees
satisfied. Organizations must adopt policies which help to retain employees for the longer period
of time and also should organize some orientation programs to bring innovative ideas.

In Textile Shades the only thing which i noticed that should be improved is involvement of
employees and their families in organization’s social programs. Also they should involve their
employees in decision making because they have the practical knowledge about the field and
should motivate them for giving innovative ideas.

Work life balance is an important concept which should not be ignored by any organization
hence proper care must be taken while following it in the organization.

66
 BIBLIOGRAPHY

REFERENCE SITES:

● [Link]
● [Link]
● [Link]
● [Link]
● [Link]
● [Link]
● [Link]
● [Link]

JOURNALS:

● AL- Hussami M (2008). A Study of nurses' job satisfaction: The relationship to

organizational commitment, perceived organizational support, transactional leadership,
transformational leadership, and level of education. Eur. J. Sci. Res., 22(2): 286-295.
● Arnolds, C.A., &Boshoff, C. (2001). The challenge of motivating top management: A
need satisfaction perspective [Electronic version]. Journal of Industrial Psychology,
27(1), 39-42.
● AziriBrikend (2011), “Job Satisfaction”, Management Research and Practice vol. 3
issue 4, pp: 77-86
● Chiu KR, Luk VW, Tang TL (2002). Retaining and motivating employees,
Compensation preferences in Hong Kong and China. Personnel Rev., 31(4): 402-431.
● Ellickson. M.C., & Logsdon, K. (2002). Determinants of job satisfaction of municipal
government employees [Electronic version]. Public Personnel Management, 31(3),
343-358.
● F. Friedlander, and N. Margulies (1969) Multiple Impacts of Organization Climate and
Individual Values System upon Job Satisfaction,Personnel Psychology. 22, pp. 177-
183.
● F. Herzberg (1966) Work and the Nature of Man. Staple Press. London.

67
 ● Greenberg, J., & Baron, R. A. (1993). Behavior in organizations (4th ed.). Needham
Heights, MA: Allyn and Bacon.
● Greenberg, J., & Baron, R. A. (1995). Behavior in organizations (5th ed.). Needham
Heights, MA: Allyn and Bacon.
● Griffin MA, Patterson MG, West MA (2001). Job satisfaction and teamwork: the role
of supervisor support. J. Organ. Behav., 22: 537-550.

BOOKS ON RESEARCH METHODOLOGY:

● Kothari, C.R., Research Methodology, 2nd ed., New Delhi: New Age International (P)
Limited, 1985
● Rajendar Kumar, Research Methodology,APH Publishing
● “Research Methodology” R. Panneerselvam, PHI Pvt. Ltd.
● Research methods for managers by John Gill & Phil Johnson, 3rd ed., SAGE publications
limited.

BOOKS ON WORK-LIFE BALANCE:

● Fundamentals of Work Life Balance, Erica D. Chick, American Society for Training and
Development

● Work, Life, and Family Imbalance: How to Level the Field, Limited preview – 2007

● Managing Work-life Balance, David Clutter buck, CIPD Publishing

68
 QUESTIONNAIRE

Q1). How many days in a week do you normally work?

A) Less than five days
B) Five days
C) Six days
D) Seven days
Q2). How many hours in a day do you normally work?
A) 7-8 hours
B) 8-9 hours
C) 9-10 hours
D) 10-12 hours
E) More than 12 hours
Q3). How many hours a day do you spend traveling to work?
A) Less than half an hour
B) Nearly one hour
C) Nearly two hours
D) More than two hours
Q4). Do you work in shifts?
A) General shift/day shift
B) Night shift
C) Alternative
Q5).how do you feel about the amount of time you spend at work?
A) Very unhappy
B) Unhappy
C) Indifferent
D) Happy
E) Very happy

69
Q6). Do you ever feel tired or depressed because of work?
A) Never
B) Rarely
C) Sometimes
D) Often
E) Always
Q7). Do you find yourself thinking about work instead of focusing on home activities?
A) Yes
B) No
Q8). Are you married?
A) Yes
B) No
Q8.(1). If yes, is your partner employed?
A) Yes
B) No
Q9). Do you ever miss out on any quality time with your family or your friends because of
pressure from work?
A) Never
B) Rarely
C) Sometime
D) Always
Q10). Do you get enough sleep, exercise and healthy food?
A) Yes
B) No

Q11). Do you suffer from any stress-related disease?

A) Hypertension Obesity
B) Diabetes
C) Frequent headaches
D) None

70
Q12). Do you feel work life balance policy in the organization should be customized to
individual needs?

A) Strongly agree
B) Agree
C) Indifferent
D) Disagree
E) Strongly disagree

Q13). Does your organization encourage the involvement of your family members in work-
achievement reward functions?

A) Yes
B) No

Q14). Does your organization have social functions at times suitable for families?

A) Yes
B) No

Q15). Are you living your ideal life?

A) Yes
B) No

Q16).Do you really think that there is a work life balance in your life?

A) Yes
B) No
C) Can’t say

71