A Study On The Work Life Balance of The Employees at Damodhar Cement Works (A Unit of ACC LTD.)

A Summer Training Project on
“A study on the work life

balance of the Employees at
Damodhar Cement Works (A
unit of ACC LTD.)”
Submitted for partial fulfillment of award of

Post Graduate Diploma in Management (PGDM)
Submitted by
Awadesh Rai
Third Trimester (PGDM 2009-11)
Dr. Virendra Swarup Institute of Computer Studies, Kanpur
Under the Supervision of
Dr. Virendra Swarup Institute of Computer Studies, Kanpur

The Work-Life Balance of DCW employees
Acknowledgement
If words are considered to be signs of gratitude then let these words convey the very
same. My sincere gratitude to ACC Ltd. for providing me with an opportunity to
work with their employees and giving necessary directions on doing this project to
the best of my abilities.
I am highly indebted to Mr.Kaushik Chakroborty, Chief Manager HR(DCW) who

gave confidence all the time to complete my project and Mr.Govind Sarkar, Asst.
Manager HR (DCW), who has provided me with the necessary information and
also for the support extended out to me in the completion of this report and his
valuable suggestion and comments on bringing out this report in the best way possible.
I am even thankful to all the employees of DCW who supported me all the time.
Awadesh Rai
TABLE OF CONTENTS
VSICS 2
Sr. No. Topic Page No.
1 Introduction 4
2 Cement Industry In India 5
3 Company Profile 11
4 Damodhar cement works (DCW) 21
5 Work life balance

23
6 Research 20-23
Methodology
7 Limitation of study 24-25
8 Data Analysis 26-31
9 The Recommendations 32-33
10 Conclusion 34-41
11 Questionnaire 42-48
12 Bibliography 49-55
VSICS 3
Executive Summary
Imagine life as a game in which you are juggling some five balls in the air. You
name them - work, family, health, friends and spirit - and you're keeping all of
these in the air. You will soon understand that work is a rubber ball. If you drop it,
it will bounce back. But the other four balls - family, health, friends and spirit - are
made of glass. If you drop one of these, they will be irrevocably scuffed, marked,
nicked, damaged or even shattered. They will never be the same. You must
understand that and strive for balance in your life."
--Brian G. Dyson
While all aspects of our life are important, without a balance, you become addicted
and like all addictions you lose. In this fast moving world, when everything has to be
on toes, one thing where we might lose is Happiness. Because work-life balance is a
combination of interactions among different areas of one’s life, the advantages and
disadvantages associated with that balance/imbalance can affect multiple levels of
society. The disadvantages associated with work-life imbalances are numerous and
impact both employee and employer. For the employee, consequences can have a
negative impact on “work and life satisfaction, on well-being, mental health, a
physical health and on individual performance in organizations
Given the advantages and disadvantages, it is no wonder many companies are offering
work-life programs to their employees, but making programs available is only part of
the solution.
VSICS 4
The complex nature of work-life balance requires participation and support from, all
involved, including the individual and the employer, and there appears to be some
indication that employers are not (or are not perceived as) fully supportive of
employees who participate. It is shown that employees are afraid to use the programs
for fear of negative consequences because the culture of organizations still favour the
person who gives their all to the business at hand.
My study here reflects the various aspects of maintaining a positive WLB since it is
the only factor on which not only the individual himself but the corporations can gain
upon.
I have chosen ACC Limited as organization as to undergo my study, working with
ACC limited was great experience for me I come to know about the working of
Cement Company. The feedback given to me on each step of my work was really
knowledgeable. I have studied the work-life Balance of DCW (A unit of ACC Ltd.)
employees and its impact on job related attitudes. I have shared information about
WLB, its importance in an organization & how it benefits the organization.
VSICS 5
INDUSTRY
PROFILE
Overview of Cement Industry in India
VSICS 6
The cement industry is one of the vital industries for economic development in a
country. The total utilization of cement in a year is used as an indicator of economic
growth.
Cement is a necessary constituent of infrastructure development and a key raw
material for the construction industry, especially in the government’s infrastructure
development plans in the context of the nation’s socioeconomic development.
Prior to Independence
The first endeavour to manufacture cement dates back to 1889 when a Calcutta based
company endeavoured to manufacture cement from Argillaceous (kankar).South India
Industries Limited began manufacture of Portland cement in 1904. Finally it was
in1914 that the first licensed cement manufacturing unit was set up by India Cement
Company Ltd at Porbandar, Gujarat with an available capacity of 10,000 tons and
production of 1000 installed.
In 1927, the Concrete Association of India was formed with the twin goals of creating
a positive awareness among the public of the utility of cement and to propagate
cement consumption.
Period of Restriction (1940-1981)
During the Second World War, cement was declared as an essential commodity under
the Defence of India Rules and was brought under price and distribution controls
which resulted in sluggish growth. The installed capacity reached only 27.9 MT by the
year 1980-81The growth rate of cement was slow around the period after
independence due to various factors like low prices, slow growth in additional
capacity and rising cost.

VSICS 7
In 1977 the government authorized higher prices for cement manufactured by new
units or through capacity increase in existing units. But still the growth rate was below
par. In 1979 the government introduced a three tier price system. Prices were different
for cement produced in low, medium and high cost plants.
Partial Control (1982-1989)
To give impetus to the cement industry, the Government of India introduced a quota
system in 1982.A quota of 66.60% was imposed for sales to Government and small
real estate developers. For new units and sick units a lower quota at 50% was affected.
The remaining 33.40% was allowed to be sold in the open market.
After Liberalization
In 1989 the cement industry was given complete freedom, to gear it up to meet the
challenges of free market competition due to the impending policy of liberalization. In
1991 the industry was de licensed.
Present Scenario
• With 153 cement plants and a total installed capacity of around 209 million
tonnes per annum (MTPA) both as of March 2009,
• The Indian cement industry is the second largest in the world, the largest being
China, which produces over 1 billion tonnes of cement annually.
• During 2008-09, total cement consumption in India stood at 178 million
tonnes while exports of cement and clinker amounted to around 3 million
tonnes.
VSICS 8
• The Indian cement industry witnessed strong growth, with demand reporting a
compounded annual growth rate (CAGR) of 9.3% and capacity addition a
CAGR of 5.6% between 2004-05 and 2008-09.
• Even during the economic slowdown in 2008-09, growth in cement demand
remained at a healthy 8.4%.
• In the current fiscal (2009-10) cement consumption has shot up, reporting, on
an average, 12.5% growth in consumption during the first eight months with
the growth being aided by strong infrastructure spending, especially from the
govt sector.
A Snapshot on the Current Market Scenario of Cement Industry in
India
The cement industry is moderately fragmented with the top 20 players accounting for
more than 70% of the market share and no single manufacturer has more than 12%
of the share. Among the leading players in the cement industry are, Associated
Cement Company Ltd (ACC), UltraTech, Dalmia Cements, Ambuja Cements Ltd,
Madras Cement Ltd, J.K Cement Ltd., Grasim Industries Ltd, India Cements, and
Holcim
VSICS 9
During April-September 2009, the Indian cement companies produced 11 MT cement,
whereas the total cement product in the country in FY09 was 231 MT. It is further
expected to reach 236.16 MT in FY11 and 262.61 MT in FY12.
Name ACC Limited

Production 21,400
Installed Capacity 23,500
Net Profit (PAT) 1607 Cr.
Name Gujarat Ambuja Cements Limited
Production 18.8
Installed Capacity
Net Profit (Year ended Dec. 30, 2009) 1218.37Cr
Name Ultratech
Production 17.64
Installed Capacity(APRIL 2010) 23.10MT
Net Profit (in 2008-09) 97,702 lakhs
Name Grasim
Production 19.38
Installed Capacity(APRIL 2010) 25.65
Net Profit (in 2009-10) 1648 Cr.
Name India Cements
Production 91.11LTPA
Installed Capacity 9MT
Net Profit (in 2008-09) 432Cr.
Name JK Cement Ltd
Production 4.6
Installed Capacity 7.4MT
Net Profit (in 2009-10) 224.55 Cr
VSICS 10
Name Jaypee Group

Production 11.178
Installed Capacity(in 2009-10) 22.8 MT(Include 2.2 with JV with sail)
Name Century Cement
Production 6,636
Installed Capacity(in 2009-10) 7.80 MTPA
Name Madras Cement

Production 104.9LT
Installed Capacity 80.2LT
Net Profit (in 2009-10) 353368 Lk.
Name Birla Corp.
Production 6.7MT
Installed Capacity(in 2009-10) 5.70MT
Strategic Analysis
SWOT ANALYSIS
STRENGTHS
• High Entry Barriers
Cement being a capital-intensive industry creates high entry barriers for the new
players. Moreover, the creation of distribution channel, acquisition of limestone
reserves etc makes entry of new players extremely difficult.
WEAKNESS
VSICS 11
• Dependence on Government
Industry is highly dependent on government authorities for power supply. Cement
industry has been suffering from frequent power cuts.
• Increasing dependence on imported coal
Over the years, there has been deterioration in the quality of coal. In particular, the ash
content has increased implying lower calorific values for coal, and improper and
inefficient burning, etc. This has increased the dependence of cement industry on
imported coal.
OPPORTUNITIES
• Growth from newer products - Ready to mix concrete
RMC is a value-added semi-finished product that results in a superior quality concrete.
Ready mix concrete consists of cement, aggregates, water and other ingredients,
which are weighed and batched at a centrally located plant and then directly placed at
the construction site.
• Growing Economy
Though India is the second largest cement manufacturer, it is among the lowest
cement consuming countries. In India per capita cement consumption is 122 kg, which
is far below the world average of approximately 320 kg. With the growth of economy,
VSICS 12
per capita cement consumption rises at brisk pace. Hence, signifying immense
potential going forward.
THREATS
• Rising input cost
• Rising interest rate
Rising interest rates may impact housing demand and thereby affecting cement
demand.
• Substitutes
Bitumen and Engineering plastic have emerged as substitute of cement in road and
building construction.
Pest Analysis
POLITICAL
The price of cement is primarily controlled by the coal rates, power tariffs,
railway tariffs, freight, royalty and cess on limestone. Interestingly, government
controls all of these prices. Government is also one of the biggest consumers of the
cement in the country. Most state governments, in order to attract investments in their
respective states, offer fiscal incentives in the form of sales tax exemptions/deferrals.
States like Haryana offer a freeze on power tariff for 5 years, while Gujarat offers
VSICS 13
exemption from electric duty.
ECONOMIC
Currently, the industry is on the boom, with a lot of government infrastructure and
housing projects under construction. In spite of seeing a fall during 2008-09, the
export segment of the industry is expected to grow again on account of various
infrastructure projects that are being taken up all over the world and numerous
outstanding cement plants coming up in near future in the country.
SOCIAL
Usually, the cement industry in India consists of both the organized sector and the
unorganized sector. Organized sector comprises of the well-known cement
manufacturing companies while the main players of the unorganized sector are the
regional and local cement-producing units in various states across the state. Indian
consumers prefer buying branded cement like ULTRATECH, JAYPEE CEMENT,
LAFARGE CEMENT etc. It has been seen in the past, as well, that mini cement
plants with low brand value and image are not able to survive against the cement
giants. With a population of more than 100 billion people, it is expected that cement
industry will create another 25 lakhs jobs in the next 4-5 years.
TECHNOLOGY
VSICS 14
From mining to production the entire process depends on technology. The
Government of India plans to study and possibly acquire new technologies from the
cement industry of Japan. The government is discussing technology transfer in the
field of energy conservation and environment protection to help improve efficiency of
the Indian cement industry. Cement industry has made tremendous strides in
technological up-gradation and assimilation of latest technology. At present 93% of
the total capacity in the industry is based on modern and environment-friendly dry
process technology.
Porter’s “5 FORCES” FRAMEWORK
1. RIVALRY AMONG EXISTING PLAYERS (High)
The Indian cement industry has large number of cement producers thus making it a
low concentration market. The four biggest cement players in the Indian cement
VSICS 15
industry are: Large number of players, Overcapacity, High degree of product
homogeneity, High storage cost and high exist barriers, creates intense rivalry among
the firms.
1. ACC+ Ambuja (Holcim Group)
2. Grasim + Ultratech (A V Birla Group)
3. India Cement
4. Madras Cement
5. Lafarge
2. THREAT OF NEW ENTRANTS (High)
The existing companies are pushing hard to expand their production capacity to face
the rising competition. With the announcement of the Indian Government in the budget for the
FY 2010-2011 to pump in more than Rs.1.73 trillion in infrastructure, the cement industry
becomes a very attractive market to enter, thus increasing the threat of new entrants.
Although the investment to set up a cement plant is huge, still looking at the future
opportunities Indian steel and infrastructure giants like Jindal Steel works and Reliance Group
are also eyeing a share in this huge market.
Acquisitions by foreign cement giants in Indian Cement Industry Since 1999
S.No New Entrant Country Purchased
1 Holicim Ltd Switzerland Ambuja Cement & ACC Cement
2 Lafarge Cement France o Raymond Cement

o TISCO (TATA Cement)
3 Italcementi Italy Zuari Industries
4 Heidelberg Germany o Indo-Rama Cement

o Diamond Cement
Companies that have announced their plans to enter the Indian Cement Industry in
future
VSICS 16
S.No Future Companies Current Business
1 Reliance ADAG o Infrastructure

o Power etc.
2 Jindal Steels o Steel
3 Murli Agro o Agro Products
3. THREAT OF SUBSTITUTE PRODUCTS OR SERVICES (Low)
Timber is also being considered as one of the substitutes of cement. In many
countries like Japan, Indonesia, Singapore etc are now using timber in construction
since those areas are high earthquake affected. They now prefer timber which is cheap
and long lasting for years.
4. BARGAINING POWER OF BUYER (Low)
The boom in the infrastructure industry of India has benefitted the cement industry
immensely. In the present day context, cement producers have become more powerful
than buyers. In the current situation, most of the companies are moving into direct
marketing, thus removing middlemen. Despite enough competition, due to high
institutional demand of cement, small-time buyers are usually targeted as a secondary
market by the cement companies. Thus, buyers are not left with much bargaining
power.
6. BARGAINING POWER OF SUPPLIERS (High)
The basic raw materials used in the cement manufacturing process are limestone,
sand, shale, clay, and iron ore. The main material, limestone, is usually mined on site
VSICS 17
while the other minor materials may or may not be mined there. Since all the raw
materials are natural resources, they are under the Government’s control. Companies
have to buy rights from the government to set-up the cement plant. So there are no
such suppliers in the cement industry.
VSICS 18
COMPANY
PROFILE
Corporate Profile
VSICS 19
ACC (ACC Limited) is India's foremost manufacturer of cement and concrete. ACC's
operations are spread throughout the country with 16 modern cement factories, more
than 40 Ready mix concrete plants, 20 sales offices, and several zonal offices. Its
current production capacity stands at 26 million tons per annum and it will touch 30
million tons a year by the end of this year. It has a workforce of about 10,000 persons
and a countrywide distribution network of over 9,000 dealers. Since its inception in
1936, the company has been a trendsetter and important benchmark for the cement
industry in respect of its production, marketing and personnel management processes
ACC’s brand name is synonymous with cement and enjoys a high level of equity in
the Indian market. It is the only cement company that figures in the list of Consumer
Super Brands of India.
ACC has also extended its services overseas to the Middle East, Africa, and South
America, where it has provided technical and managerial consultancy to a variety of
consumers, and also helps in the operation and maintenance of cement plants abroad.
ACC is among the first companies in India to include commitment to environmental
protection as one of its corporate objectives, as far back as 1966 long before pollution
control laws came into existence.
VSICS 20
Company Vision
VSICS 21
VSICS 22
HERITAGE - A Corporate Saga

ACC was formed in 1936 when ten existing cement companies came together under
one umbrella in a historic merger – the country’s first notable merger at a time when
the term mergers and acquisitions was not even coined. The history of ACC spans a
wide canvas beginning with the lonely struggle of its pioneer F E Dinshaw and other
Indian entrepreneurs like him who founded the Indian cement industry. These
companies belonged to four prominent business groups – Tata’s, Khatau’s,
Killick Nixon and F E Dinshaw groups. ACC was formally established on August
1, 1936. Sadly, F E Dinshaw, the man recognized as the founder of ACC, died in
January 1936. Just months before his dream could be realized.
VSICS 23
F. E. Dinshaw
The founder of ACC
Sir Nowroji B Saklatvala was the first chairman of ACC. The first Board included
distinguished luminaries of the Indian business world of the time – names like J R D
Tata, Ambalal Sarabhai, Walchand Hirachand, Dharamsey Khatau, Sir Akbar
Hydari, Nawab Salar Jung Bahadur and Sir Homy Mody among others.
ACC's First Board Meeting in 1936 at The Esplanade
A Strategic Alliance
Between the years 1999 and 2000, the Tata group sold all 14.45 per cent of its
shareholding in ACC in three stages to subsidiary companies of Gujarat Ambuja
Cements Ltd (GACL), who are now the largest single shareholder in ACC.
HOLCIM - a new partnership
VSICS 24
Holcim announced its plans to enter into a long-term strategic alliance with the
Ambuja Group by acquiring a majority stake in Ambuja Cements India Ltd. (ACIL),
which at the time held 13.8 per cent of the total equity shares in ACC. An open offer
was made by Holcim Cement Pvt. Limited along with Ambuja Cements India Ltd.
(ACIL), following which the shareholding of ACIL increased to 34.69 per cent of the
Equity share capital of ACC. Holcim is the world leader in cement as well as being
large suppliers of concrete, aggregates and certain construction-related services. The
group has its headquarters in Switzerland with worldwide operations spread across
more than 70 countries.
Products
The company manufactures Portland cement for general construction while its
blended products, acknowledged for outstanding durability, include fly ash and slag-
based cements.
Both these varieties of cement offer high quality and special properties that defy the
harshest environments. In addition to conserving valuable mineral resources and
reducing waste, these blended cements also help cut down the emission of carbon
dioxide and assist in checking global warming.
ACC is sensitive to consumer needs. When the company realised that large
construction activities would require large amounts of cement it set up the country’s
first facility for distribution of cement in bulk, as far back as 1956.To meet the needs
VSICS 25
of other consumers it introduced cement in small 25 kilogram bags as also jumbo
bags of one metric tonne. ACC was also the first company in India to introduce Ready
Mix Concrete on a commercial basis. A transit concrete mixer is now a familiar sight
in India’s major cities. Ready Mix Concrete and Bulk Cement have enabled the
construction industry to introduce sophisticated practices for the speedy completion of
large infrastructure projects.
PERFORMANCE OF ACC LIMITED
VSICS 26
When we scrutinize the performance of ACC CEMENT from the key indicator like
sales volume, we find that there is decline in the percentage growth rate of sales.
There is a small increase in production capacity of the organization with almost

constant capacity utilization
When we look at the figures of PAT & PBT we find a constant growth in percentage
expect in the year 2008.
VSICS 27
DAMODHAR CEMENT WORKS (DCW)
DCW previously known as Damodhar Cement & Slag Ltd. (DCSL) was originally
promoted by M/S.SAHOO-JAIN & CO. In the year 1983; it became a joint venture of
M/S.CEMENT CORPORATION OF INDIA LTD. and M/S. WEST BENGAL
INDUSTRIAL DEVELOPMENT CORPORATION. CCI was holding 51% of share
in DCSL. In the year 1992 CCI became 90% of equity holder. At that time production
capacity of DCSL was 2.70 LTPA. DCSL have another unit within M/S.IISCO
premises with slag granulating capacity of 5.00 LTPA. Due to delay in starting
commercial production & delay in project completion, DCSL suffered a substantial
VSICS 28
financial loss. Besides owing to non-supply of clinker by CCI the factory could not be
operated at 100% capacity which also caused losses to DCSL. Owing to this DCSL
started financially crippling and ultimately it was declared sick in 1994 and referred to
BIFR for its revival. The Associated Cement Companies limited took over the
management of DCSL as per sanction scheme of BIFR in September 1996. after take
over of DCSL by M/S.ACC production capacity has increased from 2.70 LPTA to
5.25 LPTA in November, 1998 by installing two more cement mills and one more
packer in the cement mill and packing plant respectively. Several bag filters were also
installed as pollution control measures. The name of DCSL was changed as DCW in
the year 2008.
Total number of employees in DCW
CGP SGP TOTA
VSICS 29
L
INCLUDING 1
OFFICER 31 1 32 FEMALE
PERMANENT INCLUDING 4
WORKER 168 40 208 FEMALE
ON CONTRACT 156 9 165
TOTAL 355 50 405
As on 25.6.2010
A.WORK-LIFE BALANCE (WLB)
Work life balance may be defined as the conflicts between the demands of work
and the demand of personal life (family commitments, leisure time activities etc).
Work-life balance is a broad concept including proper prioritizing between "work"
(career and ambition) on one hand and "life" (pleasure, leisure, family and spiritual
development) on the other. Related, though broader, terms include "lifestyle balance"
and "life balance".
The phrase Work Life Balance owes its origin to Working Women Association in UK
dating back to 1970 but it got popularized from mid 1980s.Work related pressures and
demands have been consuming far too much of the employees leaving them with no
time for family & leisure. Poor time management, delegating skills and last but not the
least, the diehard attitude towards the work is cited as the reasons for employees
getting into stressful situations. The growing competition due to globalization is
adding fuel to the fire. The consequences are rise in attrition rate, strained domestic
relation leading to divorces and the worst of all life threatening ailments. It also
VSICS 30
increases work place violence, alcoholism, absenteeism. Now the questions arises that
whether one works to live or live to work only. Commuting to & from workplace has
also become stressful & tiresome experience involving long hours of personal life.
Women employees suffer most, trying to balance between office & personal work. As
more employees are falling sick due to work related stress, organization have now
realized the need to make them feel at home even at work. They have taken various
initiatives like recreational facilities, flextime, gymnasium, family holiday package,
meditation & yoga centres .No career success can be enjoyable if it comes at the cost
of the family life. Ensuring quality time with family should be the joint effort by the
employee & the management.
The meaning of work/life balance has chameleon characteristics. It means different
things to different groups, and the meaning often depends on the context of the
conversation and the speaker’s viewpoint.
The following are working definitions of terms used regarding work/life balance;
some definitions overlap and some are continuing to evolve.
• Work/family: a term more frequently used in the past than today. The current
trend is to use titles that include the phrase work-life, giving a broader
work/life connotation or labeling referring to specific areas of support (e.g.,
quality of life, flexible work options, life balance, etc.)
• Work-family conflict: the push and pull between work and family
responsibilities.
VSICS 31
• Work-life balance from the employee viewpoint: the dilemma of managing
work obligations and personal/family responsibilities.
• Work-life balance from the employer viewpoint: the challenge of creating a
supportive company culture where employees can focus on their jobs while at
work.
• Family-friendly benefits: benefits that offer employees the latitude to address
their personal and family commitments, while at the same time not
compromising their work responsibilities.
• Work-life programs: programs (often financial or time-related) established
by an employer that offer employees options to address work and personal
responsibilities.
• Work/life initiatives: policies and procedures established by an organization
with the goal to enable employees to get their jobs done and at the same time
provide flexibility to handle personal/ family concerns.
• Work-family culture: the extent to which an organization’s culture
acknowledges and respects the family responsibilities and obligations of its
employees and encourages management and employees to work together to
meet their personal and work needs.
VSICS 32
B.ATTITUDE
Attitudes are evaluative statement either favorable or unfavorable concerning object,

people or events. This reflects how one feels about something. When someone says he
likes his job, he is expressing his attitude towards work
Types of attitude
• Job Satisfaction:-It refers to an individual general attitude towards his or her
job. A person having high level of job satisfaction holes positive attitude
towards the job, while person who is dissatisfied with his job holds a negative
attitude towards the job. Job satisfaction describes how content an individual
is with his or her job. The happier people are within their job, the more
satisfied they are said to be. Job design aims to enhance job satisfaction and
performance; methods include job rotation, job enlargement and job
enrichment. Other influences on satisfaction include the management style and
culture, employee involvement, empowerment and autonomous work groups.
Job satisfaction is a very important attribute which is frequently measured by
organizations. The most common way of measurement is the use of rating
scales where employees report their reactions to their jobs.
• Organizational Commitment:-It is the degree to which an employee
identifies with a particular organization and its goals and wishes to maintain
membership in the organization.
VSICS 33
Organizational commitment in the fields of Organizational Behavior and
Industrial/Organizational Psychology is, in a general sense, the employee's
Prior studies have made to understanding on the relationships of work-life
balance as a concept towards employees attitudes due to the discrepant results in
examining the direct effects of work-life policies alone towards work attitudes,
e.g. attitudes. Tompson and Werner (1997) reported work–family facilitation to
be related to job satisfaction & active organizational commitment,
Consequently incompatible findings in the studies of work-life programs (i.e.
flexible work options; part-time work and flexible hours arrangements) warrants
the usage of work status congruence (person-job fit) construct which examine
the match between preferred and actual status, schedule, shift and hours as the
vital antecedents of work-life balance (job-life fit) and work-related attitudes.
psychological attachment to the organization.
• Job Evolvement:-The degree to which a person identifies with his or her
job, actively participate in it.
• Job Engagement: - Employee engagement, also called work engagement or
worker engagement is a concept. An "engaged employee" is one who is fully involved
in, and enthusiastic about, his or her work, and thus will act in a way that furthers their
organization's interests. Job engagement is job involvement with job satisfaction
Work- Life Balance and Work-Related Attitudes

Leads to
VSICS 34
Satisfactio
n towards Job satisfaction
WLB
C. Need for work-life balance practices
The concept of work-life balance has gained considerable importance due to
demographic and sociological trend changing employee perception of work,
workforce diversity, changing role of men & women and skill shortage. There has
been a considerable need felt for the introduction of work-life practices by the
organizations due to shift in interest of employee from extrinsic to intrinsic rewards.
The demands for such practices increasing at an unprecedented rate.
• The quality of work improves and the productivity rises as they are more
focused on work.
• There is reduced number of sick leaves, as the employee stay healthier.
• The recruitment and training cost can be brought down due to improved staff
retention.
VSICS 35
D.WHO BENEFITS FROM WLB
Work life balance may be defined as the conflicts between the demands of work and
the demand of personal life (family commitments, leisure time activities etc).When
either side become unbalanced for extended period of time, the effect is likely to
manifest in healthy symptoms (fatigue, stress, depression).It is the phenomenon of
margin and overload .Humans can handle a number of task at a time .Yet we
continually increases the number of task, until we have exceeded our threshold. The
result is in frustration .Exceeding our threshold is what is overload. The cure is the
margin, the space between load and our limits. The multiple roles that an individual
fills as a worker and the family members are in conflict with each other due to the
limited amount of time and energy individuals have to spend on each of the roles.
VSICS 36
• Family friendly policy not only reduces work family conflict, but also
positively influences important job satisfaction and commitment.
• This may result in increase organizational commitment as employees perceive
the organization cares about their well being.
• Working with employees to encourage a healthy work life balance to appear to
benefit both employees and organization. The time poverty, which bags the
question the true cost of our success.
• Although retaining employees and keeping them healthy always has invaluable
to organization, the retention and health of personals take son increased
importance such unstable organization times.
VSICS 37
E. Consequences of Work - Life Imbalance to an Employee
Imbalance in WLB for an employee affects them in long term. The effect is likely
to manifest in healthy symptoms (fatigue, stress, depression)
• Reduced work and family satisfaction
• Increased psychological strain symptoms
• Reduced positive affect and well-being
• Increased work withdrawal (lateness, absenteeism) and consequently,
Decreased work performance
• Increased physical health symptoms – insomnia, fatigue, headaches, heart disease, etc.
F. Consequences of Work - Life Imbalance to an Employer
• Turnover of the organization increases.
• There is decrease in job satisfaction within the employees.
• There is increase in absenteeism of the employees.
VSICS 38
• There is also decrease in organizational commitments of the employees.
G.WHOSE BABY
Dependence on the core competency and outsourcing unproductive area of activity is
the success of most firms across the globe. We have too many laws for organised
sectors. The theoretical necessity of WLB is well accepted in the corporate sectors, but
when it comes to practising the same, everyone concerned tends to be passing the
buck .But the fact that unless & until a whole some effort is not percolated through the
industries irrespective of there size origination & culture and a level playing field is
offered ensuring WLB will remain an elusive goal. The role of the organization, the
industry, the employee and the regulator is equally important for harnessing the
culture of WLB in a firm .The role of the government is to act as facilator, by
making timely legislative changes whenever necessary and by keeping a close eye to
international work force practices. This will ensure that while the essence of business
is not diluted the interest of work forces is fully protected
VSICS 39
H. ROLES OF DIFFERENT PARTIES FOR MAINTANING WLB
1. ROLE OF ORGANIZATION IN ENSURING WLB
Out of multiple players the most significant player is the organization itself ,ensuring
proper WLB. It starts from the mission and value statement of the organization which
is important to showcase its thought process and level of its people orientation. There
may be numerous tools for adopting WLB culture by the organization stating from
morning yoga session to a flexi work time to holding a family day in the office.
It is the time to that organization must start realizing the hidden cost involved in
perpetually subjecting the employees to stress .Such employees may quit because of
stress as soon as they find alternative job or else might effect there performance, both
of which have negative impact on the company ,combating this is essential and the
firm need to be proactive in addressing the problem of professional burn out before it
is to late. The energized motivated and skilled work force is the biggest asset that the
firm could hole to have and it could decide a firm long term success of failure.
2. ROLE OF EMPLOYEES IN ENSURING WLB
.An employees can decide the amount of time to be spent on each work. There is a
growing consensus that working hard is not a synonymous with working long. The
employees need to use time more efficiently to meet target so that he can maintain
commitments out of his work periphery. The self awareness self belief ,and self
VSICS 40
containment of the employee also contribute significantly in ensuring WLB .The
leisure period should be manage skept available smartly so that an hour of the day is
kept available each for self enrichment and work out ,both of which act as key de
stressor.
3. ROLE OF FAMILY IN ENSURING WLB.
The structure of family has shifted from joint family to nucleus family, with most
three or four members. Employees expect to their family to understand their work
demands and the competition prevailing the work situation. They expect support and
cooperation from their family, specially working on important assignment. The
spouses must respect each other work to ensure less conflict and ensure better team
work within the family which is the key requirement for WLB.
4. ROLE OF INDUSTRY IN ENSURING WLB
These days in the corporate circle, there a lot of about CSR. Often the CII arrange big
seminars on CSR.CSR initiative are welcome, but what about corporate domestic
responsibility (CDR).The rapid technological intervention have added new tension of
occupational hazards. Along with CSR, side by side CDR also must be maintained.
5. ROLE OF GOVERMENT IN ENSURING WLB
A lack in synchronization between domicile life and work life causes a great personal
and financial hardship, both to the individual and the company. It also negatively
affects the growth of the nation in the long run. So the government must have
periodical look at the changes in the people practices of the firms and ensure that they
maintained a motivated, satisfied productive & equitable workforce.
VSICS 41
6. THE ROLE OF HR IN MAINTAINIG WORK LIFE BALANCE
The employees are concerned about several things in private life and some of them are
very important and sensitive. These need the attention of the employee and some of
them also need that of organization. The change in the lifestyle of the society and the
priorities and the career plans of the individuals are setting a new trend and demand in
life.
The measures should be realistic and productive rather than a mere lip service. The
measure should really help the employees to use his creativity and talent, since most
distracting issues have been taken care by providing convenient office environment so
that the employees can work at his full potential.
VSICS 42
I.A Glance on the Selected International Approaches to Improve

Work-Life Balance
Netherlands, Denmark and Sweden have developed policies and legislation to support
workers' ability to balance work with other interests and responsibilities, primarily
with respect to care giving. Even though these countries have not developed a targeted
approach to work-life balance issues, they have historically been involved in
implementing strategies and legislation that help alleviate work-life conflict and
support workers' ability to provide care. The Adjustment of Hours Law (2000) gives
Dutch workers the right to request a shortening or lengthening of their normal working
hours. As a rule, employers are obliged to grant such a request unless a substantive
business reason to refuse it exists. Moreover, employers are generally not allowed to
demand to know the reasons behind the request.
Denmark's policy approaches have supported women's and men's participation in the
labour force through measures that accommodate parents' need to care for their
children and workers' desire to take leave from work to pursue educational goals and
other interests.
A law to reduce the statutory work week in France from 39 hours to 35 hours was
introduced in 2000 for companies with more than 20 employees and in 2002 for
companies with 20 employees or fewer. Since this law came into effect, a number of
amendments have been made. One amendment increases the amount of overtime that
can be worked without special authorization from a labour inspector from 130 to 180
hours per year.
VSICS 43
Belgium's Minister of Labour has been working on modernizing the organization of
work for the past few years. One of the Minister's two objectives for developing more
flexible working time is to better coordinate paid work with private and family life. In
order to improve work-life balance and increase employment, especially amongst
women and workers over the age of 50, the Minister introduced a system of "time
credits" for private sector employees in 2002.
The U.S. labour market tends to be characterized by long work hours, short vacations,
limited availability of parental leave, and restricted state or employer support for
childcare Besides the Family and Medical Leave Act (1993), which gives working
families the right to take unpaid leave to meet essential care giving responsibilities
without the risk of losing their jobs or imposing undue burdens on employers, the U.S.
generally leaves the implementation of work-life balance practices up to the discretion
of individual employers.
VSICS 44
J.THE WLB INITIATIATIVES AT DCW
The DCW Management recognizes the WLB as an important tool and for which hold
many activities for its employees.DCW Management considers every employee as a
valued asset of the Company. The Management, as such, always thinks for betterment
of each individual employee.
However, it has been viewed that the employee of DCW in addition to his normal
salaries and permissible perquisites get benefits like conveyance facilities etc. make
him feel good in his/her
workplace.
Besides above, in DCW there

Figure 1
are occasions where
Cultural Program on
employees and Independence their families
get day at DAV public School opportunities to
hold cultural, social and
religious program for
more association
amongst themselves.
• Gives also financial support to employees during needs in the form of
loans/advance for House building medical treatment, education of children’s etc.
• Every year the management organises Yoga training program for the
employees for medicine free life.
VSICS 45
• The plant has sponsoring D.A.V. Public School (a primary school) with in the
DCW colony for the employees.
• The management has built a huge recreation club, spending almost 25 lacs,
with all facilities like gym, indoor game arrangements and a large auditorium.
• The management has provided flood light in the Football ground for better
visibilities as well as to organize matches in the night.
• Every year Ladies Club organizes picnic well supported by management
• In DCW there is Guest House facilities available for employees like Co’s
guests.
• Management organizes Annual sports day on every republic day i.e. on 26th
January.
• Management provides a school bus service to Loyola School Taldanga
• Occasionally management screen movie in the new recreation club.
VSICS 46
RESEARCH
METHODOLOG
Y
VSICS 47
A.STATEMENT OF PROBLEM:-
To study the work life balance of the DCW employees & its impact on job related
attitudes.
B. OBJECTIVES OF THE STUDY
Objectives of study are;
A) To measure the work life balance of the DCW employees.
B) To analyze the impact of Work Life Balance on job related attitudes.
C. SCOPE OF THE STUDY
Each and every project study along with its certain objectives also has scope for
future. And this scope in future gives to new researches a new need to research a new
project with a new scope. I have observed the following scope in my project:
• It can help in understanding the impact of WLB on behaviour on the
employees at the work place.
• To understand how the policies related to WLB should be drafted so that it can
help employee’s enhance employee’s potential at work.
• It can help to pick the employees who need time management training.
D. HYPOTHESIS:-
VSICS 48
Hypothesis is an assumption to be proved. Hypothesis is a formal statement
for a researcher that he intent to resolve.
Hypothesis:-
Ho: - The employees of DCW are neither satisfied nor dissatisfied with their Work
Life Balance.
E. RESEARCH DESIGN
A research design is the arrangement of condition for collection and analysis of
data in manner that aims to combine relevance to research purpose with economy
in procedures. My research is Analytical & descriptive in nature.
F). SAMPLE DESIGN
Sample design is a definite plan of obtaining some items from the whole population.
The sample design used in this project is Simple random sampling.
1) Population:-
Total number of permanent employees of Damodhar Cement Works (A unit of
ACC LTD.) At present there are 240 employees as on June 25, 2010 working in
the plant.
2) Survey population:-
This is an operational definition of the target population; that is target
population with explicit exclusions. The primary data was collected exclusively
from cement grinding plant (CGP). In the week primary data was collected 196
VSICS 49
employees are accessible, i.e. 2 employees are on medical leave, 1employee
was on training at outstation.
3) Sample Unit:-
It refers to the individuals who are to be surveyed in the study and it is the
employees of DCW.
4) Sampling Technique:-
Simple Random sampling technique is used in our research that in which
each element in the population have an equal chance of getting selected.
5) Sample size
It refers to the number of employees to be surveyed for this topic, in the study 100
respondents people were surveyed and responses drawn.
G. Data Collection:-
The primary data is collected on the basis of survey method with the help of
questionnaires, and interviews, direct consultation with employees of DCW.
With the help of questionnaire consists of list of questions to be asked from the
respondents and the space provided to record the answer / responses. Questionnaire
can be used for the personal structured interview. This becomes a medium of data
collection the choice among these alternatives is largely determined by the type of
information to be obtained and by the type of respondents from whom it is to be
obtained.
VSICS 50
The common factor in all varieties of the questionnaire method is this reliance on
verbal responses to question, written or oral.
Secondary data was even collected from different HR Journals & books.
H. Questionnaire Formulation
Questionnaire in the project consists of:
 Multiple choice questions
 Dichotomous
• MULTIPLE CHOICE QUESTIONS:
Questions of this type offer the respondents an alternative to
choose the right answer among others. It is faster, time saving and less biased. It also
simplifies the tabulating process.
• DICHOTOMOUS:
These are the questions which are Boolean in nature.
These answers are straightforward and respondents have to answer them in a straight
way. That means the answer can only be either ‘Yes” or ‘No’.
The scaling technique used in the questionnaire was the Non-Comparative Scaling
technique. Under Itemized Rating we used the Likert Scale where we asked the
questions for which the respondents would had to answer on the scale of never to
VSICS 51
always, and for the satisfaction level of the employees highly dissatisfied to highly
satisfied
I. Method of data analysis

Classification and Tabulation of the Data
The raw data obtained from questionnaire undergone preliminary preparation before it
can be analyzed using statistical techniques. The quality of results obtained from
statistical techniques and there subsequent integration depends to a greater degree on
how well the data were prepared and converted into a form suitable for analysis. The
data after collection has to be processed and analyzed in accordance with the outline
laid down for the purpose at the time of developing the research plan.
The processing operation includes:
• Editing: Editing of data is a process of examining the collected raw
data to detect errors and commissions and to correct them whenever possible.
• Coding: The process of assigning numerals or other symbols to answers so
that responses can be put into a limited number of categories in order to make
the analysis strong and effective.
• Classification: The process of arranging data in groups or classes on the basis
of common characteristics.
• Tabulation: Comprises sorting of data into different categories and counting
the number of cases belonging to each category.
VSICS 52
J. Tools and Techniques
As no study could be successfully completed without proper tools and techniques,
same with my project. For the better presentation and right explanation I used tools of
statistics and computer very frequently. And I am very thankful to all those tools for
helping me a lot. Basic tools which I used for project from statistics are Bar Charts,
Pie charts & Tables
Bar charts and pie charts are really useful tools for every research to show the result in
a well clear, ease and simple way. Because I used bar charts and pie charts in project
for showing data in a systematic way, so it need not necessary for any observer to read
all the theoretical detail, simple on seeing the charts anybody could know that what is
being said.
K. Technological Tools
Application software Ms- Excel &Ms-Word of Microsoft help me a lot in making
project more interactive and productive.
VSICS 53
DATA
ANALYSIS
VSICS 54
1. Classification of Respondent According To Their Gender.
Among the respondent there where 97 males &3females.
2. Classification of Respondent According To Their Work Status.
Out of 100 respondent 75 respondent belong to Non management staff & 25 from the
management staff .During the survey,when I asked the respondendents that do you
works in shift,46 repleyed positively in Non Management staff out of 75
respondent.All the management staff employees work in only general shift only.
3.Response of Employees on Their Likeability Of Work
VSICS 55
When respondents were asked that do you work more than you like to do at work
80% Management staff of employees responded positively while in Non Management
staff 48% of the respondent replied positively. But the employees suggested that the
organization don’t force him work more rather they do willingly or in overtime.
4.Response of Employees on Level of Botheration Felt During Their
Working Hours.
VSICS 56
When respondents from Management staff were asked that do you ever feel tired or
depressed because of work, 20% said never,12% said rarely,56% said sometimes,4%
said often,8% said always.
VSICS 57
When the same question was asked to the respondent of non management staff,
49 % of them never get depressed or tried because of their work, 28% feel tried or
depressed rarely,20% of them feel sometimes,3% feel often, But no one feel
depressed always.
Thus this clearly states that Management staff is under more depression & felling
more tried then the non management staff.
VSICS 58
6.Response of Employees on Spending Time With Family.
When non managemant staff were asked do you misss any quality time with your
family and friends,52% of people responded sometimes,while 17% responded
rarely,9% responded never,8% responded often,7% responded always.
VSICS 59
When the same question was asked from the management staff,then 59 % of them
replied sometimes,17 % said rarely,8% replied on each never,often & always.
7.Response of Employees about Worry of Their Office Work
When asked how often you worry about work, when actually you are not at
work,60% replied sometimes,20% said always,8% said often,12% said rarely ,none
responded never.
VSICS 60
When the same question was asked from Non management staff 49% said
sometimes,16% said often,15% said rarely,13% never,7% said always.
Thus it gives clear indication that Management staff worry or think about the work
more than Non management staff when they are not at work.
VSICS 61
8.Response of Employees on Availability of Holidays
When Management staff was asked that how easily you get holidays, 36% responded
Sometimes,24% said rarely,20% said often,12% always, while 8% said Never.
When the same question was asked to the non managenment staff, 34% said
sometimes,33% said Always,15% said often & only 5% of employees of Non
management staff said that they never get holidays.
VSICS 62
9.Response of Employees on About Satisfaction Level of Their Work-
Life Balances.
When employees of DCW of Management staff were asked to tell about satisfaction
level of Work-Life Balance,28% were Neutral with their WLB, while 72% were
satisfied with their WLB.
VSICS 63
When the same question were asked to the Non Management staff 80% were satisfied
with their WLB,10% were Neutral about their WLB,8% were Highly satisfied & 1%
were Dissatisfied & Highly dissatisfied.
VSICS 64
10.Response of Employees on Impact of WLB on Employees
Engagement.
When employees were asked what is the impact of WLB on employees
engagement,46 %said that it increases a employees engagement a great deal.38%
said it has a much impact ,while 13% said Somewhat & only 35 said little.
11.Response of Employees on Impact of WLB on Their Job
Satisfaction.
When employees were asked about the impact of WLB on their job
satisfaction,53% employees said that it increases job satisfation with a great deal,37 %
said that it has a much impact,while 8% said that somewhat & only 2% said little.
VSICS 65
12.Response of Employees on Impact of WLB on Absenteeism.
When employees were asked about the impact of WLB on absenteeism,48% of
employees said that it increases absenteeism a great deal,while 35% said that it has
Much impact,while 11% said impacts some what while 6% said it has little impact.
VSICS 66
13.Response of Employees on Impact of WLB on Organizational
Commitment.
When employees were asked the impact of WLB on organizational commitment,55
% said that its impacts much,while 36 % accepteted that it has much impact on
it.While 7 % said that it effects somewhat & only 2 % said that it effects little.
14.Response of Employees on Spare Time With Friends.
When maangement staff asked if they get time to spend time with friends,52% said
that they get time sometimes to spend with friends.40% said rarely,4% said often,4%
said always,& no one said never.
VSICS 67
When the same question was asked from the non management staff ,31% said
sometimes,24% said rarely,19% said often.17% said always,9% said never.
15.Response of Employees on Getting Back At Home .
When employees of management staff were asked ,if they reach home on time,36%
said rarely ,28% said sometimes,16% said always,12% said never,8% said often.
VSICS 68
When the same question was asked to the non management staff, 56% employees
employees said always,20% said sometimes,21% said often,but no said never
16.Response of Employees of Dedication of Time for Their Personal
Work.
VSICS 69
When employees of Mangement staff were asked wether they get time to take care
of personal work,52% said always,32% said sometimes,4% said often,12% said
rarely,4% said often ,but no one said never.
When the same question was asked from Non mangement staff, 80% of them said that
they get time always,11% said often,8% said sometimes,& 1% said rarely.
VSICS 70
17.Response of Employees on Involvement In Sports and Other
Leisure Activities.
When employees wre asked if they get time to play sports and other leisure
activities,48% said sometimes,20% said rarely,12% said always,12% said often& 8%
said never.
When the same question was asked from non management staff ,then 32% said
never,16% said often,23% said always ,9% said rarely,20% said sometimes.
VSICS 71
18.Response of Employees on Involvement in Religious
Commitments.
When employees of Management staff were asked that if they get time to fulfil, their
religious commitments & take part in community activity, 32% said
always,24%said often,8%said never,8%said rarely,28%said sometimes.
VSICS 72
When the same question was asked from non maangement staff ,then 47%said
always,21%said sometimes,13%said often,11%said rarely,8%said never.
VSICS 73
19.Response of Employees on Spending Leisure Time With Family &
Friends
When employees of management staff were asked if they get time to spend with
family and friends,44%said always,20%said rarely,20%said sometimes,12% said
often &1 %said never.
When the same question was asked from the non mangement staff,73%said they get
always time to take care of their of family.10%said often,9%said
sometimes,4%rarely,4%said never.
VSICS 74
20.Response of Employees on Impact of Work on Their Sleep
When management employees were asked if their work effects sleep,8%said
always,28%said rarely,24%said sometimes,16% said often & 24% said never.
When the same question was asked from non management employees.62%said never,
16%said rarely,55said always,13%said sometimes,4% said often
VSICS 75
VSICS 76
FINDINGS,
RECOMENDATIO
Ns,
CONCLUSION &
LIMITATIONS
VSICS 77
A.FINDINGS
The expectation of the work force from family is not demanding to ensure work-life
balance. But they expect the reforms from the employer. The employees of DCW are
more or less satisfied with their work-life balance. Even the management is trying its
best to ensure WLB through a number of initiatives. But the organization doesn’t have
any specific policy to maintain WLB. The non management employees working in the
shifts are being able to manage their WLB. The Management staffs are facing
difficulty to manage their Work-life balance in comparison with the Non management
staff. Most employees believe that if the organizational policies are drafted in such
that a way that it would promote it would increase job related attitude in a positive
way.
• It is difficult to get holidays for the employees of management staff.
• Most of the employees were satisfied with their work life balance.
• Even the management staffs rarely get time to spend time with friends or for
other leisure activity.
• Non Management staff reaches home on time more often than management
staff.
• Shift worker get time for themselves and for their family more then those who
work in day shift.
VSICS 78
B.THE RECOMENDATIONS
Understanding the employees work life need and addressing them with creative work
life vision and strategy. Senior management should realize that work life as an
important management strategy and give their commitment towards a new and
innovative work life policy. This can further done by conducting work life assessment
by determining the work life need of the employees ,assess their level of satisfaction
with existing policies ,program and practices and uncover the impact of work life
conflicts on the organization. Drafting appropriate policy and developing
implementation plan into a variety of ways and apprising senior management and the
employees. The management must strive to develop alternative method for achieving
business goals while addressing employees and focus on priority setting and
alignment, culture change, work streamlining organizational redesign & work flow.
Focus on the root cause of work life conflicts and devising solution them identify rigid
&inert work place value and change them. The firm management must focus on
training of managers & employees on work life objective and supporting the
successful implementation without undermining business goals .Conduct personal
interview to know the acceptance of new arrangement. Frequently conduct the work
place audit to know the appropriateness of policies and practices with that of new
work life arrangement.
VSICS 79
RECOMENDATION TO KEY PARTIES IN MANTAINING WORK

LIFE BALANCE
INDIVIDUAL
• Identifies personal need and possible solutions.
• Takes responsibilities for discussing need and possible solution with manager.
• Takes responsibility for delivering their own workload as agreed with their
manager.
• Reviews and modifies arrangement as their personal circumstances change.
Union
• Promote work life balance to members and employers.
• Articulate the collective interests of members in work life balance issues.
• Works in partnership with employer to develop a work live balance and to
improve work balance in organization.
• Lead’s member’s participation in developing work life balance solutions.
• When required, assist individuals to negotiate work life balance solutions.
VSICS 80
HR MANAGER
• Develop a work life balance strategy that meets the demand of both the
employer and the employees.
• Ensure work life balance is embedded in all HR policies.
• Support individual’s manager to improve work life balance in the organization
and find the solutions to employees work life balance need.
• Ensure training on work life balance principles.
• Payment against casual leave should not be promoted, not even the overtime
work.
• The culture of expecting the subordinate to remain present in the office till the boss
leaves must not be endorsed.
Chief Manager
• Set the environment that will make work-life balance work.
• Leads the development of the work-life balance strategy.
• Practices like payment of double wages far engaging people beyond schedule
hour must be discouraged
C. Limitation of the Study
VSICS 81
Every work has its own limitation. Limitations are extent to which the process should
not exceed. Limitations of this project are:-
1. The project was constrained by time limit of two months.
2. The major limitation of the project was that data was collected only from CGP &
not from SGP.
3. The data was collected between the time 9a.m to 9p.m between 15th June to 19th
June ,so data was not collected from those who where working in the night shift
during this period of data collection.
4. The conclusion made is based on a sample study and does not apply to all the
Individuals.
5. The project does not include the views of supply labour.
VSICS 82
D.CONCLUSION
New policies, programs and legislation that have an impact on work-life balance
continue to be developed around the world. Furthermore, work-life balance is a
relatively new research subject and there remain many rich areas of inquiry to explore.
Further research could include an examination, of policies developed by unions and
employers. Industrial relations play a, significant role .and there are probably many
collective agreement provisions that support work-life balance. Firms have to
developed work-life balance policies that go beyond legal minimum requirements. It
is clear that work-life balance is an increasingly important issue for many
industrialized countries.
VSICS 83
Questionnaire
I, Awadesh Kumar Rai, student of PGDM, VSICS, Kanpur doing Summer Internship
Project on “ A study on the work-life balance of the DCW Employees” at DCW
Madhukunda as a part of study. I request you to provide the required information for
the completion of my study.
I promise that the information is used exclusively for academic purpose only.
1) Personal profile:
A. Respondent No:
B: Sex: - Male: [ ] Female [ ]
C: Age: -
D: No. Of dependent family members:-
2) Please tick (√)
a] Management Staff b] Non management staff
3) Do you work in shifts?
a] Yes b] No
4). Do you spend more hours than you would like to do at work?
a] Yes [ ] b] No [ ]
5) Do you ever feel tired or depressed because of work?
a) Never b) Rarely c) Sometimes d) Often e) Always
6) Do you ever miss out any quality time with your family or your friends
because of pressure of work?
VSICS 84
7) How often do you think or worry about work (when you are not actually at
work or travelling to work)?
a) Never b) Rarely c) Sometimes d) Often e)

Always
8). How easily you get holidays?
9) Please tick the most appropriate option on statements on work life balance.
Sr A Much Somewh Little

No. at
gre
at
deal
1 It increases Employees
engagement
2 It increases job
satisfaction
3 It decreases
Absenteeism
4 It increases
Organizational
commitment
VSICS 85
10) . How big an impact work has on work life balance?
Sr. Alwa Often Rarely Sometim Nev

No ys es er
1 Spending time with

friends
2 Get home on time
3 Take care of personal

work
4 Keep healthy and fit,

play sports other leisure
activities
5 Take part in community

activities or fulfil
religious commitments
6 Take care of family ad

spend time with them
7 Sleep
11) Please rate your satisfaction level with their work life balance?
a] Highly satisfied b]Satisfied
c] Neutral d] Dissatisfied
e] Highly Dissatisfied
12). Suggestion/Comments (if any):
Hypothesis Testing.
VSICS 86
Critical value:-Lower limit =
Critical value: - Upper limit =
Where is the mean and according to the null hypothesis it is equal to 3.
Z is the value of value of level of significance (0.05), which is1.99
S is the Standard Deviation, which is 0.559
n is the no of samples is 100.
Critical value:-Lower limit =
= 3.0 −1.99
= 3.0−0.111
= 2.889
Critical value:- Upper limit =
= 3.0+1.99
= 3.0+0.111
= 3.111
Based upon the survey, the sample mean was 2.13, which is below the lower critical
value, 2.889,thus sample result is significantly beyond the 0.05 level. Thus Null
VSICS 87
Hypothesis was rejected. In other words the employees of DCW are satisfied with
their WLB.
GLOSAARY
DCW- Damodhar cement Works
DCSL- Damodhar cement & slag ltd
OCL:- OCL INDIA LIMITED, (formerly ORISSA CEMENT LIMITED),

VSICS 88
PAT- Profit after taxes
PBT- Profit before taxes
WLB- Work life balance
IISCO- Indian Iron & Steel Corporation Organization
LTPA: - Lakh ton per annum
Bibliography
http://www.acclimited.com/newsite/finance.asp?tag=pis
http://www.acclimited.com/newsite/aboutus.asp
http://www.acclimited.com/newsite/heritage.asp
http://www.acclimited.com/newsite/boarddirectors.asp
VSICS 89
http://www.acclimited.com/newsite/cement.asp
http://www.acclimited.com/newsite/hr.asp
http://www.iloveindia.com/economy-of-india/cement-industry.html
http://business.mapsofindia.com/cement/
http://www.bharatbook.com/Market-Research-Reports/India-Cement-Industry.html
VSICS 90

A Study On The Work Life Balance of The Employees at Damodhar Cement Works (A Unit of ACC LTD.)

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

A Study On The Work Life Balance of The Employees at Damodhar Cement Works (A Unit of ACC LTD.)

Uploaded by

Copyright:

Available Formats

A Summer Training Project on

“A study on the work life

Submitted for partial fulfillment of award of

Under the Supervision of

Dr. Virendra Swarup Institute of Computer Studies, Kanpur

I am highly indebted to Mr.Kaushik Chakroborty, Chief Manager HR(DCW) who

Sr. No. Topic Page No.

2 Cement Industry In India 5

4 Damodhar cement works (DCW) 21

5 Work life balance

7 Limitation of study 24-25

8 Data Analysis 26-31

9 The Recommendations 32-33

understand that and strive for balance in your life."

disadvantages associated with that balance/imbalance can affect multiple levels of

negative impact on “work and life satisfaction, on well-being, mental health, a

physical health and on individual performance in organizations

person who gives their all to the business at hand.

I have chosen ACC Limited as organization as to undergo my study, working with

WLB, its importance in an organization & how it benefits the organization.

Overview of Cement Industry in India

country. The total utilization of cement in a year is used as an indicator of economic

Cement is a necessary constituent of infrastructure development and a key raw

material for the construction industry, especially in the government’s infrastructure

development plans in the context of the nation’s socioeconomic development.

company endeavoured to manufacture cement from Argillaceous (kankar).South India

Industries Limited began manufacture of Portland cement in 1904. Finally it was

production of 1000 installed.

Period of Restriction (1940-1981)

capacity and rising cost.

for cement produced in low, medium and high cost plants.

Partial Control (1982-1989)

The remaining 33.40% was allowed to be sold in the open market.

challenges of free market competition due to the impending policy of liberalization. In

1991 the industry was de licensed.

tonnes per annum (MTPA) both as of March 2009,

China, which produces over 1 billion tonnes of cement annually.

• During 2008-09, total cement consumption in India stood at 178 million

tonnes while exports of cement and clinker amounted to around 3 million

compounded annual growth rate (CAGR) of 9.3% and capacity addition a

CAGR of 5.6% between 2004-05 and 2008-09.

• Even during the economic slowdown in 2008-09, growth in cement demand

remained at a healthy 8.4%.

A Snapshot on the Current Market Scenario of Cement Industry in

During April-September 2009, the Indian cement companies produced 11 MT cement,

expected to reach 236.16 MT in FY11 and 262.61 MT in FY12.

Name ACC Limited

Name Jaypee Group

Name Madras Cement

• High Entry Barriers

players. Moreover, the creation of distribution channel, acquisition of limestone

reserves etc makes entry of new players extremely difficult.

Industry is highly dependent on government authorities for power supply. Cement

industry has been suffering from frequent power cuts.

• Increasing dependence on imported coal

• Growth from newer products - Ready to mix concrete

RMC is a value-added semi-finished product that results in a superior quality concrete.

the construction site.

potential going forward.

• Rising input cost

• Rising interest rate

railway tariffs, freight, royalty and cess on limestone. Interestingly, government