Innovative Hr Practices to Maintain Work Life Balance of Employees

INNOVATIVE HUMAN RESOURCE POLICIES FOR MAINTAINING WORK-LIFE BALANCE OF EMPLOYEES Author pic Mr. Virendra Gadiwar, deteriorate Puja Shedge & Prof. Poonam Vatharkar. INDEX 1. INTRODUCTION 3 1. 1. Background. 3 1. 2 Defining grow progress fit.. . 3 1. 3 meaning. .. 4 2. THEORETICAL FRAMEWORK 5 2. 1 Importance. .. 5 2. Advant epochs. 6 2. 3 Techniques influencing accomplishment keep proportionateness. . 6 3. OBJECTIVE OF CONDUCTING SURVEY7 3. 1 How the subject argona help?.. 7 4. RESEARCH METHODOLOGY.. .. . . 8 4. 1 Method of data collection. .. 8 4. 2 Research methodology.. 8 5. ANALYSIS OF DATA. . 10 5. 1 Tabular Representation. .. 12 5. 2 Diagrammatic Representation. . . 13 6. FINDINGS. .. . 14 7. CONCLUSION. .. 14 1. INTRODUCTION 1. 1 Background The character reference of engage has flipd throughout the world due to economic conditions and social implys. Originally, manoeuvre was a matter of compulsion and survival. Throughout the years, the contribution of giv e has evolved and the composition of the workforce has changed. Today, work still is a necessity only if it should be a source of private merriment as well.One of the vehicles to help provide improvement of personal and professional goals is work-life benefits and programs The issue of work-life proportionality has developed out of demographic and social changes that have resulted in a more(prenominal) diverse, declining workforce, divergent family and work models. Supporting work-life balance (WLB) is seen as a way of attracting and retaining the savvy force indispensable to support economic well-being. In boldnesss and on the home front, the challenge of work/life balance is rising to the top of many employers and employees consciousness.In todays fast-paced society, human resourcefulness professionals seek options to positively impact the bottom line of their companies, improve employee examplee, retain employees with valuable company knowledge, and keep pace with wo rkplace trends. heretofore, experience has shown that policy on malleable work practices needs to be support by strategies to achieve outcomeive implementation. This research provides suggestions and options for Human Resources Managers on developing and managing equitable ductile work practices.It has been knowing to provide practical advice to assist ecesiss in achieving successful implementation of these policies which would be a tell a classify initiative for inclusion in an organizational WLB. 1. 2 Defining work-life balance 1. Work life balance is about effectively managing the juggling act amid paid work and the other activities that argon bring up to people. Its not saying that work is wrong or bad, but that work shouldnt all told crowd out the other things that matter to people like metre with family, participation in federation activities, voluntary work, personal development, leisure and recreation . Working practices that acknowledge and aim to support the n eeds of round in achieving a balance in the midst of their home and works lives 3. people having a measure of fake all oer when, where and how they work. It is achieved when an individuals dependable to a fulfilled life inside and outside work is accepted and respected as the norm, to the mutual benefit of the individual, business and society. UK organization Employers for Work-Life Balance 1. 3 Meaning In recent years there is a dramatic change in much organization with respect to work-Life balance (WLB) which is named as flexible work time accords, the sensitivity of topic is reflected by its idea which is to provide personal work style preferences. This arrangement is famous for job satisfaction, commitment, and engagement of an employee. When we talk about flexibility the source thing which we relate it with is relaxation, relaxation in terms of tasks, duties, responsibility, but when we finically talk about WLB it center that we be talking about nontraditional grea t dockets and work away from campus. in that respect ar a signifi basist percentage of employees already involved in flexible time arrangements that they do not work the standard schedule of 800 am to 500 pm which is being followed by the most of the organization. protean arrangements provide for daily, weekly, periodic, or annual fluctuations in scheduling. Flexible arrangements are a broad term we are not only talking about daily scheduling but it may vary to monthly or even annual rearrangements of time. In flexible arrangements we are not bound to an old conventional standards but a fair customize scheduling. Work-Life Balance does not mean an equal balance.Trying to schedule an equal number of hours for each of your various work and personal activities is usually unrewarding and unrealistic. Life is and should be more fluid than that. Your best individual work-life balance entrust vary over time, often on a daily basis. The right balance for you today will probably be di fferent for you tomorrow. The right balance for you when you are single will be different when you marry, or if you have children when you depress a new career versus when you are nearing retirement. 2. THEORETICAL FRAMEWORK 2. 1 Importance 1) Productivity Managers can accession the productivity of employees by responding to their need to balance work and personal obligations. This positive approach path by managers can ? Inspire appendd loyalty and commitment from employees. ? Retain employees and make savings on the be of employee overturn, information and absenteeism. ? Examine how work-life balance policies affect another variable such as job satisfaction or organizational commitment, and and then correlate these variables to productivity. 2) Job Satisfaction When work chokes into family time, it can create stresses which then extend into the workforce.One meta- compend suggests that there is a consistent oppose relationship between work-family conflict and job sati sfaction. As far as work-life balance policies can reduce the conflict between work and family, they can increase job satisfaction. There is no strong empirical examine of a positive association between high employee satisfaction and high productivity, but job satisfaction does have a clear negative relationship to absence and turnover. A satisfied workforce may be valuable because employees are then less likely to be absent and consequently affect the bottom line.Other commentators suggest that work-life balance policies can increase organizational commitment. Higher levels of organizational commitment are then correlated with light turnover and better job movement. 3) Saving Costs The work-life balance important to reduce for the cost of an organization such as, ? Reduced lag turnover Estimated cost of renew a manager Estimated cost of replacing an employee. Organizations are rest upon the assumption that work-life balance policies will improve rung retention.Reducing sta ff turnover leads to lower costs, as recruiting new staff is a costly process. Staff loss leads to direct costs and indirect cost. Direct cost associated with recruiting, such as advertising, interviewing. However indirect costs associated with the loss of institutional knowledge and contacts. Greater staff retention also reduces training costs. Having staff staying longer in a firm, increases the returns on investments made in their training. There is Cost savings also if work-life balance policies reduce absenteeism. 2. 2 Advantages a. Enables extension of on the job(p) hours. . Improves recruitment and retention of staff. c. Gives some scope to match peak staffing with peak demand for departments where the work figure is unpredictable. d. A staff is able to fit domestic commitments in around the start or finish of the ordinary working day. e. Staff is able to miss the worst of the rush hour. f. Choosing to work early or late when there are fewer interruptions. g. Staff able to log surplus hours worked and takes time back later. h. Staff able to consolidate credit hours into a half-day or day off. 2. 3 Techniques Influencing Work-Life Balance SR. NO. TECHNIQUES DESCRIPTIONS 1 flexible work agreement An agreement documenting specific flexible working arrangements negotiated between an individual employee and workgroup manager, signed by the employee and workgroup manager, and approved by the corporate manager 2 flexible working Flexible working arrangements define the flexibility in working conditions available to contract groups arrangements of employees and the parameters within which individual agreements can be negotiated 3 flexi time A flexible arrangement of working time, which allows employees to negotiate how and when hours will be worked within limits and conditions set by the corporate manager. 4 compressed weeks An arrangement which enables employees to exchange an agreed reduction in their salary over a specified period for spea r carrier periods of leave. The period or periods of purchased leave are planned in advance and funded by salary deductions dispersed evenly over the total period of the agreement. 5 job share An arrangement where one regular job is shared between two or more people. Each person works irregular on a regular on-going basis. 6 Part time in basic terms this applies to staff who work fewer hours than full time, e. g. orking 20 hours over 3 days rather than 37 hours over 5 days 7 Voluntary reduced hours a temporary reduction in working hours should be available in all forces, but may be given a different name 8 Annual hours works on the basis of agreeing a fixed number of hours over a year, then calculating the hours on a monthly basis, i. e. instead of a five-week shift pattern 9 Career breaks Taking an unpaid break in your career. 10 Home/tele working staff working mainly from home or at a geographically separate site and communicating with their HQ /base st ation via phone and e-mail. 3. OBJECTIVE OF CONDUCTING SURVEY The main objective of our measure is to counsel on employee satisfaction with organization policies so as to control level of stress, lack of productivity, lack of moral etc. which effect employee retention and turnover. Therefore to achieve high employee satisfaction and engagement different groundbreaking human recourse policies could be adopted. To address this issue, our survey is conducted to investigate the innovative human recourse policies to keep work life balance of employee that aims to improve satisfaction and engagement. 3. 1 How The Survey Help? A all-encompassing evolution of Work-life balance can best be seen as a check up on the human resources policies of your organization. Like any check-up, you learn both what is working well and where there are areas needed improvements.When conducted on regular basis, systematic method for assigning employee satisfaction will let you identify key trends and pat tern among employee attitude towards the WLB, thereby enabling you and your company to anticipated and act on upcoming problems and issues. As a result, an human recourses policies turn over conducted this will enable you to use the information from your employee as a tools for change within your organization. We strongly believe that human resources policies studies should represent a mutual exchange of information between employee and organization. To fulfill this simple principle, there is a critical need to make employee feel that they are part of the research process.For maximum effectiveness, employee must believe that work-life balance have values to them as well as to the organization, that believes in clarity demostaticting to employees this subject area is an opportunity to be heard and directly influence human resources policies . This approach not only measurable impact on participation rates but also effect the degree to which employee trust the outcomes when finding are reported back to them. For these reasons, all questionnaires are carefully designed for a case of use, including straightforward wording a clean layout and simple navigation. 4. RESEARCH METHODOLOGY 4. 1 Method of data collection The survey was developed by a department team comprised of representatives from some(prenominal) organization, institutions, and the business farms. Evaluations provided technical assistance, and the team reviewed on human resources polices for maintain work-life balance.Following extensive discussion, the team impelled the basic structure, format, questions, and methodology for administering the survey. Each workgroup member was asked to include participants from management, professionals, and support staff. The purpose of the test was to determine the interest a) desex which technique will influence the Work life balance in human resources policies. b) Determine if the employee feels about work-life balance. c) To solicit suggestions for improveme nt of the human resource policies. d) To solicit information on employees willingness to participate in such a Survey. e) To solicit information on ways to encourage employee participation. 4. 2 Research MethodologyResearch can be define as process of systematic inquiry that is design to collect, analysis, map and use to understand, describe, predict or control an educational physiological phenomenon or to empower individuals in such contexts. This research undertaking is designed to be a descriptive study about objectives, types of data, sources of data, questionnaires, sample distribution and ingest design. a) Collection of Data There are two kinds of data can be taken as the survey is concern about they can be , i. Primary data ii. Secondary data From the above types of data the data can be extracted as following Primary Data It includes the Questionnaires taken for the survey includes ten factors with the rating options.Secondary Data It includes the literature review as fol lows ? There is clear evidence of a strong business benefits in the case studies, however these conclusions are context specific, and not unavoidably general sable. There is No one size fits all business case for work-life balance policies. ? The larger, econometric studies are less common that the case study work but they do find a correlation between productivity and the presence of work-life balance policies. ? The evidence of the business benefits of work-life balance policies is reasonably strong, and increasing.There are many incentives for the usage of WLB policies according to a 2002 National Development Plan Study, the level of family comity of the workplace (as measured in terms of number of family friendly policies available) was significantly correlated with the work satisfaction of fathers and mothers. The benefits of such policies include employee satisfaction, attracting/retaining employee productivity, reduced labour turnover, reduced absenteeism and improved busi ness results. b) Questionnaire Quantitative data in this study is collected through a questionnaire that was distributed to IT sector employees. The purpose of the questionnaires is to know about the employee satisfaction with organization policies which effect employee retention and turnover.The questionnaire is designed to determine the actual and perceptive view of the employee. To do this, the employees were asked to complete the questionnaire in two ways. First, they were asked close ended questions like yes/no according to their perception. Secondly, they were asking open ended questions in which they can write anything according to related question. c) Sampling A process of selecting no. of units for a study in such a way that the unit represent the large group from which they are selected. The sampling can be defines as a finite subject selected from population with the purpose of investigation of particular objective is called as sampling.The sapling method for this survey was a simple haphazard sampling. The simple random sampling is the easiest from all probability sampling it assure that all the members in the population are included in the list and then randomly selected the desired no. of sample. 5. ANALYSIS OF DATA Processing and analysis of data involved open and closed ended questions related to work life balance which are performed the summarized collected data and organizing it in a manner that it gives the answer to the research question and objective. The questionnaire was as below, This study is being undertaken for purely academic purpose on work-life balance i. e. flexible timing at the work place.The information collected will be treated as confidential and no means will be revealed in the research. Please read these questions and select appropriate option. 1) Please specify about you- a) gender Male Female b) Age Group Under 18 18-24 25-34 35-49 50-64 65 &above 2) What is your working time? 3) Do you want any changes in your ti ming? Yes No 4) If the flexible working times would be offered to you, will it help in your personal life? Yes No ) Do you think that if employees have cracking work-life balance, the organization will be more effective and successful? Yes No 6) Which of the following techniques of maintaining the work life balance are used by your Organization? a) Part time job b) Job share c) Compressed hours d) Voluntary reduce hours e) Flexi timing f) Annual hours g) Term time working h) Variable working hours i) Carrier breaks ) Over working allowance 7) Which technique /s you want your organization to introduce so as to maintain your work life balance? 8) Do you feel it will enhance your performance at work? Yes No 9) In your view does the techniques helps to increase employee commitment towards the organization? Yes No 10) Do you think that there will be direct co- relation of work-life balance and employee satisfaction? Yes No 11) fit to you does work-life balancing t echniques help for reducing the level of stress? Yes No 5. 1 Tabular representation Srs no Question no response No of response Percentage of response 1 1(a) Male 24 57. 14 female 18. 42. 86 2 1(b) a)under 18 0 0 b)18-24 10 23. 81 c)25-34 25 59. 52 d)35-49 7 16. 7 e)50-64 0 0 f)60-above 0 0 3 3 a) Yes 30 71. 43 b) No 12 28. 57 4 4 a) Yes 28 66. 66 b) No 14 33. 33 5 5 a) Yes 38 90. 48 b) No 4 9. 52 6 8 a) Yes 40 95. 3 b) No 2 4. 76 7 9 a) Yes 41 97. 61 b) No 1 2. 38 8 10 a) Yes 41 97. 61 b) No 1 2. 38 9 11 a) Yes 40 95. 23 b) No 2 4. 76 5. 2 Diagrammatic representation 6. FINDINGS From the survey and above given tabular statements we can able to interpret the data. The survey conducted through IT employee from them 24(57. 14%) are male and 18(42. 86%) are female, under which 10(23. 81%), 25(59. 52%) and 7(16. 67%) are in 18-24, 25-34 and 35-49 age group respectively. Among the respondents 30(71. 43%) wants to change in their current tim ing and 12(28. 57)does not want 28(66. 66%) feels that If the flexible working times would be offered to them, then it will help in their personal life and 14(33. 33%) doesnt feel that it would help. 38(90. 8%) think that if employees have good work-life balance, the organization will be more effective and successful and 4(9. 52%) dont think this way. 40(95. 23%) feel that if they suggested any techniques of work life balance which suitable for them, then it will enhance their performance at work and 2(4. 76%) not feel so, 41(97. 61%) feels that the suggested techniques will helps to increase their commitment towards the organization. From the respondents views 41(97. 61%) feels that there will be direct co- relation of work-life balance and employee satisfaction and 1(2. 38%) dont feel so. 40(95. 23%) views on the work-life balancing technique help for reducing the level of stress. 7. CONCLUSIONOn the basis of survey through on Innovative Human Resource Policies for Maintaining Wor k-Life Balance of Employees conclusion can make as follows objet dart performing on work life balance policies in organization the sex (male/female) should be considered priory. It is lowest from survey, as the employees are the major assets of an organization their satisfaction (that is 97. 61% feel) will play great role for the growth and development of organization. A committed workforce is the hallmark of a successful organization. Committed employees are more productive and work with a focus on quality to increase organization goodwill. However the employees are the organizations most important audience and they hold the keys to organizational success.