Work -Life Balance amongst Female in Real Estate Industry in Pune

International Journal of Management and Strategy http://www.facultyjournal.com/ (IJMS) 2014, Vol. No.5, Issue 8, January-March 2014 ISSN: 2231-0703 International Journal of Management and Strategy http://www.facultyjournal.com/ Work –Life Balance amongst Female in Real Estate Industry in Pune Meera Singh, Faculty member, FMS, G.H Raisoni Institute of Engineering and Tech.. Pune,Maharashtra, India ABSTRACT The purpose of this study is to highlight the necessity of adopting Work-Life Balance (WLB) policies for females working at different levels in real estate industry in Pune. This paper examines different elements of Work-Life Balance, with reference to real estate industry of female employees.

Based on empirical evidence, the study proposes that there is a necessity of adopting the Work Life Balance plan of action for female employees. The data for the study was collected from 60 female employees working for different real estate companies. The findings of the study indicate that there is a need for designing Work Life Balance programs for the female employees to enable them to balance their work and life requirements. By this study, an attempt has also been made to identify different personal motives and its priority among different demographic groups which could become the basis for designing WLB policies for female employees in real estate industry.

Keywords: WorkLife Balance,Job Satisfaction, Organizational Commitment, WLB policies. _ _ 1.0 Introduction In today’s competitive world, the biggest challenge which the organizations are facing is to retain talented employees. Job satisfaction is necessary to promote functional employee behavior in the organization. For the organization, job satisfaction of its workers means a workforce that is motivated and committed to high quality performance. Job satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behavior such as organizational citizenship, absenteeism and turnover.

Further, job satisfaction can partially mediate the relationship of personality

International Journal of Management and Strategy http://www.facultyjournal.com/ (IJMS) 2014, Vol. No.5, Issue 8, January-March 2014 ISSN: 2231-0703 International Journal of Management and Strategy http://www.facultyjournal.com/ variables and deviant workplace behaviors. One common research finding is that job satisfaction is correlated with life satisfaction. Securing commitment and retaining good employees are very important to achieve stability and reduce costly employee turnover. Various outcomes are influenced by the organizational commitment such as decreased employee turnover. Various outcomes are influenced by the organizational commitment such as decreased employee turnover, higher motivation and organizational support.

An employee who is affectively committed strongly identifies with the goalsof the organizational and desires to remain a part of the organization because she ‘wants to’. Organizational commitment is recognized as a key factor in the employee relationship. Similarly, it is also widely accepted that one of the ways to reduce voluntary turnover is by strengthening the employee commitment to the firm.

This study is an attempt to understand the intentions of female employees working with real estate industry and their way of effectively balancing personal and professional life. This study also provides suggestions for real estate industry regarding the issue of work life balance policies. The data for this study is collected from female employees working for real estate industry in Pune.It is, therefore, essential to see that their work is not affected by their own personal needs, and hence the need for WLB. Some organizations do provide some allowances to enable their employees to balance their personal work with professional work.

These are generally in the form of flexible working hours, job sharing, telecommuting, etc. whatever I provided in the name of WLB may not match the requirements of female employees from varied demographic backgrounds. Through in this study, an attempt has been made to identify different personal motives and its priorities with respect toWLB among female employeesbelonging to different demographic profiles.

2.0 Review of Literature It was found that awareness of the WLB issues and options are unevenly spread amongst professionals. With shortage of professionals and an active economy, the pressures on existing employees look set to rise and therefore this is an area which needs to be benchmarked and revisited with a view to adopting best practices throughout the private educational sector(Bird, 2006). The implications are that employers would ignore WLB issues at their own peril. The flexible working practices are good for WLB and managers are better able to maintain a good WLB than workers, and that the development of an appropriate WLB policy assists in ensuring company loyalty and positive attitudes to work(Liz, 2004).

International Journal of Management and Strategy http://www.facultyjournal.com/ (IJMS) 2014, Vol. No.5, Issue 8, January-March 2014 ISSN: 2231-0703 International Journal of Management and Strategy http://www.facultyjournal.com/ The supervisor support and work-family culture are positively related to job satisfaction and affective commitment(Edwards and Rothbard, 2000). No significant association was found between Work-Life Benefits and Policies (WLBP’s) and job outcome measures(Greenhaus and Powell, 2006). Job characteristics and supervisor support were relationships between job characteristics and job outcomes and between supervisor support and affective commitment.

The main barriers to women’s progression and highlights the long hours associated with managerial roles as a major problem(McOrmond, 2004). The research presents the business case which underpins diversity management and a voluntary approach to WLB may only deliver positive benefits to women when labor market is tight, and even then, the benefits for women management are far from demonstrated(Hochschild, 1997). A stronger equal opportunities approach is also shown to be problematic, as it draws attention of women’s ‘difference’ to men and their need for special treatment. It further argued that more work need to be done with male managers on order to humanize the workplace for women who wish to lead rounded lives.

It is stated that employees do influence WLB issues in the financial services and that WLB initiatives had had greater breadth, codification and quality where independent unions were recognized(Liz, 2004). In all cases, however, the extent of departure from minimalized statutory levels of provision was not great. 3.0 Objectives To know about level of WLB among female employees of different companies of real estate industry; To know how the different factors influencesWLB; and To find out major cause which affects the WLB of female employees in real estate industry of Pune? 4.0 Methodology Literature review was carried out initially as a part of the exploratory design.

Later in the second stage, a pilot survey was conducted that included interviewing nearly sixty female employees for about 15 min each. These female employees were from different real estate companies, belonging toreal estate

International Journal of Management and Strategy http://www.facultyjournal.com/ (IJMS) 2014, Vol. No.5, Issue 8, January-March 2014 ISSN: 2231-0703 International Journal of Management and Strategy http://www.facultyjournal.com/ companies of Pune. Interviews were unstructured and the questions asked were open-ended. Interviews focused on eliciting how female employees dealt with the issue. Data interpretation by employee survey Table 1: Female employees view about the construction companies According to the data observation it has been found that most of the female employees have a good feeling about the construction company.

Even some of the employees feel excellent working in the construction companies. But when we analyse the percentage of female employees who feel average about the construction companies, we can say that they are moving towards dissatisfaction. Table 2: Working days in a week in the construction company Sr.No. Particulars No.of Employees Percentage 1 Excellent 06 10 2 Good 40 66.67 3 Average 14 23.33 4 Poor 0 00 Total 60 Sr.No. Particulars No.of Employees Percentage 1 6 days in a week 50 83.33 2 5 days in a week 10 16.67 Total 60

International Journal of Management and Strategy http://www.facultyjournal.com/ (IJMS) 2014, Vol. No.5, Issue 8, January-March 2014 ISSN: 2231-0703 International Journal of Management and Strategy http://www.facultyjournal.com/ As per the data analysis maximum female employees are working for6 days in a week. Hence they are not able to get quality time to spend with their family. Table 3: Total number of working hours in a day As we can see in the above chart approx. majority female employeesare working for 8 to 9 hours in a day. Thus I have found that they are getting nearly 6 hours in a day to be with their family (excluding sleep time and travelling hours).

Table 4: Total number of hoursa day spent travelling towork According to the views of maximum female employees it is clear that total number of hours a day spent for travelling to work is generally one hour. Table 5: Able to balance the work life and personal life Sr.No. Particulars No.of Employees Percentage 1 7-8hrs 02 3.33 2 8- 9 hrs 46 76.67 3 9-10 hrs 12 20 4 10-12 hrs 0 00 Total 60 Sr.No. Particulars No.of Employees Percentage 1 Nearly one hour 44 73.33 2 More than one hour 16 26.67 Total 60 Sr.No. Particulars No.of Employees Percentage 1 Yes 19 31.66 2 No 41 68.34 Total 60

International Journal of Management and Strategy http://www.facultyjournal.com/ (IJMS) 2014, Vol.

No.5, Issue 8, January-March 2014 ISSN: 2231-0703 International Journal of Management and Strategy http://www.facultyjournal.com/ From the data analysis we can interpret that 68.34 % of the female employees are dissatisfied because they are not able to balance the work life and personal life. Table 6: Often think or worry about work when actually not at work or travelling to work As per the data collected female employees are often worrying about their work, when actually they are not at work. Nearly 60% are worried about work even when they are travelling. Table 7: Work is in shifts From the interpreted data it is clear that nearly 53.33% of the female employees are working in shift.

Working in shift requires flexibility in the female employees to work any time in a day. Table 8:Marital status Sr.No. Particulars No.of Employees Percentage 1 Rarely 24 40 2 Always 36 60 Total 60 Sr.No. Particulars No.of Employees Percentage 1 Yes 32 53.33 2 No 28 46.66 Total 60 Sr.No. Particulars No.of Employees Percentage 1 Married 54 90 2 Single 06 10 Total 60

International Journal of Management and Strategy http://www.facultyjournal.com/ (IJMS) 2014, Vol. No.5, Issue 8, January-March 2014 ISSN: 2231-0703 International Journal of Management and Strategy http://www.facultyjournal.com/ From the data analysis it can be interpreted that most of the female employees are married. Thus WLB is a need for all of them. Table 9: Married employees have children It is clear from the above chart that only 56.66% female employees have children and remaining 43% are issueless. Thus more than fifty per cent of the female work force is facing challenge to manage their WLB.

Table 10: Helpers to take care of children It has been found from the collected data that every female employee has a helper to take care of their children. Table 11: Hours in a day spent with the child/children Sr.No. Particulars No.of Employees Percentage 1 Yes 34 56.66 2 No 26 43.33 Total 60 Sr.No. Particulars No.of Employees Percentage 1 Spouse 14 23.33 2 In – Laws 20 33.33 3 Parents 9 15 4 Servants 4 6.66 5 Day Care Centers 13 21.66 Total 60 Sr.No. Particulars No.of Employees Percentage 1 Less than 2 hrs 15 25 2 3- 4 hrs 34 56.66

International Journal of Management and Strategy http://www.facultyjournal.com/ (IJMS) 2014, Vol.

No.5, Issue 8, January-March 2014 ISSN: 2231-0703 International Journal of Management and Strategy http://www.facultyjournal.com/ It has been found from the collected data that 18.33% Employees have been handed over the flat in the promised stipulated time period. However 81.67% Employees have not been handed over the flat in the promised stipulated time period. Table 12: Employees have good work-life balance then the organization will be more effective and successful According to data findings, the majority of female have accepted that if employees have good work-life balance then the organization will be more effective and successful.

Table 13: Company should have a separate policy for work-life balance According to data findings, the majority of female (93.33%) have accepted that the company should have a separate policy for work-life balance. 3 More than 5 hrs 11 18.34 Total 60 Sr.No. Particulars No.of Employees Percentage 1 Yes 58 96.66 2 No 02 3.34 Total 60 Sr.No. Particulars No.of Employees Percentage 1 Yes 56 93.33 2 No 04 6.67 Total 60

International Journal of Management and Strategy http://www.facultyjournal.com/ (IJMS) 2014, Vol. No.5, Issue 8, January-March 2014 ISSN: 2231-0703 International Journal of Management and Strategy http://www.facultyjournal.com/ Table 14: Should work life balance policy in the organization be customized to individual After interpreting above data, we can say that mostly female employees of real estate industry of Pune believe that there should be common WLB policies as customization will be a herculean task (majorly i.e.

73.33%) and 26.66% have shown consent relates to WLB policy in the organization should be customized to individual.

5.0 Findings 1. According to the data observation it has been found that most of the female employees have a good feeling about some construction companies because they follow ethical practices throughout the lifecycle of a real estate product. 2. It has been observed that few female employees are moving towards dissatisfaction due to difficulty in WLB. 3. As per the data analysis maximum female employees are working for 6 days in a week. Hence they are not able to get quality time to spend with their family. 4. From the data analysis we can interpret that 68.34 % of the female employees are dissatisfied because they are not able to balance the work life and personal life.

5. From the interpreted data female employees are often worrying about their work, when actually they are not at work. Nearly 60% are worried about work even when they are travelling. 6. From the interpreted data it is clear that nearly 53.33% of the female employees are working in shift. Working in shift requires flexibility in the female employees to work any time in a day. 7. According to data findings, the majority of female have accepted that if employees have good work-life balance then the organization will be more effective and successful. Also, the majority of female (93.33%) have accepted that the company should have a separate policy for work-life balance.

Sr.No. Particulars No.of Employees Percentage 1 Yes 16 26.66 2 No 44 73.33 Total 60

International Journal of Management and Strategy http://www.facultyjournal.com/ (IJMS) 2014, Vol. No.5, Issue 8, January-March 2014 ISSN: 2231-0703 International Journal of Management and Strategy http://www.facultyjournal.com/ 6.0 Recommendations/Suggestions 1. The builders should develop a thorough knowledge of the needs and expectations as the female employees. 2. The builders must improve processes that define, produce and support their female employees so as to manage their WLB. 3. WLB policiesare easy to implement if the real estate will have flexi time for employees. 4. Builders should understand the need for WLB policies as this leads to employee satisfaction and organizational commitment.

5. WLB practices actually enhance employee satisfaction. Thus there is a goal congruence between individual development of the employees and organizational development. 6. It is in the interest of the companies of real estate industry to secure commitment and reduce employee turnover. This can be achieved due to WLB practices. 7. Thus managers need to make effort to develop human resource policies that are in alignment to the needs of the employees. It is imperative for management of companies of real estate industries to meet the demands of their employees to strengthen their satisfaction and commitment to minimize turnover.

7.0 Limitations of the study 1. The personal biases of the respondents might have entered in to their response. 2. Time allotted for survey was less.

3. Some of the respondent did not respond to the question which may affect the analysis. 4. Generally the respondents were busy in their work and were not interested in responding rightly. 5. Respondents were reluctant to disclose complete and correct information. 6. Because of a small period of time only a small sample had to be considered which doesn’t actually reflect an accurate entire picture. 8.0 Scope for further research 1. All the employees of a company of real estate industry can be surveyed to

International Journal of Management and Strategy http://www.facultyjournal.com/ (IJMS) 2014, Vol.

No.5, Issue 8, January-March 2014 ISSN: 2231-0703 International Journal of Management and Strategy http://www.facultyjournal.com/ obtain information about major problems behind not meeting the WLB. 2. The study of gap analysis between the proposal of WLB practices of employees as well as HR department and approval of top level management of real estate companies. 3. The study of WLB practices in real estate industry, throughout India. 4. The betterment of WLB practices in real estate industry of Pune can be analysed. 9.0 Conclusion The female employees of real estate in Pune are not much exposed to WLB Practices, and even their employers have not done much in terms of designing and implementing WLB policies and practices.

There is need for designing policies and programs so as to enable the female employees of real estate to balance their work and personal life needs. The results of the study indicate that there are differences in the perception regarding the need for WLBpolicies based on their background. International studies from Europe; US reveal the fact that WLB practices have the potential to enhance employee satisfaction and will lead to organizational commitment. 5-day-work week is one such policy which can provide some flexibility to manage work and personal life effectively. As well as flexi-time can be also a practice as a WLB practice.

References Bird J (2006), “Work-Life Balance Doing it Right and Avoiding the Pitfalls”, Employment Relations Today, Vol. 33, No. 3, pp.21-30. Edwards J and Rothbard N(2000), “Mechanisms Linking Work and Family: Clarifying the relation Between Work and Family Constructs”, Academy of Management Review, Vol. 25, No. 1, pp. 178-199. Greenhaus J and Powell G (2006), “When Work and Family are Allies: A Theory of Work-Family Enrichment”, Academy of Management Review, Vol. 31, No. 1, pp. 72-92. Hochschild A R (1997), “The Time Bind: When Work Becomes Home and Home Becomes Work”, Metropolitan Books, New York.

Liz Doherty (2004), “Work-Life Balance Initiatives: Implications for Women”, Employee Relations, Vol. 26, No. $, pp. 433-452. Mc Ormond T (2004), “Changes to Working Trends Over the Past Decade”, Labour Market Trends, Vol. 112, No. 1, p.11, ISSN: 1361-4819.

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