CHAPTER 1

INTRODUCTION

1.1 INTRODUCTION OF THE STUDY

Do we live to work, or we work to live? Research has shown that work and home (or
family) are the two most important domains in the life of an employed individual (Kofodimos,
1993; Lewis and Copper, 1995; Greenhaus, Collins and Shaw, 2003). While some may argue
that we realise ourselves through work - being able to self-actualise - attaining unto the very
zenith of our chosen career, a truly all-encompassing self-actualisation, however, will integrate
both our work and life (family, personal life, community service). When an individual is thus
employed in an organization, he does not give up his life in exchange for work rather he
attempts to maintain a balance between them. This balance is necessary for a healthy life. For
many employees, the day is not over when they go home. Often, a second day of work starts
at home (Vlems, 2005) and for most working mothers, they come home to the second shift
(assuming the inescapable role of a wife and a mother). The challenge of balancing work and
family (non-work) demands is one of today's central concerns for both individuals and
organisations (Valcour, 2007). People who have better balance have a greater job satisfaction
and perform better in their position.

They have a bigger loyalty and a higher level of trust (Vlems, 2005). In many of today"s
workplaces, employers are cutting cost mainly through lay-offs and are placing more demands
on the lean staff left behind. The excuse is to stay afloat in the wake of a global economic
recession.

The implication, however, is that the more time and energy employees give to work,
the less they must give to the other important aspects of their lives, thus creating a work-life
balance problem with its attendant negative consequences for both the employee and the
organization. In this paper, we contend that assisting employees to achieve a work-life balance
should become a critical part of HR policy and strategy if it is to truly get the best from the
organizations people without leaving them unsatisfied, burnt-out and unfulfilled.

When an individual maintains a balance between his personal and professional life,
the phenomenon is called Work-Life Balance. This expression holds worth a lot because it is
very important to have a balance between personal and professional life. Work life balance is
at the forefront of the world of work.

Kaizen, the Japanese philosophy for continuous improvement, along with the role of
information technology (IT) helps and guides the management people, to get the maximum

1
 Output with the help of available resources. The balance between personal and
professional life varies from person to person and the organization where he or she is working.
When an individual does not maintain a balance and works too much in the organizational
setting, this may cause him some medical, psychological and behavioural consequences, as
a result his or her productivity will also be low.

Studies have shown that work life stress is harmful to the employees. Late sitting and
working too much can cause imbalance in an individual's personal and professional life;
however, there are some techniques to manage the work life stress e.g. time management,
task management, relaxation, flexible working hours, working from home and exercise etc.
Work life balance improves individual's health, job satisfaction, commitment, involvement and
reduces absenteeism and presenteeism (state of physical presence but not productive).
Despite of the progress in the betterment of maintaining work life balance, there is still more
to be done.

One important factor is the degree to which work life balance are generally applicable
across the whole hierarchy of the organization. Those lower down the organizational hierarchy
are sometimes not entitled for some benefits or uninformed about relevant company policies.

Work life balance can assist employers and employee to be healthy and productive in
their personal and professional life. *Balance is not better time management, but better
boundary management. Balance means making choices and enjoying those choices." - Betsy
Jacobson.

For some people spending more time in the organization is more important than the
time they spend at home. However, there are people who give priority to the personal and
family life. In this technological era, some organizations also offer flexible working hours.

One can carry laptop, PDA, black berry and relates to suppliers, venders through
internet 24 hours a day. The moment he gets any query, he responds to it. There are some
work-alcoholics who take their laptops and PDAs to the vacation and face the annoyance of
their wives while checking the emails.

Parents want to have time with their children and the older worker approaching
retirement to have the opportunity to stay in the workforce on reduced hours. Mostly the
employers and the employees agree that organizational objectives are more important, so it
is the obligation of the employer to help people in work life balance.

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1.1.1 What does work-life balance mean?

Setting boundaries: This involves establishing clear boundaries between work and
personal life by defining specific working hours and separating work-related tasks from personal
activities.

Time management: Efficiently organizing and prioritizing tasks, ensuring that you
allocate enough time for work responsibilities as well as personal pursuits, such as spending
time with family, engaging in hobbies, or pursuing personal goals

Stress management: Implementing strategies to manage stress levels, such as

practicing mindfulness, engaging in regular physical activity, taking breaks, and unplugging from
work-related activities when needed

Flexibility: Having the ability to adapt and adjust your schedule to accommodate
unforeseen circumstances or personal needs without jeopardizing work commitments.

1.1.2 Why is work-life balance so important?

Just like in our diets; to stay healthy and energized for the long haul, people need
variety. When it comes to work-life balance, people need to engage in a variety of
activities and rest. We tend to fall into the trap of believing that we can be productive all
the time, or that an eight-hour day at work equates to eight hours of output. However, that
is hard, if not impossible, for many individuals to achieve.

Plus, overworking has negative consequences for both employees and employers.

Workaholics and those who struggle to practice self-care find themselves at

higher risk for burnout, fatigue, and stress-related health issues. Poor work-life balance
can also leave employees working more hours but being less productive

1.1.3 What is an unhealthy work-life balance?

On the other hand, an unhealthy work-life balance occurs when work becomes
overwhelming and takes precedence over personal life, leading to negative
consequences for an individual's well-being. Some signs of an unhealthy work-life
balance may include:

Constant overwork: Regularly working long hours, including weekends and

holidays, without sufficient time for rest, relaxation, or personal activities

Neglected personal life: Sacrificing personal relationships, hobbies, and leisure

activities due to excessive work demands

Burnout: Experiencing physical, mental, and emotional exhaustion due

to chronic stress and work-related pressure

Lack of self-care: Failing to prioritize self-care activities, such as exercise,

adequate sleep, and leisure time resulting in deteriorating physical and mental healthS
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1.1.4 How to improve work-life balance?

The truth is, there’s no prescription that will fit everyone. And you may have to play
with what time scale feels most relevant to you. Trying to find balance in any single day may
feel frustrating, but the balance may be easier to achieve across a week or more.

The best way to determine the best balance for you is by learning to check in with your
inner compass — and your results.

With intentionality and a little creativity, you can recalibrate your expectations and reset
your work-home balance.

a. Plan ahead

Plan ahead to combine work activities with leisure, social, or fitness activities. If you
find yourself with several virtual meetings back-to-back, try taking them while you go for a
walk. You could also take a call outside (if ambient noise allows!) or invite a friend over to work
with you.

b. Embrace the way your brain works

Use productivity hacks like a Pomodoro timer to work in short, focused bursts. Block
out all other distractions so you can make the most of your time.

c. Set blocks of time for different tasks

Designate a time to check (and respond to) messages, a time to take meetings, and a
time to do mentally intensive work. It helps to anchor these tasks around the times that you
are personally more productive.

d. End work at a certain time

There’s a saying that “work expands to fill the time allotted,” and when you work from
home, it’s even easier to let work spill over into personal time. Set a time to end work for the
day, and reinforce it by powering down work-related devices, locking your office, or scheduling
something afterward.

e. Enlist technology to help you unplug

Use an app to block distracting websites during the day, and then block work tools after
hours. If you can, restrict work to one device, or try to keep one work-free device so you can
disconnect completely.

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 f. Go out for lunch, or enjoy lunch with coworkers

Even if you’re working from home, you can go out for your lunch break or connect with
colleagues. The change of pace will be refreshing — and, of course, will remind you to actually
eat something.

g. Take time off

When you’re home all the time, you tend to try to work through illnesses that certainly
would have kept you home from the office. Time off, including sick time, personal time,
vacations, and bereavement, are important ways to nourish your well-being.

h. Practice mindfulness

Mindfulness makes imbalance hard to ignore. When you practice mindfulness

techniques, like meditation or breath awareness, you become more in-tune with your emotions
and physical sensations. Paying attention to these feelings helps you learn how to notice when
you might be suppressing a need in order to work. It’s hard to return to that spreadsheet after
you notice your stomach rumbling.

i. Find something you love outside of work to engage in

If you have something that you’re excited about doing after work, it will make it easier
to disconnect from work messages or end your day at a predetermined time. Our hobbies
boost our energy and vitality. When we play and feel creative, we bring our fresh selves back
to work.

j. Reconsider work that makes you yearn for balance

If your work feels completely unrelated to the activities that stir your interest,
enthusiasm, energy, and sense of meaning, you may need to look at how you can change the
work you do or the way you do it.

k. ommunicate with your manager

Poor work-life balance is often exacerbated by the fear that we’re not doing enough.
Talking to your leaders can help you prioritize where to spend your time. If there really is too
much to do, it might be time to talk about hiring additional help or streamlining certain tasks.

l. Work with a coach or therapistIf you feel overwhelmed, stuck, or don’t know where
to begin to disconnect, working with a professional can be invaluable. A coach or
counselor can ask the right questions and help you identify which changes will make
the biggest impact and how to get started.

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1.2 NEED OF THE STUDY:

• Work life balance is important for all over well-being and quality life.
• Poor work life balance can lead to negative health outcomes such as stress, burnout,
and metal health issue.
• Improved work-life balance can lead to increased job satisfaction and productivity.
• Organization that prioritizes work-life balance may have a competitive advantage in
attracting and retaining employees.
• Work-life balance is becoming increasingly important in today's workforce, with more
employees seeking flexibility and work life balance as a priority in their job search.
• Understanding the factor the contribute to work-life balance can help organizations
develop effective policies and practice to support employees in achieving work-life
balance.
• Work-life balance significantly affects the physical and mental health of employees.
chronic stress due to work pressure can lead to health issues such as anxiety,
depression, and cardiovascular diseases.

• Employees with a good work-life balance are more productive and perform better at
work. they are less likely to experience burnout and are more motivated and engaged.
• Poor work-life balance often leads to higher absenteeism rates as employees take
more sick leave or time off to manage personal responsibilities.

1.3 OBJECTIVE OF THE STUDY

Primary Objective:

• To study the Work Life Balance of employees at Lifecare Formulations Pvt. Ltd,
Puducherry.

Secondary Objective:

• To find the level of stress among the employees

• To identify training impact on productivity
• To analyze the working environment in

6
 CHAPTER 2

REVIEW OF LITERATURE

2.1 RESEARCH REVIEW

Galinsky and Johnson, 1998 & White 2003: The workplace culture also addresses
pervasive trends in employment practices such as 'presentism' and management styles and
practices that can support or constrain the implementation and accessing of work-life balance
policies and examination of workers involvement in community music organizations.

David Clutterbuck, 2003: A study on workplace cultures demonstrates the

complexities of this theme. Studies address attitudinal responses to work policies and
practices, from the perspective of employers and employees, as well differences in the public
and private sector. There are a few attitudinal issues within this theme, including perspectives
of managers and employees to the commitment and status of flexible workers, the types of
flexibility supported in the organization, and who may access them.

O'Keeffe (2004), Workplace culture can be either a supportive or inhibitive

environment for implementing work-life balance policies, family friendly working
arrangements, and provision and acceptance of maternity and childcare commitments.
It is therefore an important factor for those facing unplanned reproductive choices, including
those who interpret their pregnancy as a crisis (Erica D. Chick, 2004).

Eikhofet.al (2007) suggested that re conceptualization is required to analyze both

work-life balance and relationship between work& life. This implies current work-life balance
policies are myopic in terms of addressing needs & aspirations of employees.

Lew.T 2008 The Workplace culture is the organizational environment within

which working roles are played out and workplace norms are created. The ethos of
the organisation can determine whether work-life balance and maternity/childcare
policies are adopted by the organization.

Jawaharani (2011) and Rania.Set.al (2011) found that work-life balance is key driver
of employee satisfaction which include recruitment & retention of valuable work force, reduced
absenteeism, reduced employee stress, health benefits, job satisfaction and better life-
balance.

Mridula N Murthy and Shailaja Shastri, (2015), A QUALITATIVE STUDY ON WORK

LIFE BALANCE OF EMPLOYEES WORKING IN PRIVATE SECTOR, International Journal of
Recent Scientific Research, Issue 7, Vol. 6, Page nos. 5160-5167

7
 Murthy M. and Shastri S. (2015) observed various issues in Work Life Balance of
Parents in the paper titled "A Qualitative Study on Work Life Balance of Employees working in
private sector*, like parenting issues: Need more time for children, Showing work frustration
on \

children. Marital issues: Need more time of spouse, not able to give time to spouse.
Role conflict/ Role guilt: Doubtful about how good they are in the roles that they play at home.
E.g. As a mother or as a daughter in law.

The objective of the study was to explore the work life balance among employees
selected. The study utilized thematic analysis through 5 themes; Work related issues, Family
related issues, Self-related issues, other issues and coping strategies. The results say that
many employees sacrifice their personal time to get the balance between work and life.
Employees especially women have a lot of role conflicts as mothers and other family roles.
Many men these days want to get take up household responsibilities.

Ray & miller (1994), thomas & ganster (1995) and warren & johnson (1995), in
their work on the work life balance found that there is a very close association between family,
friendly work environment and other factors and all these have a strong impact on the
phenomenon like absenteeism, turnover, job satisfaction and organizational commitment.

They also came out with the conclusion that successful managers are those people
who were able to support their employees in their attempts to coordinate their work and family
de-mands simultaneously. Such a work environment produced high levels of job satisfaction
and re-duced the turnover and absenteeism rates to a much considerable extend.

According to Vanitha (2011) she mentions in her study that due to business slump
companies downsize, but when business starts to grow, they do not hire more people.Many
employees are forced to work for long 14 hours shifts and in the weekends.

Where long intervals are there in between projects then to keep employees occupied
they arrange training sessions from them to attend. Which in results makes the employees
feel that they are not competent and do not have skills and capabilities to perform the job

The Quality of work life is based on performance. QWL has positive relations with
performance and developing human capabilities and constitutionalism in the work
organization. The department chairpersons in the Esfahan medical university are in the high-
level concerning quality of work life dimension (Behzad Shabhazi and Sad
eghShokrzad2011).

8
 The relationship between qualities of work life and career related variables are
positively related.

Career achievement is positively related to Quality of Work life (Raduan Che Rose
and Loo See Beh 2006).

Quality work life among factory workers will lead to better well-being of the workers
and the society. The management’s appreciation of the employees with high commitment and
positive work attitude would contribute greatly to firms’ success and would create support for
the workers quality of work life (Sarina Muhamad Noor and Mohamad Adli Abdullah 2012).

The quality of work life affects the satisfaction level of employees. There is a high level
of satisfaction among the employees regarding the quality of work life in the organization
where adequate income and fair compensation, safe and healthy working conditions,
constitutionalism in work organization and social relevance of work exist. These factors are
positively correlated with the quality of work life (Dr. Meenakshi Gupta, Parul Sharama 2011).

M Aarthy, & Dr. M Nandhini (2016) “Influence of the Demographic Factors on Quality
of Work Life of the Engineering College Faculty Members in Coimbatore District “in their study
the impact of the Quality of Work Life of the faculty members is highly notable and it influences
not only the institutions but also the students who are the future building blocks of the nation.
The present study concludes that there is a moderate level of Quality of Work Life is found
among the faculty members.

V. Sumathi & Dr. K. Dr.K. Gunasundari, (2016) “Work Life Balance of Women
Employees in Selected Service Sector with Reference to Coimbatore District” in their study
found that the present situation of a large number of well qualified women who due to the
various circumstances have been left their job needs to be addressed.

The problems faced are several but, significantly, most often the "break in their careers"
arises out of motherhood and family responsibilities.” Work life policies are most successfully
maintained in the organizations which have clear understanding of their business rational, and
which respect the Importance of work life balance for all the employees.

Jang (2008) studied "The relationship between work-life balance resources and the
well- being of working parents" which aimed to study how working parents cope with work- life
demands. The study used 27 working parents with either ill or disabled children in New Jersey.
It was mixed research with both qualitative and quantitative results. The result talks about the
effect of formal and informal workplace support in enhancing the well-being of employees with
the children in general and those with chronically ill or disabled child in particular.

9
2.2 INDUSTRY PROFILE

2.2.1 MARKET SIZE

I According to a recent EY FICCI report, as there has been a growing consensus over
providing new innovative therapies to patients, Indian pharmaceutical market is estimated to
touch US$ 130 billion in value by the end of 2030. Meanwhile, the global market size of
pharmaceutical products is estimated to cross over the US$ 1 trillion mark in 2023.

India is among the top 12 destinations for biotechnology worldwide and 3rd largest
destination for biotechnology in Asia Pacific. The country holds 3-5% of the global
biotechnology industry pie. In 2022, India’s bioeconomy was valued at US$ 137 billion, and
aims to achieve US$ 300 billion mark by 2030. The Indian healthcare industry reached over
US$ 370 billion in 2022 and is expected to reach over US$ 610 billion by 2026. About 20% of
the global exports in generic drugs are met by India.

During FY18 to FY23, the Indian pharmaceutical industry logged a compound annual
growth rate (CAGR) of 6-8%, primarily driven by an 8% increase in exports and a 6% rise in
the domestic market.

The domestic pharmaceutical sector expects sales to grow 8-10% in the financial year
2023-24, indicated an analysis done by CRISIL, a global analytical research and rating
agency.

Access to affordable HIV treatment from India is one of the greatest success stories in
medicine. India is one of the biggest suppliers of low-cost vaccines in the world. Because of
the low price and high quality, Indian medicines are preferred worldwide, thereby rightly
making the country the ‘Pharmacy of the World’.

The presence of a skilled workforce as well as high managerial and technical

competence is a source of attraction for private players. Pharma companies have already
increased spending in the country to tap rural markets and develop better infrastructure.

Indian pharmaceutical sector supplies over 50% of the global demand for various
vaccines, 40% of the generic demand for the US and 25% of all medicines for the UK.
According to the Indian Economic Survey 2021, the domestic market is expected to grow 3x
in the next decade.

India’s domestic pharmaceutical market stood at US$ 42 billion in 2021 and is likely to
reach US$ 65 billion by 2024 ~US$ 130 billion by 2030 and further expand to reach US$ 450
billion market by 2047.

10
 The Indian pharmaceutical market reached a turnover of Rs. 1.93 lakh crore (~US$
23 billion) to grow 6.8% in calendar year 2023. India is the largest producer of vaccines
worldwide, accounting for ~60% of the total vaccines, as of 2021. The Indian pharmaceuticals
industry is expected to grow 9-11% in the financial year 2024, as per ICRA.

The Indian Pharmaceuticals sector has seen some major developments, investments,
and support from the government in the recent past.

The Indian pharmaceutical industry has seen a massive expansion over the last few
years and is expected to reach about 13% of the size of the global pharma market while
enhancing its quality, affordability, and innovation.

The cumulative FDI equity inflow in the Drugs and Pharmaceuticals industry is US$
22.38 billion during the period April 2000-December 2023, constituting almost 3.4% of the total
inflow received across sectors.

India’s drugs and pharmaceuticals exports stood at US$ 22.51 billion in FY24 (April-
January) recording a strong year-on-year growth of 8.12% during the period.

Exports of Drugs & Pharmaceuticals were estimated to be at US$ 2.13 billion in

January 2024, accounting for 5.8% of the total exports in the month.

The government has set an ambitious target to boost the medical devices industry in
India, aiming to elevate it from its current US$ 11 billion valuation to US$ 50 billion by 2030.

Indian pharma companies have a substantial share in the prescription market in the
US and EU. The largest number of FDA-approved plants outside the US is in India.

2.2.2 COST EFFICIENCY

• India has emrged as the medial tourism hub of the world providing cost-effective
treatments with the latest technology enabled by several pathbreaking reforms and
provisions.
• Access to affordable HIV treatment from India is one of the greatest success stories in
medicine. India is one of the biggest suppliers of low-cost vaccines in the world.
• Because of the low price and high quality, Indian medicines are preferred worldwide,
thereby rightly making the country the ‘Pharmacy of the World’.
• India has been traditionally quite strong in the pharma sector, with a low cost of
manufacturing (30%–35% lower than in the US and Europe), cost-efficient R&D (about
87% less than in developed markets), and cheap skilled labour.

11
2.2.3 ECONOMIC DRIVERS

• On December 21, 2020, MoU was signed between Tata Memorial Centre of India and
Vietnam National Cancer Hospital to promote exchanges in the areas of training and
scientific research, health care services, collaboration in diagnosis and treatment for
cancer patients.
• And treatment for cancer patients. The total market size of the Indian Pharma Industry
is expected to reach US$ 130 billion by 2030 and US$ 450 billion market by 2047.
• The domestic pharmaceutical industry would likely reach US$ 57 billion by FY25 and
see an increase in operating margins of 100-150 basis points (bps).India has the
largest number of USFDA-compliant pharmaceutical plants outside the US and over
2,000 WHO-GMP approved facilities, serving demand from 150+ countries worldwide,
with 10,500+ manufacturing facilities.
• The cumulative FDI equity inflow in the Drugs and Pharmaceuticals industry is US$
22.52 billion during the period April 2000-March 2024, almost 3.4% of the total inflow
received across sectors.

2.2.4 POLICY SUPPORT

• The Ministry's scheme “Strengthening of Pharmaceutical Industry (SPI)" with a total

financial outlay of Rs. 500 crore (US$ 60.9 million) extends support required to existing
pharma clusters and MSMEs across the country to improve their productivity, quality
and sustainability.
• *The Government has set a target to increase the number of Pradhan Mantri Bhartiya
Jan Aushadhi Kendras to 10,500 by March 2025. The product basket of PMBJP
comprises 1,451 drugs and 240 surgical instruments.
• *The Union Cabinet, on April 26, 2023, approved the National Medical Devices Policy,
2023, which is expected to facilitate the growth of the medical device sector to meet
the public health objectives of access, affordability, quality, and innovation.
• *The PLI scheme for pharmaceuticals is being implemented with a total outlay of the
Rs. 15,000 crore (US$ 2.04 billion) spanning from 2020-21 to 2028-29, to boost India's
manufacturing capacity, elevate investment, and diversify product offerings in the
sector.

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2.2.5 INCREASING INVESTMENT

• Up to 100%, FDI has been allowed through automatic route for Greenfield
pharmaceuticals projects. For Brownfield pharmaceuticals projects, FDI allowed is up
to 74% through automatic route and beyond that through government approval.
• The cumulative FDI equity inflow in the Drugs and Pharmaceuticals industry is US$
22.52 billion during the period April 2000-March 2024, almost 3.4% of the total inflow
received across sectors.
• Indian pharma companies have a substantial share in the prescription market in the
US and EU. The largest number of FDA-approved plants outside the US is in India.
• *In the Interim Budget 2024-25, the government earmarked Rs. 1,000 crore (US$ 120
million) for the promotion of bulk drug parks for FY25, a significant increase from the
previous year .
• The cumulative FDI equity inflow in the Drugs and Pharmaceuticals industry is US$
22.52 billion during the period April 2000-March 2024, almost 3.4% of the total inflow
received across sectors.
• The PLI scheme for pharmaceuticals is being implemented with a total outlay of the
Rs. 15,000 crore (US$ 2.04 billion) spanning from 2020-21 to 2028-29, manufacturing
capacity, elevate investment, and diversify product offerings in the sector.

2.3 COMPANY PROFILE

2.3.1 VISION:
"Creating Innovative Solutions for Better Health Outcomes"

At Lifecare Formulations, our mission is to provide safe, effective, and affordable

medications to improve the health and wellbeing of individuals around the world. and
innovation. We strive to be a company that is trusted by healthcare professionals, pati ents,
and families, and to be a part of the solution to global health issues. We will continue to invest
in creating innovative solutions to improve the healthcare industry. Our goal is to create a
better future through the development of innovative, high-quality pharmaceutical products, and
setting the standard of excellence in quality.

2.3.2 CONTRACT MANUFACTURING

Our brand new Pharmaceutical and Nutraceutical Manufacturing plant at Lifecare
Formulations allows you to access world class manufacturing services at affordable rates. We
adhere to international standards and have long term clients who trust our services. Our team
of experienced professionals understand the importance of quality and consistency and strive
13
to provide the highest quality products. Our state-of-the-art facilities are equipped with the
latest technology and quality assurance systems, enabling us to provide consistent, reliable
and cost-effective services.

2.3.3 RESEARCH & DEVELOPMENT

At Lifecare, we specialize in custom formulations. We use our extensive

research and development capabilities to create custom formulations tailored to the
specific needs of our customers. We understand that no two customers are the same,
and our custom formulations reflect that.

2.3.4 TECHNOLOGY TRANSFER

For pharmaceutical manufacturers, technology transfer is essential in ensuring that

their products are manufactured according to the highest standards of quality and safety.
Proper technology transfer also helps ensure that products are consistent, compliant with
relevant regulations, and cost-effective. We have a tried and tested methodology for transfer
of documents, processes, and personnel, which includes training, validation, and process
optimization as well.

2.3.5 WHY LIFECARE FORMULATIONS

Lifecare Formulations is a family-owned business with decades of experience in the

field. Our strong knowledge of the industry and experienced team of professionals are second
to none. We are committed to providing our customers with the highest quality products, and
our production process is highly ethical and strictly regulated.

We strive to ensure that our customers receive the best possible results, and our
commitment to excellence is unmatched. With Lifecare Formulations, you can be rest assured
that you are receiving the best possible service and products.

14
 CHAPTER-3
RESEARCH METHODOLOGY

Meaning:

A research methodology is a means to describe how a researcher plans to

conduct their investigation. It is a rational, methodical approach to a study issue. A
methodology outlines a researcher's approach to the study to guarantee trustworthy,
genuine findings that met their goals and objectives.

This research was conducted using a descriptive technique. The purpose of

descriptive research is to describe the features of a variable inquiry. This methodology
focuses on responding to questions regarding a study topic's "what" rather than its
"reason." The primary goal of descriptive study is to briefly describe the nature of
undergraduate demographics rather than to concentrate on reasons.

The descriptive study includes uncontrolled variables. You won't be subjected

to any manipulation. Descriptive studies generally employ observational techniques;
therefore, researchers have little influence over the variables' natural behaviour.

There are three descriptive research methods:

• Observation,

• Investigation

• Case studies

3.1 Observation methods:

Every study includes several observational components, which may be

quantitative or qualitative. The objective gathering of numerical data is the main
component of quantitative observation. The information gathered must be gained or

15
 In psychology research, observational approaches entail observing and
describing a subject's behaviour. When using the observational approach, researchers
have varied degrees of control over the environment they are observing

3.2 RESEARCH DESIGN

“A research design is the arrangement of conditions for collection and analysis

data in a manner that aims to combine relevance to the researcher purpose with the
economy in procedure”

It constitutes the blueprint for the collection, measurement and analysis of data.
As such the design includes an outline of what the researcher will do form the
hypothesis and its operational implication to the final analysis of data.

Research is an art of scientific Investigation. According to Redmen and Mayr

defines research as a “Systematic effort to gain knowledge”. Research methodology
is a way to systematically solve the research problem. It is a plan of action for a
research project and explains in detail how data are collected and analysed.

The Research Design undertaken for the study is Descriptive one. A study,
which wants to portray the characteristics of a group or individuals or situation, is
known as Descriptive study. It is mostly qualitative in nature.

3.3 TYPES OF DATA COLLECTED

3.3.1 PRIMARY DATA

Questionnaires are prepared and personal interview was conducted. Most of

the questions are consist of multiple choices. The structured interview method was
undertaken. The interview was conducted in English as well as in Tamil. Proper care
was taken to frame the interview schedule in such a manner it should be easily
understood in view of educational level of the employees. Generally, 20 questions are
prepared and asked to the consumer of the Lifecare formulations Pvt.
Ltd., Puducherry.

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3.3.2 SECONDARY DATA

Secondary data was collected from Internets, various books, Journals, and
Company Record.

3.4 SAMPLING SIZE AND TECHNIQUES

3.4.1 SAMPLING PLAN

A sampling plan is a definite design for obtaining a sample from the sampling
frame. It refers to the technique or the procedure the researcher would adopt in
selecting some sampling units from which inferences about the population is drawn.

The sampling technique used in this study is convenient sampling method. In

this method the researcher selects those units of the population in the sample. Which
appear convenient to him where he is conducting research.

3.4.2 SAMPLE SIZE

Nearly 65 samples are taken for the study in Puducherry.

3.4.3 PERIOD OF SURVEY

The period of survey is 1 Month

3.4.4 QUESTIONNAIRE

A questionnaire just a set of questions used to gather statistically useful

information from the respondents. It's often considered as an important tool used in
the survey process.

A questionnaire is an effective tool to measure the attitudes, beliefs, behaviour,

preference, opinion, and intentions of a relatively large number of people with respect
to one or more than one specific subjects.

3.4.5 SURVEY

A survey, on the other hand, is a process which includes using a questionnaire

to ask the questions, collect responses, and analyse them to get to a result. Analysing

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and appraising are important aspects of a survey which makes it different from a
questionnaire.

3.5 DESCRIPTION OF STATISTICAL TOOLS USED

To analyse and interpret collected data the following statistical tools were used.

• Chi-square test
• Correlation analysis
• Analysis of variance (ONE-WAY ANOVA)

3.5.1 CHI-SQUARE TEST

Chi-square analysis in statistics is to test the goodness of fit to verify the

distribution of observed data with assumed theoretical distribution. Therefore, it is a
measure to study the divergence of actual and expected frequencies. Chi-square,
symbolically written as x2 (pronounce as ki-square), is a statistical measure used in
the context of sampling analysis for comparing a variance to a theoretical variance.

The calculated value of chi-square is compared with the table of chi-square for
the given degrees of freedom at the specified level of significance. If the calculated
value is greater than the tabulated value, then the difference between the observed
frequency and the expected frequency are significant. The degrees of freedom are (n-
2) where ‘n’ is number of observed frequencies and in case of contingency table the
degrees of freedom is (C-1) (R-1) where C is number of columns and R is number of
rows.

In this study chi-square was used. Chi-square tests are used to determine if
there is a significant association between two categorical variables. These two
variables are categorical and can be analysed to see if there is a significant association
between gender and the perception of favouritism in promotions.

Formula for a Chi-Square

χc2=∑Ei(Oi−Ei)2

where:

c=Degrees of freedom

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O=Observed value(s)

E=Expected value(s)

3.5.2 CORRELATION ANAYSIS

The statistical tool for measuring the degree of relationship between the two
variables i.e., a change in one variable results a positive or negative in the other and
a greater change in one variable results in corresponding greater or smaller change in
other variable is known as correlation. Co- efficient of correlation is denoted by “r”

It is a measure of closeness between the two variables. It lies etween-1 and +1.

The correlation is perfect and positive if r=1 and it is perfect and negative if

R = -1. If r=0 then there is no correlation between the two variables and said to
be independent.

Correlation analysis can determine if there is a significant relationship between

satisfaction with leader support and satisfaction with peer relationships.

In the formula below,

𝛾= correlation coefficient

xi = values of the x-variable in a sample

\bar{x} = mean of the values of the x-variable

y_{i} = values of the y-variable in a sample

\bar{y} = mean of the values of the y-variable

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3.5.3 ANAYSIS OF VARIANCE

The analysis of variance test was developed by R.A. FISHER in 1920. The
“analysis of variance” or “F-test” is used in such problems where a researcher wants
to test to the significance of the difference between more than two sample means. This
is one of the most powerful statistical techniques. The analysis of variance is used in
every type of experimental design concerning both natural and social sciences.

The technique of analysis of variance is very useful for researchers in the field
of economics, biology, business, agriculture, etc., for example in the field of agriculture
if we want to test whether the various type of seeds and soils, etc., are significantly
different or not.

Analysis of variance (ANOVA) is a collection of statistical models and their

associated estimation procedures (such as the “variation” among and between
groups) used to analyse the differences among means. ANOVA was developed by the
statistician Ronald Fisher. ANOVA is based on the law of total variance, where the
observed variance in a particular variable is partitioned into components attributable
to different sources of variation.

ANOVA is used to compare the means of three or more groups based on a metric
variable. Using ANOVA to compare the mean satisfaction levels with job security across
different age groups.

H0 : µ 1 = µ2 = µ3 = … = µk

where µ = group mean and k = number of groups. If, however, the one-way ANOVA
returns a statistically significant result, we accept the alternative hypothesis (HA), which is that
there are at least two group means that are statistically significantly different from each other.

At this point, it is important to realize that the one-way ANOVA is an omnibus test
statistic and cannot tell you which specific groups were statistically significantly different from
each other, only that at least two groups were. To determine which specific groups differed
from each other, you need to use a post hoc test.

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 CHAPTER-4

DATA ANALYSIS AND INTERPRETATION

4.1 FREQUENCY TABLES

Table 4.1.1

Job role

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly agree 25 38.5 38.5 38.5
agree 23 35.4 35.4 73.8
neither agree nor
17 26.2 26.2 100.0
disagree
Total 65 100.0 100.0

Chart 4.1.1

Job role

INFERENCE
From the above table, it is inferred that 38.5% strongly agree, 35.4% agree,
26.2% are neither agree nor disagree, 19.4% strongly agree that diversity contributes
Job role clarification

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 Table 4.1.2

Job security
Cumulative
Frequency Percent Valid Percent Percent

Valid highly satisfied 20 30.8 30.8 30.8

satisfied 45 69.2 69.2 100.0

Total 65 100.0 100.0

Chart 4.1.2

Job security provided by your organization

INFERENCE
From the above table, it is inferred that 30.8% are highly satisfied, 69.2% are satisfied
that diversity contributes Job security provided by your organization

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23
 Table 4.1.3

support from leader

Cumulative
Frequency Percent Valid Percent Percent

Valid highly satisfied 33 50.8 50.8 50.8

satisfied 32 49.2 49.2 100.0

Total 65 100.0 100.0

Chart 4.1.3
level of support received from leader

INFERENCE:

From the above table, it is inferred that 50.8% are Highly Satisfied, 49.2% are
Satisfied that diversity contributes level of support received from leader.

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 Table 4.1.4

Productivity Improvement
Cumulative
Frequency Percent Valid Percent Percent

Valid strongly agree 27 41.5 41.5 41.5

agree 26 40.0 40.0 81.5

neither agree nor

12 18.5 18.5 100.0
disagree

Total 65 100.0 100.0

Chart 4.1.4
Hard work improves productivity

INFERENCE

From the above table, it is inferred that 40% agree,18.5% are neither agree nor
disagree, 41.5% strongly agree, that diversity contributes Hard work improves productivity.

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 Table 4.1.5
Employee promotion

Valid Cumulative
Frequency Percent Percent Percent

Valid yes 33 50.8 50.8 50.8

no 32 49.2 49.2 100.0

Total 65 100.0 100.0

Chart 4.1.5
Employee promotion

INFERENCE:

From the above table, it is inferred that 50.8% of the respondents agreed that
favouritism impact employee promotion and 49.2% of the respondents does not agree that
favouritism impact employee promotion at the workplace.

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 Table 4.1.6

Job skills

Valid Cumulative
Frequency Percent Percent Percent

Valid yes 38 58.5 58.5 58.5

no 27 41.5 41.5 100.0

Total 65 100.0 100.0

Chart 4.1.6

Job skills

INFERENCE
From the above table, it is inferred that 58.5% of the respondents agreed that
favouritism impact employee promotion and 41.5% of the respondents does not agree that
Training improves job skills at the workplace.

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 Table 4.1.7

Consistent perfomance

Valid Cumulative
Frequency Percent Percent Percent

Valid highly satisfied 27 41.5 41.5 41.5

satisfied 26 40.0 40.0 81.5

neither satisfied nor

12 18.5 18.5 100.0
dissatisfied

Total 65 100.0 100.0

Chart 4.1.7

Consistent performance

INFERENCE

From the above table, it is inferred that 41.5% are highly satisfied, 40% are
satisfied and 18.5% neither satisfied nor dissatisfied that diversity contributes Job
security provided by your organization

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 Table 4.1.8

Creativity

Valid Cumulative
Frequency Percent Percent Percent

Valid strongly agree 26 40.0 40.0 40.0

agree 26 40.0 40.0 80.0

neither agree nor

13 20.0 20.0 100.0
disagree

Total 65 100.0 100.0

Chart 4.1.8

Creativity

INFERENCE

From the above table, it is inferred that 40% strongly agreed, 40% agree, 10.0%
are neither agree nor disagree that diversity contributes to the Training improves
creativity in an organization.

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 Table 4.1.9

Solving ability

Valid Cumulative
Frequency Percent Percent Percent

Valid strongly agree 27 41.5 41.5 41.5

agree 25 38.5 38.5 80.0

neither agree nor

13 20.0 20.0 100.0
disagree

Total 65 100.0 100.0

Chart 4.1.9

Solving ability

INFERENCE

From the above table, it is inferred that 41.5% strongly agreed, 38.5% agree, 20%
are neither agree nor disagree that diversity contributes to the Training improves creativity in
an organization.

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4.2 TOOLS FOR DATA ANALYSIS

4.2.1 CHI SQUARE TEST

AIM: To determine whether there is an association between categorical

variables

NULL HYPOTHESIS(H0): There is no association between gender and career

development opportunities.

ALTERNATIVE HYPOTHESIS(H1): There is no association between gender

and employee promotions.

Case Processing Summary

Cases

Valid Missing Total

N Percent N Percent N Percent

Gender * employee
65 100.0% 0 0.0% 65 100.0%
promotion

Gender * employee promotion Crosstabulation

Count

employee promotion

yes no Total

Gender male 31 27 58

female 2 5 7

Total 33 32 65

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Chi-Square Tests

Asymptotic
Significance Exact Sig. (2- Exact Sig. (1-
Value df (2-sided) sided) sided)

Pearson Chi-Square 1.547a 1 .214

Continuity Correctionb .711 1 .399

Likelihood Ratio 1.589 1 .207

Fisher's Exact Test .258 .201

Linear-by-Linear
1.523 1 .217
Association

N of Valid Cases 65

a. 2 cells (50.0%) have expected count less than 5. The minimum expected count is
3.45.

b. Computed only for a 2x2 table

INFERENCE:

Since calculated value is greater than the table value (CV>TV) 0.258<0.050. So, there
is a significant association between between gender and perception of favouritism impact
employee promotions. Therefore, Alternative hypothesis (H1) is rejected.

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4.2.2 CORRELATION ANALYSIS

AIM:

To Analyse if the dependent variable, satisfaction with leader support and

satisfaction with peer relationships and independent variable of “job satisfaction”

NULL HYPOTHESIS (H0):

There is no significant relationship between satisfaction with leader support

and satisfaction with peer relationships.

ALTERNATIVE HYPOTHESIS (H1):

There is a significant relationship between satisfaction with leader support and

satisfaction with peer relationships.

Correlations
Satisfaction with peer
relationships Leader support
Satisfaction with peer Pearson
1 .036
relationships Correlation
Sig. (2-tailed) .773
N 65 65
Leader support Pearson
.036 1
Correlation
Sig. (2-tailed) .773
N 65 65

INFERENCE

Since Is calculated value is greater than the table value (CV > TV) 0.773 <
0.050. So, there is a statistical significant between Satisfaction with peer relationships
and Leader support. Therefore, Alternative hypothesis (HI) is rejected

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 4.2.3 ONEWAY ANOVA ANALYSIS

AIM:

To Analyse if the dependent variable, job security and job role and independent
variable of “AGE”

NULL HYPOTHESIS(H0):

There is no significant difference between with job security and job role across
different age groups.

ALTERNATIVE HYPOTHESIS(H1):

There is significant difference with job security and job role across different age
groups.

ANOVA

Sum of
Squares df Mean Square F Sig.
job security Between Groups 4.486 2 2.243 14.855 .000

Within Groups 9.361 62 .151

Total 13.846 64
job role Between Groups 5.954 2 2.977 5.264 .000

Within Groups 35.061 62 .566

Total 41.015 64

INFERENCE:

Since calculated value is greater than the table value (CV> TV) 0.000>0.050. So, there
is a statistical significant between job security and job role. Therefore, null hypothesis (H0) is
rejected. Alternate Hypothesis (H1) is Accepted.

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 CHAPTER 5

FINDINGS AND SUGGESTIONS

5.1 FINDING

• 89.2 of the respondents are Male and 10.8% of the respondents are Female.

• 75.4% are in between the age of 18-30, 18.5% are in between the age of 31 - 40,

6.2% are in between the age of 41 - 50.

• 67.7% are Unmarried and 32.3% are Married

• Annual income of the respondents 64.6% are less than 3 lakhs, 35.4% are in between

3 - 5 lakhs

• 38.5% strongly agree, 35.4% agree, 26.2% are neither agree nor disagree, 19.4%

strongly agree that diversity contributes Job role clarification

• 30.8% are highly satisfied, 69.2% are satisfied that diversity contributes Job security

provided by your organization

• 50.8% are Highly Satisfied, 49.2% are Satisfied that diversity contributes level of

support received from leader.

• 40% agree,18.5% are neither agree nor disagree, 41.5% strongly agree, that diversity

contributes Hard work improves productivity

• 50.8% of the respondents agreed that favouritism impact employee promotion and

49.2% of the respondents does not agree that favouritism impact employee promotion

at the workplace.

• 58.5% of the respondents agreed that favouritism impact employee promotion and
41.5% of the respondents does not agree that Training improves job skills at the
workplace.
• 41.5% are highly satisfied, 40% are satisfied and 18.5% neither satisfied nor

dissatisfied that diversity contributes Job security provided by your organization.

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• 40% strongly agreed, 40% agree, 10.0% are neither agree nor disagree that diversity

contributes to the Training improves creativity in an organization.

• 41.5% strongly agreed, 38.5% agree, 20% are neither agree nor disagree that diversity

contributes to the Training improves creativity in an organization.

CHI-SQUARE

• Since calculated value is greater than the table value (CV>TV) 0.138<0.050. So, there
is a significant association between between gender and perception of favouritism
impact employee promotions. Therefore, Alternative hypothesis (H1) is rejected.

ANNOVA

• Since calculated value is greater than the table value (CV> TV) 0.000>0.050. So, there
is a statistical significant between job security and job role. Therefore, null hypothesis
(H0) is rejected. Alternate Hypothesis (H1) is Accepted.

CORRELATION

• Since Is calculated value is greater than the table value (CV > TV) 0.773 < 0.050. So,
there is a statistical significant between Satisfaction with peer relationships and Leader
support. Therefore, Alternative hypothesis (HI) is rejected, null hypothesis (H0) is
Accepted.

5.2 SUGGESTION

1. Minority of the respondents are disagree with job security, so the management has to
concentrate on it
2. Some of the respondents are not satisfied with the support from leader, so the
management has to concentrate on it.
3. Minority of the respondents are disagree with the productivity improvement, so the
management has to concentrate on it.
4. Some of the respondents are not satisfied with Employee Promotion, so the
management has to concentrate on it.
5. Some of the respondents are disagree with the job skills , so the management has to
concentrate on it.
6. Some of the respondents are disagreed with consistent perfomance, so the
management has to concentrate on it.
7. Some of the respondents are not satisfied with the creativity , so the management has
to concentrate on it.
8. Some of the respondents are not satisfied with the solving ability , so the management
has to concentrate on it.

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5.3 CONCLUSION

This study on the work-life balance of employees at Lifecare Formulations Pvt. Ltd.,
Puducherry, highlights the critical factors that contribute to or hinder the ability of employees
to effectively manage their professional and personal lives.

The research reveals that demographic factors such as age, gender, marital status,
and income significantly influence work-life balance. Moreover, job role clarity, job security,
leadership support, recognition, training programs, and fair shift schedules play crucial roles
in shaping employees' work-life experiences.

Employees who experience higher levels of job security, receive substantial support
from leadership, and participate in effective training programs report better work-life balance.
Additionally, fair distribution of workload and positive peer relationships contribute to higher
job satisfaction and reduced stress levels.

Organizations must recognize that fostering a supportive work environment and

implementing policies that promote work-life balance are not just beneficial for employees but
also for organizational success. Investing in employee well-being through comprehensive
training programs, fair management practices, and acknowledging hard work can lead to
increased job satisfaction, enhanced productivity, and reduced absenteeism.

In conclusion, the findings of this study emphasize the importance of creating a

balanced work environment where employees can thrive both professionally and personally.
By prioritizing work-life balance, Lifecare Formulations Pvt. Ltd. can enhance employee
engagement, satisfaction, and performance, ultimately driving organizational growth and
success.

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