A

Field Project Report

On

“From comfort to Discipline: Assessing IT employee Transition”

Submitted to the Savitribai Phule Pune University in

Partial Fulfillment of Requirement for the Award of Degree of
MASTER OF BUSINESS ADMINISTRATION

SUBMITTED BY

Vedika Uday Raskar

MBA –II Semester

UNDER THE GUIDANCE OF

Dr. Swapnisha Khambayat

ATSS’s
Institute of Industrial and Computer Management and
Research
Pradhikaran, Nigdi, Pune

Batch 2024-26

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INSTITUTE CERTIFICATE

2
 COMPANY CERTIFICATE

(Company Letter head)

TO WHOM SO EVER IT MAY CONCERN

This is to certify that Ms Vedika Uday Raskar...has successfully completed the Field Project
work entitled

“From comfort to Discipline: Assessing IT employee Transition...”

during the period from Jan 2025 to April 2025

Date: 09/04/2025

Place: Pune

Authorized signatory

(With company seal)

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 STUDENT DECLARATION

I, the undersigned, hereby declare that the Project Report titled “From comfort to

Discipline: Assessing IT employee Transition ” written and submitted by me to

the Savitribai Phule Pune University in partial fulfillment of the requirements for the
award of degree of Master of Business Administration under the guidance of
Dr.Swapnisha Khambayat is my original work and the conclusions drawn therein
are based on the material collected by myself.

Date: 09/04/2025 Signature

Place: Pune Name: Vedika Uday Raskar

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 ACKNOWLEDGMENT

I take this opportunity to express my profound gratitude to Our Director, Dr. Abhay
Kulkarni, Our HOD Adv. Manisha Kulkarni whose wisdom as well as foresight, I
continually benefit from. I am indebted to them for extending all the cooperation and
patronage they render towards us. They have been wonderful supporters and continuous
motivators for me which helped me in turning my ordinary project into an excellent one.

I also take this opportunity to express a deep sense of gratitude to Company project guide
Dr. Swapnisha Khambayat, SME HR Asst. Professor IICMR for his/her cordial
support, valuable information and guidance, which helped me in completing this task
through various stages.

I am obliged to staff members of (IICMR) for the valuable information provided by

them in their respective fields. I am grateful for their cooperation during the period of my
SIP.

It is my privilege to express my profound gratitude and deep regards to my project guide

(Dr. Swapnisha Khambayat) for his/her exemplary guidance, monitoring and constant
encouragement throughout the course of this Field Project. The blessing, help and guidance
given by her/him time to time shall carry me a long way in the journey of life on which I
am about to embark.

I am also very thankful to all SME, “Human Resource “ w h o laid the foundations of
various concepts as well as fruitful discussions and suggestions has helped me to enrich
my project work.

Lastly, I thank almighty, my parents, brother, sisters and friends for their constant
encouragement without which this Field Project would not be possible.

Place : Pune
Date : 09/04/2024 Vedika Uday Raskar

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6
 SR. NO. CONTENTS PAGE NO.

Abstract
1 Chapter I - Introduction:
1.1 Statement of the Problem
1.2 Purpose /Objectives of the Project
1.3 Theoretical Framework
1.4 Significance of the Project
1.5 Definition of Terms (optional)

2 Chapter II - Review of the Literature:

3 Chapter III Method:
3.1 Introduction
3.2 Research Design
3.3 Sampling Design
3.3.1 Sampling Type
3.3.2 Sampling Method
3.3.3 Sample Size
3.4 Data Collection
3.5 Summary of the research Instrument
3.6 Tools for Data Analysis
3.7 Statistical Techniques

4 Chapter IV – Data Collection and Analysis:

5 Chapter V – Results / Findings & Suggestion
ANNEXURE
 Questionnaires
 Observation Sheets
 Field Maps
 Exhibits
 Geo Tagged Photos with Sample respondents
 Any other relevant documents

inxnsccscsscc

INDEX

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 LIST OF TABLES

Tabl Title Page.

e
No.
No.

LIST OF FIGURES
Figure Title Page.
No. No.

LIST OF GRAPHS
Graph Title Page.
No. No.

LIST OF ABBREVIATIONS

Sr.
No Abbreviatio Expansion
n

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 Sequence of the Report of SIP
1. Title Page

2. Declaration by student

3. Acknowledgement by student

4. Certificate by the Guide on Institutional Letter Head

5. Certificate by the Partner Organization on Letter Head (if

applicable)

6. Table of Contents

7. List of Tables (if needed)

8. List of Figures (if needed)

9. Abstract

Abstract:

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The rapid evolution of the information technology (IT) sector, especially in the wake of the
COVID-19 pandemic, has significantly reshaped work environments, leading to a dramatic shift
in employee behaviors, expectations, and performance dynamics. One of the most notable
changes has been the transition from the comfort-oriented work-from-home (WFH) setups to
more structured, discipline-driven office environments. This study explores the psychological,
behavioral, and professional impacts of this transition on IT employees, with a particular focus
on how they adapt from comfort zones back into disciplined, performance-focused
organizational structures.

During the pandemic, remote work offered employees flexibility, convenience, and a
personalized work environment that fostered a sense of autonomy. However, this comfort often
led to relaxed work routines, blurred professional boundaries, and a shift in work-life balance.
As organizations now push for a return to office-based or hybrid work models, IT employees
face the challenge of readjusting to scheduled hours, in-person collaboration, formal
communication protocols, and intensified performance monitoring
.
The core aim of this research is to assess how IT professionals are managing this shift—
mentally, emotionally, and practically. Through qualitative interviews, surveys, and
observational data, the study investigates employee attitudes toward structured office
environments, their readiness for routine and discipline, and the extent to which productivity,
motivation, and mental well-being are affected. It also identifies key areas where organizations
can offer support to ease the transition, such as change management programs, flexible policies,
wellness initiatives, and leadership-driven culture shifts.

The findings suggest that a balanced approach—one that respects the employee’s need for
comfort and flexibility while reintroducing a sense of professional discipline—is key to
fostering engagement and sustainable performance. Companies that manage this shift
effectively are likely to experience improved team collaboration, stronger work ethics, and a
more aligned organizational culture.

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 CHAPTER -1

INTRODUCTION

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 Field Project Introduction:

From Comfort to Discipline: Assessing IT Employee Transition

The COVID-19 pandemic brought about a significant shift in the way organizations function,
especially in the Information Technology (IT) sector. Remote work, once considered a
privilege or occasional benefit, became the standard mode of operation. Over time, employees
grew accustomed to the flexibility and comfort that came with working from home. However,
as the situation normalized, many companies began transitioning back to a traditional Work
from Office (WFO) model. This shift marks a journey from the comfort of remote work to the
structured discipline of the office environment—a change that has triggered mixed reactions
among IT professionals.

Remote work offered numerous benefits to employees. They could save time on commuting,
manage household responsibilities more easily, and enjoy a better work-life balance. The
flexibility to create their own schedules and work in a familiar environment significantly
contributed to increased comfort and, in many cases, improved productivity. However, this
comfort often came with less structure, fewer in-person interactions, and sometimes, blurred
boundaries between personal and professional life.

The return to the office introduces a renewed sense of discipline. Fixed working hours, formal
dress codes, structured meetings, and direct supervision are part of the traditional work
environment. While these elements are essential for organizational culture, communication,
and collaboration, they can feel restrictive for employees who have spent months—or even
years—working in a more relaxed setting.

This transition is not just a logistical change but a psychological one. Employees may feel
anxiety, stress, or even resentment about giving up the autonomy they enjoyed during remote
work. Factors like long commutes, rigid schedules, and the loss of personal time contribute to
resistance. Moreover, employees who managed to perform efficiently from home may
question the need to return to office-based work.

Organizations must understand that this shift requires more than just policy changes—it needs
empathy, communication, and support. Leadership must assess the reasons behind employee

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resistance. Is it due to health concerns? Family responsibilities? A sense of lost control?
Understanding these factors is key to managing the transition smoothly.

To bridge the gap between comfort and discipline, companies can adopt hybrid models, offer
flexible hours, and focus on building a positive work environment
Clear communication about the reasons for returning to the office, along with efforts to
maintain some of the flexibility from remote work, can help ease the transition. Offering
wellness programs, transportation support, or flexible in-office policies can also make a
difference.

In conclusion, the transition from comfort to discipline is a complex yet manageable process.
By assessing the emotional and practical challenges faced by IT employees, organizations can
create a balanced approach that respects employee preferences while meeting business goals.
The key lies in understanding, adapting, and supporting employees as they adjust to this new
phase of working life.

Offering wellness programs, transportation support, or flexible in-office policies can also
make a difference. Regular feedback sessions, employee engagement activities, and mental
health support can further ease the transition and rebuild workplace morale.

In conclusion, the transition from comfort to discipline is a complex yet manageable process.
By assessing the emotional and practical challenges faced by IT employees, organizations can
create a balanced approach that respects employee preferences while meeting business goals.
The key lies in understanding, adapting, and supporting employees as they adjust to this new
phase of working life. Ultimately, successful reintegration into the workplace depends on
mutual trust, transparent communication, and the willingness of both employers and
employees to evolve together. A thoughtful transition plan not only enhances employee
satisfaction but also contributes to long-term organizational stability and growth.

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1.1 Statement of the Problem:

Understanding the Shift from Remote Work to Work from Office (WFO) in the IT
Sector:

The sudden and large-scale shift from remote work to Work from Office (WFO) has presented a
unique set of challenges for both organizations and employees, particularly in the Information
Technology (IT) sector. During the pandemic, remote work became the norm, offering
employees a high degree of flexibility, autonomy, and comfort. Over time, many employees
adjusted their lifestyles around this model, optimizing their work routines, personal
responsibilities, and overall well-being
.
However, with companies now transitioning back to office spaces, a noticeable resistance has
emerged among IT employees, affecting various aspects such as productivity, job satisfaction,
engagement, and even employee retention.

One of the primary reasons for this resistance is the loss of flexibility. Working from home
allowed employees to manage their time more freely, balance personal and professional
responsibilities, and work in environments that suited them best. Returning to a rigid office
schedule often feels like a step backward, especially for those who found improved efficiency
and focus while working remotely. The demand for fixed work hours and constant physical
presence in the office can seem unnecessary to employees who have proven their productivity
outside the traditional work setting.

Another major factor contributing to resistance is commuting stress. Employees who once
saved hours per day by eliminating travel now face the daily burden of traffic, long travel times,
and increased expenses. This shift not only affects their physical well-being but also reduces the

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time they previously had for family, hobbies, or self-care, leading to decreased morale and
increased burnout.

Workplace adaptability is also a concern. After months—or even years—of remote work,
some employees may find it difficult to readjust to in-office routines, team dynamics, or formal
hierarchies. Changes in interpersonal relationships, organizational culture, and the physical
office setup can lead to discomfort and disengagement. Additionally, employees who were
hired remotely may find their first in-office experience unfamiliar and overwhelming.

As a result, this resistance impacts not just individual employees but the organization. Lower
engagement levels, reduced job satisfaction, and increased turnover intentions are some of
the outcome’s businesses are now facing. Understanding these underlying challenges is crucial
for organizational leaders and HR managers.

This study aims to investigate the key factors driving this resistance and explore how companies
can manage the transition in a more employee-centric manner. Through surveys, interviews, and
observations, the research will gather insights into employee sentiments and suggest actionable
strategies.

These may include hybrid work models, flexible scheduling, wellness programs, and improved
communication to make the shift less abrupt and more collaborative.
In conclusion, the shift from Work from Home (WFH) to Work from Office (WFO) is not
merely a change in workplace policy but a significant cultural transformation that affects
employee behavior, mindset, and work dynamics.

It involves re-establishing routines, adjusting to in-person collaboration, and adapting to

structured office environments after a prolonged period of flexibility and autonomy. This
transition can trigger resistance among employees due to concerns such as reduced work-life
balance, commuting stress, and loss of personal comfort.

To navigate this shift successfully, organizations must go beyond enforcing attendance policies
and instead focus on understanding the root causes of employee hesitation. By implementing
thoughtful, employee-centric strategies—such as hybrid work models, mental health support,
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flexible hours, and open communication—businesses can foster a positive work culture. This
approach not only ensures a smoother transition back to office settings but also supports long-
term goals like employee satisfaction, high morale, and productivity.

1.2 Purpose /Objectives of the Project:

As a compulsory course of SPPU for MBA syllabus

To gather actual experience of course curriculum

at field

To analyze the impact on work-life balance,

productivity, and job satisfaction

 As a compulsory course of SPPU for MBA syllabus:

As part of the compulsory curriculum for the MBA program under Savitribai Phule
Pune University (SPPU), this research project plays a crucial role in enhancing students’
academic and professional development. It is designed to provide hands-on, field-based
learning experiences that enable students to connect theoretical concepts with their practical
application in real business settings. Through this field project, students move beyond
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textbook knowledge and actively engage with actual organizational scenarios, allowing them
to gain deeper insights into business operations, human behaviour, and management practices.
The main aim is to bridge the gap between academic learning and the dynamic challenges of
the corporate world. Students are encouraged to conduct research, collect data, analyse real-
time situations, and develop solutions to existing business problems. This practical exposure
helps in sharpening essential managerial skills such as critical thinking, data interpretation,
effective communication, and strategic decision-making.
Moreover, this initiative aligns with the broader objectives of SPPU’s MBA program, which
emphasizes the development of industry-ready professionals. By working directly on field
projects, students are better prepared to face the demands of the workplace and contribute
effectively from day one of their careers. Overall, the field project is a vital experiential
learning component that supports holistic management education.

 To gather actual experience of course curriculum at field:

The primary objective of this study is to gain meaningful real-world exposure by

analysing the transition of IT employees from the flexibility and comfort of Work
from Home (WFH) to the more structured and disciplined setting of Work from Office
(WFO). This transition, brought about in the post-pandemic era, presents a valuable
opportunity to understand how employees adapt to changing work environments and
how organizations manage such shifts. The study aims to explore the emotional,
psychological, and practical challenges faced by employees during this change,
including issues like commuting, work-life balance, and reduced flexibility.

By examining employee reactions, levels of resistance, and coping mechanisms, this

research provides insight into real-time human resource practices and organizational
behavior. It also seeks to understand the impact of such transitions on employee

productivity, morale, and overall job satisfaction. Through this field-based study,
MBA students can apply theoretical concepts related to HR, change management, and
organizational dynamics in actual business contexts.

Ultimately, this project serves as a bridge between academic knowledge and practical
implementation. It helps students build analytical, problem-solving, and decision-

17
 making skills, preparing them to handle real-world challenges in corporate settings
and making them more industry-ready professionals.

 To analyze the impact on work-life balance, productivity, and job satisfaction:

The transition from Work from Home (WFH) to Work from Office (WFO) has
brought significant changes to employees' daily routines, directly impacting their
work-life balance, productivity, and job satisfaction. This study aims to analyse these
effects specifically in the IT sector, where remote work became the norm during the
pandemic. While WFH allowed employees the flexibility to manage both personal and
professional responsibilities, returning to a structured office setup has introduced new
challenges such as commuting stress, time management issues, and a shift in daily
routines.

Work-life balance, which improved for many during remote work, may now be
disrupted by fixed office hours and reduced personal time. Similarly, productivity
levels, which varied based on individual work environments at home, may either
improve or decline depending on the adaptability of the employee and the
organizational support provided. Job satisfaction is also influenced by how employees
perceive this transition—whether they see it as a return to normalcy or a loss of
autonomy.

By analysing these aspects, the study aims to offer valuable insights to organizations
on how to manage this transition more effectively. The findings can help HR
departments create strategies that support employee well-being while maintaining high
performance and engagement levels.

1.3Theoretical Framework:

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The transition from Work from Home (WFH) to Work from Office (WFO) in the IT sector is
not merely a logistical change but a deep organizational and psychological shift. To understand
the reasons behind employee resistance, emotional reactions, performance variations, and
overall adaptability, several theories in organizational behaviour and human resource
management can be applied. This theoretical framework serves as a foundation for analysing
the transition in a structured and evidence-based manner.

1. Kurt Lewin’s Change Management Theory

Kurt Lewin’s three-stage model—Unfreeze, Change, and Refreeze—is fundamental to

understanding behavioral transitions in organizations.

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  Unfreeze: This stage involves preparing employees for change. During the pandemic,
employees settled into WFH routines. Now, they must be mentally and emotionally
prepared to leave that comfort zone. Resistance here stems from fear of the unknown or
perceived loss of benefits like flexibility.
 Change: This is the implementation phase. Employees begin returning to the office,
often facing disruptions in their daily routines, commuting burdens, and social
reintegration. This stage needs clear communication, support, and inclusive policies
from management.
 Refreeze: This final stage is about stabilizing and accepting the new normal. For a
successful WFO culture, organizations must reinforce new routines, reward adaptation,
and continuously gather feedback.
Lewin’s model highlights that change must be managed with empathy, clarity, and support to
reduce resistance and increase long-term acceptance.

2. Maslow’s Hierarchy of Needs

Maslow’s pyramid of human motivation—Physiological, Safety, Love/Belonging, Esteem,
and Self-Actualization—provides insight into employee satisfaction during transition.

 During WFH, safety needs (health security during COVID) and belongingness
(spending more time with family) were strongly met.
 WFO may reduce these satisfactions—commuting affects personal time, and office-
based interaction may not replace home comfort.

 The organization’s role is to ensure employees feel safe, valued, and supported, thereby
gradually fulfilling esteem and self-actualization needs through meaningful work,
recognition, and growth opportunities.
Maslow’s theory reminds us that unless basic psychological and safety needs are met, higher
productivity and morale are hard to achieve.

3. Herzberg’s Two-Factor Theory

Herzberg categorizes workplace elements into:
 Hygiene Factors (salary, policies, working conditions), and
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  Motivators (achievement, recognition, responsibility).

WFH provided strong hygiene factors like flexible schedules and comfort, reducing
dissatisfaction. The return to WFO may compromise those unless compensated by strong
motivators.
To make the transition successful, organizations must:
 Ensure WFO does not negatively affect hygiene factors (e.g., by offering flexible in-
office hours or comfortable workspaces).
 Actively provide motivators like skill enhancement programs, increased responsibilities,
and public recognition to build morale.
Herzberg’s theory helps organizations balance satisfaction and dissatisfaction in a time of
operational change.

4. Job Demands-Resources (JD-R) Model

The JD-R model focuses on balancing job demands (e.g., workload, time pressure, long
commutes) with job resources (e.g., autonomy, support, development opportunities).

 WFH reduced physical demands like travel and allowed better work-life balance.
 WFO reintroduces demands (e.g., office presence, time constraints), which can lead to
burnout if not balanced with resources.
To reduce resistance and enhance productivity, management must:
 Increase job resources such as flexible scheduling, employee wellness programs,
ergonomic office setups, and empathetic leadership.
 Regularly evaluate job strain to prevent disengagement and attrition.

This model emphasizes that supporting employees during high-demand transitions is key to
sustaining performance and well-being.

5. Kotter’s 8-Step Change Model

John Kotter’s model outlines a roadmap for implementing change:

1. Create urgency – Communicate why returning to office is necessary (e.g.,

collaboration, culture).
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 2. Form a powerful coalition – Engage team leaders and HR to drive the change.
3. Create a vision for change – Make employees feel part of a larger organizational
mission.
4. Communicate the vision – Use regular meetings and updates.
5. Remove obstacles – Address personal and logistical concerns (e.g., transport, flexible
timing).
6. Create short-term wins – Celebrate early successes like improved teamwork or project
outcomes.
7. Build on the change – Continue improving policies based on feedback.
8. Anchor the changes in culture – Make WFO a part of a renewed company identity.
Kotter’s model emphasizes strategic planning and employee involvement, ensuring the
transition is well-accepted.

Conclusion
This theoretical framework integrates change management, motivation, workplace psychology,
and organizational behavior to understand the IT employees' transition from WFH to WFO.
Applying these theories allows organizations to diagnose resistance, design employee-centric
strategies, and ensure a smooth, productive shift back to office culture in the post-pandemic era.

1.4. Significance of the Project

The transition from Work from Home (WFH) to Work from Office (WFO) has emerged as one
of the most complex shifts in the post-pandemic workplace, particularly in the IT sector. This
project holds significant relevance as it investigates the real-world implications of this transition
on employee performance, organizational productivity, and overall work culture.
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The findings of the study will contribute meaningfully to the domains of human resource
management, organizational behavior, and corporate policy design, offering actionable insights
that businesses can use to manage workforce dynamics more effectively.

One of the key contributions of this project lies in its ability to identify the root causes of
resistance among IT professionals toward WFO. During the COVID-19 pandemic, remote
work became a global necessity. Over time, it transformed into a preferred working style for
many employees due to the convenience, autonomy, and better work-life integration it offered.
Returning to a structured office setup has disrupted this comfort, leading to psychological
resistance and logistical challenges. Understanding these reasons is critical, as unresolved
employee concerns can lead to increased dissatisfaction, disengagement, absenteeism, and even
higher attrition rates.

Moreover, the project explores how this shift affects employee morale and productivity.
While some organizations expect WFO to enhance collaboration and innovation, others report a
dip in morale due to forced changes, commuting stress, or the loss of personal time. By studying
employee sentiment and their adaptability, this project can shed light on the actual effects of
WFO on performance levels and team dynamics. It highlights whether employees feel more
energized and connected in office settings or if they perceive WFO as a burden that hampers
their efficiency.

Another major significance of the project lies in its potential to influence organizational
policies and leadership approaches. Many companies are currently adopting hybrid work
models without fully understanding what employees need to thrive. This research helps bridge
that gap by offering evidence-based recommendations on how to structure work policies,
communication strategies, leadership styles, and wellness initiatives that are aligned with
employee preferences. The insights gained can guide HR departments to make more informed
decisions when redesigning job roles, assessing performance, or creating engagement strategies.

From a broader perspective, the study supports the idea of balancing operational goals with
employee well-being. Businesses that fail to consider employee perspectives may suffer from
talent loss, reduced innovation, and poor employer branding. Conversely, companies that show
empathy and flexibility in navigating this transition are more likely to build a loyal, motivated,
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and high-performing workforce. The findings of this project offer a roadmap to achieving this
balance by combining productivity metrics with qualitative employee feedback.

The project is also significant from an academic standpoint. It provides MBA students and
researchers with an opportunity to apply classroom theories such as change management,
motivation models, and organizational culture frameworks to a real-world business issue. By
conducting field research, analyzing employee behavior, and proposing practical solutions, the
project serves as a bridge between academic learning and industry application. This experiential
approach enhances critical thinking, research capabilities, and decision-making skills in a
dynamic business environment.

Lastly, the project adds value to future strategic planning. As remote work and hybrid models
continue to evolve, organizations will need to stay adaptive and forward-thinking. The insights
gathered through this study can help build resilient workforce policies that are sustainable in
both normal and crisis scenarios. It enables businesses to future-proof their operations while
maintaining a people-centric approach to work.

Furthermore, this project plays a vital role in promoting inclusive and adaptive workplace
cultures by emphasizing the importance of understanding employee perspectives during
organizational transitions. It highlights how effective communication, empathy, and flexible
policies can reduce resistance and foster a more engaged and resilient workforce. By addressing
real concerns such as commuting stress, work-life balance, and loss of autonomy, the study
encourages companies to adopt strategies that prioritize both business objectives and employee
well-being. Ultimately, the project supports the creation of a supportive work environment that
leads to higher job satisfaction, lower turnover, and sustainable organizational growth in the
evolving IT industry.

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 CHAPTER 2

REVIEW OF THE LITERATURE

REVIEW OF LITERATURE:

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The transition of IT employees from a comfort-driven work environment to a more
disciplined and structured professional setting has garnered considerable academic interest.
This literature review presents key theories, models, and findings that frame this transition,
emphasizing aspects such as organizational culture, employee adaptability, remote work
influence, and professional discipline.

Organizational Culture and Comfort Zones

Schein (2010) highlights the role of organizational culture in shaping employee behavior and
expectations. When IT professionals become accustomed to a relaxed, innovation-driven
environment, such as startups or flexible remote teams, they often develop comfort-based
working habits. These settings typically allow autonomy, informal communication, and
relaxed deadlines, contributing to employee satisfaction but potentially reducing preparedness
for high-discipline environments.

Transition and Adaptability

Bridges’ Transition Model (2004) provides a foundational understanding of how individuals
cope with change. According to Bridges, transition involves three phases: ending, neutral
zone, and new beginning. IT employees leaving comfort zones often struggle in the neutral
phase, where uncertainty and confusion can impact performance. Adaptability skills—defined
as the ability to respond effectively to changing work demands—play a critical role in this
phase.

Discipline in Professional Environments

Research by Cameron & Quinn (2011) on competing values frameworks shows that
hierarchical organizations, with a focus on control and discipline, often clash with the
informal culture of IT. The imposition of fixed working hours, strict monitoring, and
hierarchical reporting structures requires employees to shift their work ethic and routines,
which can result in stress or decreased job satisfaction if not managed well.

Impact of Remote Work and Post-COVID Shifts

The post-pandemic work culture has further blurred the lines between personal comfort and
professional discipline. A study by Gartner (2021) found that 70% of IT employees reported
higher productivity while working remotely, but also experienced challenges when
reintegrating into structured office environments.

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This transition raises questions about long-term adaptability and employee well-being.
Employee Engagement and Psychological Safety
Edmondson (1999) introduces the concept of psychological safety, which is critical during
transitional phases. Employees are more likely to adapt positively if they feel safe to express
concerns, ask questions, and make mistakes without fear of reprimand. Organizations that
support this are more successful in guiding employees through structured transitions.

Conclusion of Review
The reviewed literature collectively emphasizes that the transition from comfort to discipline
in the IT sector is multifaceted, involving personal, organizational, and external dynamics.
Success in this transition often hinges on how well organizations manage change,
communicate expectations, and support employees through adaptive training and
development practices.

CASE STUDY REALTED TO RESEARCH:

Organizational Culture and Comfort Zones

Schein (2010) describes organizational culture as the “shared values and beliefs” that guide
behaviour. In IT startups and remote-first organizations, a culture of comfort—characterized
by flexible hours, informal dress codes, and open communication—is often promoted to foster
creativity and innovation.

Case Study: Infosys' Transition Post-Remote Work (India)

Infosys, traditionally known for a structured corporate culture, allowed remote work during
the COVID-19 pandemic. Employees reported increased comfort and autonomy. However, as
the company began hybrid operations in 2022, many mid-level developers found it difficult to
adjust to pre-COVID routines and productivity tracking, prompting management to
implement structured re-orientation programs.

Transition and Adaptability

Bridges’ Transition Model (2004) categorizes change into three phases: ending, neutral zone,
and new beginning. IT professionals often experience stress and confusion in the neutral zone
due to the loss of autonomy or informal workflows.

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adapting to Google's more structured project timelines and approval systems. Training and
mentoring programs helped ease this shift, but adaptability varied based on individual
backgrounds and prior work cultures.

Discipline in Professional Environments

Cameron & Quinn (2011) assert that high-discipline environments are defined by hierarchical
control and accountability. For IT employees transitioning from flexible settings, discipline
often means fixed schedules, deadline pressure, and formal performance reviews.

Case Study: TCS Onboarding Freshers from Tier-2 Cities

TCS recruits a large number of fresh graduates, many of whom are used to relaxed academic
schedules. The initial months of corporate training are focused on instilling discipline,
including punctuality, coding standards, and process adherence. Feedback has shown that
over 40% of trainees initially find the transition difficult but show improved performance with
mentoring.

Impact of Remote Work and Post-COVID Shifts

Gartner (2021) reports that remote work increased productivity for 70% of IT employees, but
reintegration into office culture has been challenging. This hybrid transition has forced
companies to reconsider how discipline is enforced without reducing employee morale.

Case Study: Microsoft India’s Hybrid Work Experiment

Microsoft India implemented a structured hybrid policy where employees work in-office three
days a week. They observed that while senior engineers adapted quickly, junior staff struggled
with balancing flexibility and discipline. Managers introduced “focus time” blocks and
scheduled check-ins to guide the transition.

Employee Engagement and Psychological Safety

Edmondson (1999) argues that psychological safety is essential during change. Without it,
employees hesitate to raise concerns or ask for help during transitions, which can hinder
growth and morale.

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 CHAPTER 03 & 04

METHODS OF DATA COLLECTION AND ANALYSIS

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Methods of Data Collection and Analysis

3.1 Research Design:

1. Problem Identified (Research Problem)

Core Issue:

The COVID-19 pandemic transformed the way people worked. IT employees enjoyed remote
work—flexibility, no commuting, better time management—which contributed to high
productivity and better work-life balance.
Now, companies are calling employees back to office or enforcing hybrid work models,
leading to:
 Increased stress
 Poor work-life balance
 Reduced job satisfaction
 Confusion over expectations
 A mismatch between employee needs and organizational policy
So, the problem identified is:
“There is a significant gap between the work environment IT employees were accustomed to
during remote working and the new, more constrained office-based models. This transition is
causing discomfort, impacting their work-life balance, productivity, and overall job
satisfaction.”

📊 2. Research Design: Descriptive Research Design

Why Descriptive?

You are not experimenting or manipulating any variable. You are trying to observe, describe,
30
and understand how this transition has affected IT employees.

Key Features of Descriptive Design:

 Used to gain factual and accurate data
 Focused on the "what" part (What is happening? How are employees feeling?)
 Commonly uses surveys, interviews, and questionnaires
 Data is both qualitative (opinions, feelings) and quantitative (ratings, satisfaction
scores)

Sample Questions in a Survey Might Include:

 How many days do you work from the office now?

 How would you rate your work-life balance now vs. during remote work?
 Has your productivity improved or declined since returning to office?
 What challenges do you face during this transition?

📌 3. Conclusion (Based on Objectives Studied)

Based on the data and field experience, here are detailed conclusions:

✅ Work-Life Balance:
 Many employees report difficulty in managing personal responsibilities due to
increased office hours and commuting.
 Those with caregiving duties or health concerns find it especially hard.
 A flexible or hybrid model is preferred for better balance.

✅ Productivity:
 Some employees feel more productive in office due to fewer distractions.
 Others feel that commuting and rigid schedules reduce energy .
 Productivity is subjective and varies by individual preference.

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3.2 Sampling Type –

What is Probability Sampling? –

Probability Sampling is a method used in research to select a sample (subset) from a larger
population in such a way that everyone has a known and non-zero chance of being chosen.
This technique is based on random selection, which helps ensure the fairness and objectivity
of the sampling process.

Why Use Probability Sampling?

Imagine you want to know how IT employees feel about returning to the office. You can't ask
every IT employee in the world, right? But by using a representative sample, you can still get
accurate insights.
With probability sampling, the results from your sample can be confidently generalized to the
larger population.

🔹 1. Random Selection of Respondents

 Respondents are selected randomly, which means every individual has a fair chance of
being chosen.
 Randomness reduces bias (favouring one type of respondent over another).
 Example: Using a random number generator to select 50 employees from a list of 500.

🔹 2. Known, Equal or Calculable Chance of Selection

 Every member of the population has a known probability of being selected.
For example:
o In simple random sampling, if you are selecting 10 out of 100 people, each has
a 10% chance of selection.
o Even if not equal (like in stratified sampling), the probability is still known and
measurable.

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🔹 3. Minimizes Sampling Bias
 Since selection is based on probability and not human judgment, there's less risk of
favoritism or exclusion.
 Reduces the chance of selecting only certain types of people (e.g., only high-
performing employees), which might give skewed results.

🔹 4. Suitable for Quantitative Research

 Quantitative research involves numbers, statistics, and measurable data (like
satisfaction ratings, working hours, stress levels).
 Probability sampling helps you collect data that can be analyzed statistically and used
to draw conclusions with mathematical confidence.

🔹 5. Supports Statistical Inference and Analysis

 With probability sampling, you can use statistical formulas to:
o Calculate margins of error
o Test hypotheses
o Run confidence intervals
o Perform regression analysis
 These techniques help researchers to make data-backed conclusions about the
population.

Example Scenario for IT Employees (Your Topic)

Let’s say you're assessing the impact of shifting from remote to office-based work in IT
companies.
 You have a population of 1,000 IT employees across 5 companies.
 You want a sample of 200 for your study.
 Using stratified random sampling, you divide employees into strata: developers,
testers, and support staff.
 Then you randomly select proportional samples from each group to ensure balanced
representation.
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3.3 Sampling Method-

Simple Random Sampling (SRS) Method – Detailed Explanation

Simple Random Sampling is one of the most basic and widely used methods of probability
sampling in statistics. It ensures that every member of the population has an equal and
independent chance of being selected in the sample.

🔹 Definition:
Simple Random Sampling is a method of selecting a sample from a larger population in such
a way that each possible sample of a given size has the same chance of being chosen.

🔹 Key Features:
1. Equal Probability – Every individual in the population has an equal chance of being
selected.
2. Randomness – Selection is entirely by chance, without any bias.
3. Independence – The selection of one individual does not affect the selection of
another.

🔹 Methods of Conducting Simple Random Sampling:

Random Number Table or Computer-Generated Random Numbers:

 Assign numbers to every individual in the population.
 Use a random number generator (software or table) to select units.
Advantage: Suitable for large populations.
Disadvantage: Requires access to a computer or table.

🔹 Example:

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Let’s say you want to select a sample of 5 students from a class of 30.
1. Number all students from 1 to 30.
2. Use a random number generator to pick 5 unique numbers.
3. The students corresponding to those numbers form your sample.

3.4 Sample Size –

Sample Size of 108 from IT Employees on Transition from WFH to WFO –

The present study focuses on understanding the perspectives of IT employees regarding the
transition from Work from Home (WFH) to Work From Office (WFO). A sample size of 108
respondents was collected using Google Forms, a convenient and efficient tool for online
surveys.

The questionnaire was designed to gather employee opinions on various aspects such as
productivity, work-life balance, job satisfaction, mental well-being, and overall preferences
regarding WFH and WFO models. The target population for the study included professionals
currently or previously working in the Information Technology (IT) sector, as this industry
has seen significant remote work adoption during the COVID-19 pandemic.

A total of 108 valid responses were received. This sample size is considered sufficient for
preliminary analysis, especially in academic and field research, where time and resources may
be limited. It allows for meaningful trends and patterns to be observed, though care must be
taken in generalizing the findings to the entire IT population.

Google Forms enabled the wide and flexible distribution of the survey link through platforms
like email, LinkedIn, and WhatsApp, ensuring easy access for respondents. The data
collection was anonymous, ensuring that participants could express their honest feedback
without any hesitation or fear of judgment.

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The sample represents a mix of IT professionals from different roles and organizations. While
the sampling method used was non-probability convenience sampling, the data still provides
valuable insights into how employees feel about returning to the office after extended periods
of remote work.

Key variables captured included preferences for hybrid models, changes in motivation,
challenges faced during the transition, and suggestions for employers. The analysis of these
responses can help IT companies understand employee sentiment and develop better
workplace policies
.

3.5 Data Collection Method – Detailed Explanation

In this study, the data was collected directly from IT employees to understand their views on
the transition from Work From Home (WFH) to Work From Office (WFO). The primary
tool used for data collection was Google Forms, which enabled structured and systematic
gathering of responses. However, rather than simply sharing the form online, a more personal
and interactive approach was adopted to ensure authenticity and accuracy in responses.

The researcher personally connected with each respondent and explained the purpose and
importance of the study in brief. Once the respondent agreed to participate, the researcher
shared the Google Form link and requested the respondent to fill it in the researcher’s
presence—either physically or virtually (via video/audio call where applicable). This method
ensured that the responses were provided seriously, without delay, and with a proper
understanding of each question.

By collecting responses in real time, the researcher was also able to:
 Clarify any doubts the respondent had regarding specific questions.
 Ensure completeness of the form—no mandatory questions were skipped.
 Reduce chances of random or careless responses often associated with unsupervised
online surveys.
 Create a more trusting and engaging environment, where participants felt their
opinions were genuinely valued.

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This approach also helped maintain response quality and consistency, which is crucial when
analysing subjective experiences like workplace transitions and employee satisfaction. It
bridged the gap between traditional face-to-face data collection and online methods,
combining the advantages of both.
A total of 108 IT employees were approached using this method. Since the researcher
personally interacted with each respondent, the sample was collected over multiple days,
depending on availability and willingness of participants. While this method was time-
consuming, it significantly improved the reliability and validity of the data collected.

3.6 Summary of the research Instrument-

37
38
The research instrument used in this study was a structured questionnaire developed through
Google Forms, designed to gather insights from IT employees regarding their transition
experience from Work From Home (WFH) to Work From Office (WFO). The title of the
study, "From Comfort to Discipline: Assessing IT Employees’ Transition of WFH to WFO",
reflects the focus on evaluating the emotional, professional, and logistical changes
experienced by employees as they returned to office environments after extended periods of
remote work.

The questionnaire was carefully designed to capture both quantitative and qualitative data,
ensuring a comprehensive understanding of employee sentiment and experiences. It was
divided into several sections, each targeting specific aspects of the transition:

1. Demographic Information:
This section gathered basic details such as age, gender, designation, years of
experience, and current work model (WFH, WFO, or Hybrid). This helped in
segmenting the responses for comparative analysis.

2. Work Experience During WFH:

This section included questions about productivity, work-life balance, communication
challenges, mental health, and comfort levels while working remotely.

3. Transition Experience:
Questions focused on how employees perceived the shift from WFH to WFO,
whether they faced challenges (commute, office timing, adjustment), and what
changes they noticed in their daily routines and work styles.

4. Employee Preferences and Suggestions:

This part included items on employees preferred working model (WFH, WFO, or
hybrid), reasons for their preferences, and suggestions for organizations to make the
transition smoother.

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3.7 Tools for Data Analysis

40
🔍 Google Scholar
A free academic search engine for scholarly articles, theses, books, and conference papers.
It offers peer-reviewed and credible sources for academic research.
Search results link to full texts or previews when available.
Widely used for literature reviews and citations.

📚 ResearchGate
An online community where researchers share papers and collaborate.
You can follow experts, ask research-related questions, and read full articles.
Often provides free access to publications not available elsewhere.
Useful for networking and staying updated in your field.

📝 Google Forms / Microsoft Forms / SurveyMonkey

These are user-friendly tools for creating online surveys and forms.
You can include multiple-choice, short answers, and rating scales.
Collected data is auto organized and easily exported for analysis.
Helpful for feedback, research, or field data collection.

📄 MS Word / Google Docs

Popular tools for drafting, editing, and formatting reports or documents.
Google Docs allows real-time collaboration and autosaves work online.
Both support templates, citations, and comments for feedback.
Essential for report writing in academic and professional settings.

📊 Infogram / Tableau Public

Both tools are great for turning raw data into engaging visuals.
Infogram is simple, ideal for quick infographics, charts, and reports.
Tableau Public is powerful, offering interactive dashboards and insights.
They enhance presentation quality and make data easier to understand.

Statistical technique –
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Statistical techniques were not chosen for this research because the study is small in scale and
has a limited scope. The primary aim was to gather basic insights and understand general
trends rather than perform complex data analysis. Since the number of respondents is
relatively low, and the research does not involve testing hypotheses or establishing strong
correlations, the use of advanced statistical methods like regression analysis, ANOVA, or
hypothesis testing was not necessary.

Instead, simple descriptive tools such as percentages and graphical representations (like pie
charts and bar graphs) were sufficient to present the findings clearly. These basic methods
allow for an easy interpretation of data without requiring in-depth statistical calculations.
Given the nature and objective of the research, avoiding complex statistical techniques
ensures the results remain easy to understand and communicate effectively.

In this research study, statistical techniques were intentionally not applied due to the limited
size and scope of the research. The main objective was to explore basic patterns and gather
general opinions rather than conduct in-depth data analysis or test complex hypotheses. Since
the sample size is small, advanced statistical tools like t-tests, chi-square tests, regression
analysis, or correlation studies would not yield meaningful or reliable results.

Moreover, applying such techniques requires a larger and more diverse dataset to ensure
statistical significance and accuracy, which this study does not aim for. The focus here is on
simplicity and clarity, making the use of basic descriptive methods more appropriate. These
include calculating simple percentages, totals, and using visual aids like pie charts and bar
graphs to present the data in an easy-to-understand manner.

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 CHAPTER 5
RESULT / FINDINGS & SUGGESTIONS

Questionnaires

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1)Name of the Respondents –
The study consists of a total of 108 respondents, all of whom are Information Technology (IT)
employees. These respondents come from various age groups and have participated in the
survey to share their views and experiences. The data collected helps in understanding
demographic patterns, workplace dynamics, and general perspectives within the IT sector.
Due to ethical considerations and privacy protection, individual names of the respondents are
not disclosed in the research. Instead, the focus is on analyzing collective responses to
identify trends and draw meaningful conclusions. Each response is treated with confidentiality
and used solely for academic and research purposes.

2)Organisational Name-
The respondents of this study belong to various IT organizations, representing a diverse range
of companies within the tech industry. Since the survey was open to IT employees across
different firms, participants came from multiple organizations rather than a single company or
institution.
This diversity adds value to the research by capturing a broader perspective of workplace
experiences, policies, and employee opinions. However, to maintain anonymity and
confidentiality, the specific names of the organizations have not been disclosed. The aim is to
focus on collective insights rather than individual organizational practices.

3)Age Group –

 19-25
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 25-35

 35-45

 45-55

 The 25–35 age group has the highest number of respondents (43)

 followed by 19– 25 (36).

 The 35–45 group has a moderate presence with 17 respondents.

 The 45–55 group has the least participation, with only 4 respondents.

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The pie chart displays the gender distribution among 108 IT employee respondents.
 52.8% of the participants are female, slightly outnumbering male respondents.
 47.2% of the participants are male, indicating a relatively balanced gender
representation.

The pie chart illustrates the work mode preference among 108 IT employees.
 67.6% of the respondents are currently working from the office, showing a strong
return to on-site work.
 32.4% are working from home, indicating that remote work still holds relevance but is
less dominant.

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 A) Flexibility in work schedule: 38% (approx. 41 responses)

B) No commute stress: 16.7% (approx. 18 responses)

C) Nothing, I prefer WFO: 23.1% (approx. 25 responses)

D) Work-Life Balance: 22.2% (approx. 24 responses)

The survey results show a mixed sentiment about the return to Work From Office (WFO).
While 38% miss the flexibility of WFH the most, a significant 23.1% actually prefer WFO.
When it comes to work-life balance, nearly half (49.5%) feel it has improved post-WFO,
but 13.1% report it has worsened, and 37.4% see no change.

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Managing household responsibilities has become more difficult for most after returning to
office, though a similar number find it easier due to a fixed routine.

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49