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WORK LIFE BALANCE STRATEGIES:
PROGRESS & PROBLEMS IN INDIAN
ORGANIZATIONS-SPECIFIC
TO RAISING A CHILD
A Thesis submitted to Gujarat Technological University
For the Award of
Doctor of Philosophy
in
Management
By
Wg Cdr V K Agrawal (Veteran) [Enrollment No: 119997392040]
Under Supervision of
Dr.P.G.K.Murthy
GUJARAT TECHNOLOGICAL UNIVERSITY
AHMEDABAD
August 2018
ii
© Wg Cdr V K Agrawal (Veteran)
iii
DECLARATION
I declare that the thesis entitled “Work Life Balance Strategies: Progress &
Problems in Indian Organizations-Specific to Raising a Child” submitted by me
for the degree of Doctor of Philosophy is the record of research work carried out by
me during the period from 10 July 2013 to 14 September 2017 under the
supervision of Dr. P.G.K.Murthy and this has not formed the basis for the award of
any degree, diploma, associateship, fellowship, titles in this or any other University or
other institution of higher learning.
I further declare that the material obtained from other sources has been duly
acknowledged in the thesis. I shall be solely responsible for any plagiarism or other
irregularities, if noticed in the thesis.
\
Signature of the Research Scholar: Date: 02nd
August 2018
Name of Research Scholar: Wg Cdr V K Agrawal (Veteran)
Place: Vadodara
iv
CERTIFICATE
I certify that the work incorporated in the thesis “Work Life Balance Strategies:
Progress & Problems in Indian Organizations-Specific to Raising a Child”
submitted by Wg Cdr V K Agrawal (Veteran) was carried out by the candidate under
my supervision/guidance. To the best of my knowledge: (i) the candidate has not
submitted the same research work to any other institution for any degree/diploma,
Associateship, Fellowship or other similar titles (ii) the thesis submitted is a record of
original research work done by the Research Scholar during the period of study under
my supervision, and (iii) the thesis represents independent research work on the part
of the Research Scholar.
Signature of Supervisor: ---------------------------------- Date: 02nd
August 2018
Name of Supervisor: Dr. P.G.K.Murthy
Place: Limda, Tal.Waghodia, Dist.Vadodara
v
COURSE-WORK COMPLETION CERTIFICATE
This is to certify that Wg Cdr V K Agrawal (Veteran) enrolment No.-
119997392040 is a PhD scholar enrolled for PhD program in the branch
Management of Gujarat Technological University, Ahmedabad.
[Please tick the relevant option(s)]
He/She has been exempted from the course-work (successfully completed
during M.Phil Course)
He/She has been exempted from Research Methodology Course only
(successfully completed during M.Phil Course)
He/She has successfully completed the PhD course work for the partial
requirement for the award of PhD Degree. His/ Her performance in the course
work is as follows-
Grade Obtained in Research Methodology
(PH0)
Grade Obtained in Self Study Course
(Core Subject)
(PH002)
BC BB
Supervisor’s Sign
Dr.P.G.K.Murthy
vi
Originality Report Certificate
It is certified that PhD Thesis titled “Work Life Balance Strategies: Progress &
Problems in Indian Organizations-Specific to Raising a Child” by Wg Cdr V K
Agrawal (Veteran) has been examined by us. We undertake the following:
a. Thesis has significant new work / knowledge as compared already published
or is under consideration to be published elsewhere. No sentence, equation,
diagram, table, paragraph or section has been copied verbatim from previous
work unless it is placed under quotation marks and duly referenced.
b. The work presented is original and own work of the author (i.e. there is no
plagiarism). No ideas, processes, results or words of others have been
presented as Author own work.
c. There is no fabrication of data or results which have been compiled / analysed.
d. There is no falsification by manipulating research materials, equipment or
processes, or changing or omitting data or results such that the research is not
accurately represented in the research record.
e. The thesis has been checked using Turnitin (copy of originality report
attached) and found within limits as per GTU Plagiarism Policy and
instructions issued from time to time (i.e. permitted similarity index <=25%).
Signature of the Research Scholar: ------------------------ Date: 02nd
August 2018
Name of Research Scholar: Wg Cdr V K Agrawal (Veteran)
Place: Vadodara
Signature of Supervisor:---------------------------------- Date: 02nd
August 2018
Name of Supervisor: Dr. P.G.K.Murthy
Place: Vadodara
vii
vk final
by PIET 037
Submission date : 14-Sep-2017 04:57 PM (UTC+0530)
Submission ID : 543238386
File Name: Thesis_of_Wg_Cdr_VKA_Revised_12th_Sep_2017_Final_14_Sep_17.docx(1.56M)
Word Count : 91762
Character Count : 479805
viii
ix
WEBSITE REFERENCE :
1. http://shodhganga.inflibnet.ac.in.gtuelib.remotexs
2. http://search.ebscohost.com
3. www.sssrn.com
4. http://springerline.com
5. http://www.delnet.nic.in
6. www.google.com
NEWS PAPER ARTICLES 30
x
xi
PhD THESIS Non-Exclusive License to
GUJARAT TECHNOLOGICAL UNIVERSITY
In consideration of being a PhD Research Scholar at GTU and in the interests of the
facilitation of research at GTU and elsewhere, I, Wg Cdr V K Agrawal (Veteran)
having (Enrolment No-119997392040) hereby grant a non-exclusive, royalty free
and perpetual license to GTU on the following terms:
a) GTU is permitted to archive, reproduce and distribute my thesis, in whole or
in part, and/or my abstract, in whole or in part (referred to collectively as the
“Work”) anywhere in the world, for non-commercial purposes, in all forms of
media;
b) GTU is permitted to authorize, sub-lease, sub-contract or procure any of the
acts mentioned in paragraph (a);
c) GTU is authorized to submit the Work at any National / International Library,
under the authority of their “Thesis Non-Exclusive License”;
d) The Universal Copyright Notice (©) shall appear on all copies made under the
authority of this license;
e) I undertake to submit my thesis, through my University, to any Library and
Archives. Any abstract submitted with the thesis will be considered to form
part of the thesis.
f) I represent that my thesis is my original work, does not infringe any rights of
others, including privacy rights, and that I have the right to make the grant
conferred by this non-exclusive license.
g) If third party copyrighted material was included in my thesis for which, under
the terms of the Copyright Act, written permission from the copyright owners
is required, I have obtained such permission from the copyright owners to do
xii
the acts mentioned in paragraph (a) above for the full term of copyright
protection.
h) I retain copyright ownership and moral rights in my thesis, and may deal with
the copyright in my thesis, in any way consistent with rights granted by me to
my University in this non-exclusive license.
i) I further promise to inform any person to whom I may hereafter assign or
license my copyright in my thesis of the rights granted by me to my University
in this non-exclusive license.
j) I am aware of and agree to accept the conditions and regulations of PhD
including all policy matters related to authorship and plagiarism.
Signature of the Research Scholar: ________________________
Name of Research Scholar: Wg Cdr V K Agrawal (Veteran)
Place: Vadodara Date: 02nd
August 2018
Signature of Supervisor: _______________________________
Name of Supervisor: Dr.P.G.K.Murthy
Place: Limda, Tal.Waghodia, Dist.Vadodara Date: 02nd
August 2018
Seal:
xiii
Thesis Approval Form
The viva-voce of the PhD Thesis submitted by Wg Cdr V K Agrawal (Veteran)
(Enrolment No-119997392040) entitled “Work Life Balance Strategies: Progress
& Problems in Indian Organizations-Specific to Raising a Child” was conducted
on ___________________________________(day and date) at Gujarat
Technological University.
(Please tick any one of the following option)
The performance of the candidate was satisfactory. We recommend that
he/she be awarded the PhD degree.
Any further modifications in research work recommended by the panel
after 3 months from the date of first viva-voce upon request of the
Supervisor or request of Independent Research Scholar after which viva-
voce can be re-conducted by the same panel again.
The performance of the candidate was unsatisfactory. We recommend that
he/she should not be awarded the PhD degree
Name and Sign of SupervisorwithSeal 1st External Examiner: Name
andSign
2nd External Examiner: NameandSign 3rd External Examiner: Name
andSign
(Briefly specify the modification suggested by the panel)
(The panel must give justification for rejecting the research work)
xiv
ABSTRACT
Background: The present enquiry has as its theme, the understanding of the
predictors of Work -Life Balance (WLB) among women professionals in Gujarat,
along with assessing their work-family conflicts (Gender Parity, Culturally Diverse
Environment, Glass Ceiling) and identifying their Coping Strategies that enable the
achievement of equilibrium between Work (Career Progression) and Family (Raising
a Child) as a Dual Career couple (DCC), in a Nuclear Family (NF) for Gen Y Couple.
Aim: The objective of the study is to find out how the dual career couples of the
India manage their homes and workplaces in case of Nuclear Family in absence of
“No support” of their both of families, to find out the compromises that dual career
couples have to make for the smooth functioning of their day-to-day lives, and above
all, how the progression of Career of working wife get effected in such
cases/conditions. It is high time that realization of need of future competent
workforce (Cognitive Child) is felt by all the stake holders of the country.
To study, the real impact of Work Life Balance (WLB) of Working Women (WW)
specific to Raising a Child (RAC) in relation to DCC (Dual Career Couple), in
Indian Organizations.
The study also attempts to examine the presence and pervasiveness of Raising a
Child (RAC) affecting the career prospects of women professionals in India.
Research Methodology: This study was conducted on 409 women professionals in
Gujarat. Women professionals in three different cities in Gujarat- Ahmedabad,
Vadodara and Surat and with various professional Groups (Doctors, Engineers,
Pharmacist, Chartered Accountants, Bank Professionals, Defense, various Industries,
Professors and Teachers) constituted the sample for the study. How the Professional
working woman can go ahead with career progression as a Gen Y, dual career couple
in a Nuclear Family along with raising of a child has been adopted as conceptual
frame for analysis. This study is based on the responses obtained through survey in
focus groups of Gujarat. The tool used for collecting the data was structured
Questionnaire, specially designed for RAC (WLB) pertaining to WW (DCC).
xv
Results:
Somehow, Indian WW (DCC) is able to manage initial 03 Years of age of Child on
her pregnancy and after delivery. But, subsequently, it has its toll in the form of
PCWW and WLB, either on DCC or on gifting a Cognitive Child to the Nation, i.e.
the need of 21st
Century. Otherwise, also as highly educated DCC are great resource
of the country, their Human Capital must be utilized in the growth and evolution of a
Cognitive Child.
Irrespective of age of Child, WW (DCC) has enormous problems / issues throughout
their career progression, which necessitates lot of Perceived Organization Support
(POS). Those methods have to be evolved, anyhow, on similar lines of CSR.
Concentrated Efforts are needed, to change the Perception, of whole society, on WW.
The results reveal that though different strategies are resorted to meet the demands of
career on family, the pattern of coping strategies are similar among all professional
groups in India. Family Support has been main backbone for all working women
professionals during initial / prime 03 years after birth of a child in India. Though
conflict is pervasive in both the domains, the work domain is seen as a slightly greater
source of conflict than the family domain. The prevalence of additional duty assigned
to a female by Nature (Delivery-birth of a child & raising of a child) is confirmed and
it is found that it denies due appreciation and effect the career prospects of women
professionals. It may be a challenging task in time to come in 21st Century in Indian
Contingent.
Conclusion: It is a critical analysis for providing the Firstly, Support to a Working
Woman(especially dual career couple) apart from existing convention in India, to seek
the Support from Family (Parents or in-Laws) during the most essential period before
and after delivery of a child. Secondly, Career progression of a working woman must
not get effected /shattered due to such essential/absolute need of a Nature (Delivery &
Raising of a Child). Thirdly, it shall be waste of Intellectual Human Capital
(working woman). It shall be a great National Loss. Fourthly, how to have a
Cognitive / Competitive / Intellectual Child? That is the need of the hour, in the
form of Future Workforce of India (FWFI). Fifthly; there is urgent need of making a
policy on this. So, it shall be available to a Working Woman (DCC) in a natural
xvi
course of duty (Career Progression), not by struggle or on demand, without any
compromise. It shall become part (added) of “Maslow Hierarchy of Need Theory”
as a Physiological Needs of 21st Century, particularly for Working Women (WW). It’s
very essential for dual career couple, placed in Organizations as Indian Defense
Services (Army/IAF/Navy) or similar other Indian Organizations (ONGC, Indian
Railways, Aviation, IAS & Para Military Services). It is good initiative taken by
Indian government (in recent past), to provide the Opportunities to Indian Women
(Work force) almost for all Job Descriptions. The same study can be replicated/
extended for all working women of India.
Scope of Future Research: My Target Groups (Audience) are mostly Migrants,
serving away from their Home Town. Those are mostly in Central Govt.
Organizations / Undertakings, such as Defence Services (ARMY/IAF/NAVY), IAS,
ONGC, NTPC, HAL, Indian Railways, RBI, KVs, SBI Banks, Air India, Indian Air
Lines; DGCA (Pilot). Future studies may explore/capture more peculiarities of such
type of Organizations or specific Sector in relation to WW (DCC) on Employer-
Employee needs and to develop required behavior among both.
Key words: Competitiveness, Cognitive Child, Emotional Stability, Working Mother
or Working Women (WW), Motherhood, Mother’s Emotions (Emotional
Valence),Stress free Mother (emotional well-being), Strong Marital Relationship,
Dual Career Couple (DCC), Raising a Child (RAC), Nuclear Family (NF),
Organization-Support, Progression of Career of Working Women (PCWW), Personal
Satisfaction, Professional Satisfaction, Work Life Balance (WLB)
xvii
ACKNOWLEDGEMENT
First of all, I am grateful to my Guru Dr P G K Murthy, for guiding and supporting
me during the entire journey of my PhD. I have been continuously inspired by him on
this daunting & improbable Task of Research (whole Research Process) .He was
completely engrossed in my Research work. He has guided me continuously, in spite
of his busy schedule and manifold Office responsibilities of GTU, University and
Institute. He has never compromised with Quality. Not once, but many times, I had
totally given up, then I was supported and invigorated by my Guru, thoroughly. I owe
to Dr P G K Murthy Sir, forever.
I owe to my Life Friend, Dr Chhaya Agrawal, who had agreed to marry me. Because
of marrying to a Flight Lieutenant V K Agrawal (IAF), she had to quit her permanent
Central Government, Non-transferable Job of Kirkee Cantt Hospital, Pune and
alongwith having 03 years of unmatchable Experience / Seniority. She had to forgo
her most beloved professional Job as Gynecological Operations (Clinical Job) &
various many Procedures by being at Kirkee Cantt Hospital, Pune. She has struggled
/slogged for joining IAF as Flying Officer (Non- Clinical Job). She could remain an
IAF Officer, only for 05 Years, along with infinite Challenges (due to Service
Exigencies and both in Trasferable Jobs).
I compelled her to do another crime, by keeping my first, 40 days Child, in so called
Crèche (absolutely with nothing) at Kirkee, Pune, due to resuming the duty after
delivery. She (as a Baby Boomer) has undergone all this, in the year 1991. Holding a
just 40 days old Child in her lap, absolutely with No Support (including me, and her
in-laws), while compelling her, serving a very Challenging Organizations as Indian
Air Force (IAF) as a Lady Medical Officer with alternative day, 24 Hrs. Duty roaster
from year 1991 to 1996. There are many such DCC in present workforce, as a Gen Y,
NF, DCC, RAC (Age of Child < 03 Years) and HPJ with Transferable Job in Civil
and Defence Sevices.
She inspired me to undertaken the all the Challenges of LIFE. She has given up
anything and everything for my sake and supported me throughout the Journey of
Life. It goes without saying, for present task too i.e. successful completion of my
Research work. My eldest Son, Dr Anubhav Agrawal prompted me to do the PhD
xviii
and to write thesis (put everything in black and white and to describe the adventure
of Life, in extent possible). He has been deprived in real sense, of rearing a Child,
Father’s love education and my support, during his entire Childhood. While, my
youngest Son Dr Utkash Agrawal could not get my proper support, during
schooling, because of my struggle to settle down in my second career (Academics).
But, he has supported me, by adhereing the schedule and attaining the substantial
research work in completion of this Research Study. He has been accompanying me,
late in the night and helped me to meet the targeted research work. In fact, my entire
Home has been very busy and constantly supporting me, all along with my entire
journey of PhD. Otherwise, this work would have still remained, unfinished.
I owe to my father in Law, Shri S S Goyal and whole family for all outstanding help,
who has not only provided me all the initial supports but also allowed me, for
prolonged stay, in his house during delivery of my child. Later on, I have been
fortunate enough, to have support from my Brother in–law, Dr Madhur Goyal and
Sister in –law, Dr Alka Goyal to look after my Child, during exigencies of sevice of
IAF, while simultaneously, both of us had been engaged on the IAF Job. They have
whole heartedly, accepted and extended their support willingly, as an extended
family, during my posting at Air Force Station, Baroda.
Along, this journey of RAC, I have been lucky to have my Commanding Officer, Air
Vice Marshal Arvind Verma at Air Force Station, Baroda. He has been very
collaborative, matured, experienced, meticulous and an excellent Inspiring &
Charismatic Leader for me & my whole family. I have been also continuously
inspired by my SVNIT, Surat , Senior Collegemate Rear Admiral Shekhar Mittal,
for his outstanding achievements. They both are my role models.
I have been interacting, influenced and upgraded continuously in my thoughts by
Previous IIMA Director, Dr Bakul Dholakiya, renown HR Academician of IIM,
Ahmedabad, Dr Pestonjee, former Dean of FMS, MS University, (Late) Dr Mayank
Dholkiya and Dr G C Maheshawri and Ex-Reliance Vice President HR, (Late) Dr A
P Singh, who has taught me basics of HR at MSU Baroda.
My special thanks to my Foreign Co-Supervisor Dr.Vojko Potcon, Faculty of
Economics and Business, University of Maribor, Slovenia.
xix
I wish to acknowledge contribution of Doctoral Progress Committee (DPC) members
Dr.Dalpat Sarupriya, Formerly Professor, Faculty of Management, M.S.University,
Vadodara and Dr.Chinnam Reddy, Formerly Dean, Faculty of Management, Gujarat
Technological University, Ahmedabad and currently, Director, National Institute of
Hospitality and Tourism, Hyderabad, for providing me valuable guidance. I also wish
to acknowledge contribution of Annual Progress Committee (APC) members of GTU,
Dr. Chandra P. Shrimali, Professor, Management Development Institute, Gurugram
and Dr. P. Murali Krishna, Professor, Faculty of Management, Sri Krishnadevaraya
University, Anantapur, for being strong reviewers, insight in Quality Research and for
value addition.
They all have been instrumental in completion of my PhD Journey. All these cannot
be repaid, only by saying, just one word, of “Thanks”. I owe to all of them and remain
indebted.
I express my deep sense of gratitude to Dr.Akshai Aggarwal , Ex-Vice Chancellor,
Dr.Navin Sheth, Honourable Vice Chancellor, Dr. Rajul Gajjar, Director and Dean
(PhD), Mr.Bipin J.Bhatt, Registrar, Mr. J C Lilani, Controller of Examinations,
Ms. Mona Chaurasiya and other members of Ph D Section of Gujarat Technological
University, Ahemdabad. I would be failing in my duty if I do not acknowledge
insightful guidance provided by various experts in Annual Research Weeks organized
by GTU, without which the study would not have taken the current shape.
A great role has been played by my all the precious Respondents, who have
contributed their Intellect with all the constrained of time, by filling my long
Questionnaire. I am really thankful to all of them, without all their contributions,
inputs and feedbacks; nothing would have started/ surfaced.
I have been lucky to be situated near IIM, Ahmedabad that’s how I could be enriched
by the Quality Literature Review because of IIMA Library. I am thankful to all
IIMA, Library Staff to bear me, assist me repeatedly and provide me the space in this
Temple.
I owe special thanks to top management of Parul University, Dr.Devanshu Patel,
President, Dr.Ketan Kotecha, Vice Chancellor, Dr.H.S.Vijaykumar, Registrar and
xx
Dr Rajkumari Soni, Director, PIET(MBA) and all my colleagues of Faculty of
Management for their support and encouragement during research journey.
I have been assisted, continuously by my colleagues & friends as Dr JP Lamoria,
Prof. Deepak Gaywala and Prof. Divyang Joshi in completion of PhD. I am grateful
to all of them, for providing me all the required support.
Last, but not least, my PhD Book Architect, Mr. Girishkumar R.Patel, who has not
been only assisting me continuously, in giving the final shape, to my thoughts, in the
form of this BOOK, but he has been always excited, to be associated with this
research work. He has been constant source of energy to me.He and my Guide (Guru)
was the only two persons on this earth, who have made me confident and had
confirmed to me, completion of this Research work, even before indulging in it.
HAPPINESS is only TRUTH of the LIFE!
xxi
Table of Content
List of Abbreviations XXXV
List of Figures XXXVII
List of Tables XXXVIII
Section No Content Page No
Chapter-1-Introduction of the Study
1.1 Introduction 1
1.1.1 First Chain : Competitiveness 2
1.1.1.1 Work Force 2
1.1.1.2 Competitiveness 3
1.1.2 Working Woman (WW)-[Working Mother] 3
1.1.2.1 Second Chain: Cognitive Child 3
1.1.3 The Present Workforce 5
1.1.4 Work Life Balance (WLB) 6
1.1.4.1 Third Chain: WLB 6
1.1.5 Extremes of WLB (In Relation to WW) 9
1.1.5.1 Educated Home Maker 9
1.1.5.2 Fof Benefiting of Mothers’ Emotions: 9
1.1.5.3 Leave Vacancy Job (LVJ) or Temporary / Contract Job: 10
1.1.5.4 Core and Peripheral Worker: 10
1.1.5.5 Flexible Arrangements Methods (FAM / FWA), Job Sharing: 10
1.1.6 Stress & Strain 11
1.1.6.1 Satisfaction- Feeling of Fulfillment 12
1.1.6.2 Multi Tasking-Caring Attitude of Mother 12
1.1.6.3 Role Conflict 13
1.1.6.4 Social Support 13
1.1.7 Marriage & WLB 13
1.1.8 Raising A Child (RAC) 14
1.1.8.1 Essential 13 Parameters for rearing a Child 14
1.1.8.2 Rearing along with Mother’s Emotions 14
1.1.8.3 Essential needs for rearing a Child: Mother, Motherhood &
Home Environment
15
1.1.8.4 Mother 15
1.1.8.5 Evolution of a Child’s behavior: Home Environment &
Mother
16
1.1.8.6 Origin of Emotions in Child 16
1.1.8.7 Motherhood 17
1.1.8.8 Relationship of Breast Feeding with Raising of a Child 17
1.1.8.9 Breast feed Weak 19
1.1.9 Development of Psychology and Child: Raising a Child & WLB 21
1.1.9.1 WLB along with Child 22
1.1.10 Transfers (Relocation) & WLB 22
1.1.11 Children Education & WLB 23
1.1.12 Spouse of WW & WLB (Culturally Diverse Environment) 23
1.1.13 Role of A Family of WW & Spouse on WLB 25
1.1.14 Need of the Hour 25
1.1.15 Benefits of Work Life Balance for Employees 26
1.1.16. Fourth Chain 26
xxii
Section No Content Page No
1.1.17 Learning of Study 27
1.2 Chapterisation-Organization of Theses 28
Chapter-2- Review of Literature
Section-I- Basic Concept of WLB, Definition, Findings, at a Glance 2.1.1 Section-A-Definition of WLB through Literature Review, at a
Glance
32-39
2.1.2 Salient Features of WLB based on Literature Review- 40
2.1.3 Two Great Attributes & Motherhood (Emotional Stability of
Child and Emotions of Mother)
42
2.14 Support & Working Mother 42
2.1.5 Section- B - Importance, Relationship, Findings & Outcomes
on WLB through Literature Review, at a Glance
43-74
Section-II- Development of Psychology 2.2.1 Developmental Psychology (Child Development) 76
2.2.2 Factors Influencing Physical , Motor and Mental Development 76
2.2.3 Acquisition of Concepts 77
2.2.4 Development of Intelligence 77
2.2.5 Creativity and Academic Achievement 78
2.2.6 Factors Influencing cognitive, Perceptual, and Language
Development: Focus on Social Disadvantage
79
2.2.7 Child Rearing Practices 81
2.2.8 Relation between Child Rearing Practices and Selected
Personality Variables
84
2.2.9 Need Achievement 85
2.2.10 Adolescence 87
2.2.11 Social Perception and Cognition 88
2.2.12 Personality 88
Section-III-Contemporary Issues in Development of Child 2.3 Introduction 92
2.3.1 WW (DCC) (Cognitive Workforce) 93
2.3.1.1 Defense-WW (DCC) 93
2.3.2 Human Capital: Cognitive Child: Importance of RAC 95
2.3.2.1 Intensive Investments in children, signaled by higher Child Care
Time
95
2.3.2.2 Parental academic skills will increase the productivity of their
time with child
96
2.3.2.3 Transmission of resources and capabilities across generations 96
2.3.2.4 Time and Money of two highly educated parents 97
2.3.2.5 Importance of Marriage: Poverty rates are substantially higher
for unmarried women with children at all levels of education:
97
2.3.2.6 To guard against /exacerbate future inequality of Human Capital
in Indian organizations
98
2.3.3.1 RAC-(Personal Satisfaction): Joys and Strains of raising
children
98
2.3.3.2 Assessing mothers’ emotions in a broad set of parenting
activities: Partnered Mothers (Employed), Single Mothers
(Employed) & Single Mothers (Unemployed)
98
2.3.3.3 Financial Security 99
2.3.3.4 Parenting is a meaningful activity overall 99
xxiii
Section No Content Page No
2.3.3.5 Potential benefits of maternal employment to children: 99
2.3.3.6 Key Domain of Competence 100
2.3.3.7 Guilt for not spending enough time with children: Indra Nooi 100
2.3.3.8 Relationship of WLB with Young Children: RAC 101
2.3.3.9 Relationship of WLB with Child Care: RAC 101
2.3.4 PCWW 101
2.3.4.1 PCWW: WW (DCC) (Cognitive Workforce): Focus on the
career development and engagement of marginalized
populations (WW)
101
2.3.4.2 Four domains: Career as privilege, reasons for engaging in
work, supports, and barriers
102
2.3.4.3 Three reasons to engage in work & Three Basic Supports 102
2.3.4.4 Participants’ Life Space Needs: Employees’ Well-Being: 102
2.3.4.5 Eleven Barriers to WW on successful engagement in work 103
2.3.4.6 Career Engagement and Mental Health 103
2.3.4.7 Career Engagement affects Psychological well-being: 103
2.3.4.8 PCWW: (Professional Satisfaction): (Job Satisfaction & Stress-
ORS):
104
2.3.4.9 Determinants of Professional and Personal Satisfaction: 104
2.3.5 WLB-Definitions-Meaning-Themes 105
2.3.5.1
History / Evolution of WLB: (100 Years old): WW Reforms
Ethical Philosophy of Work– Life Balance
105
2.3.5.2 Management of paid work alongside other parts of Life
(Family):
106
2.3.5.3 Marriage, Children, and Careers: Responsibility for the
nurturing of children: Vicious alternative marriage or career
106
2.3.5.4 To effectively manage their work and non-work realities: To
Preserve Stability and Equilibrium:
107
2.35.4.1 Coordinate Synchronize, and Integrate work and non-work
aspects of their lives
107
2.3.5.5 WLB: Women reported more work interference in family
than men:
107
2.3.5.6 Both family to work and work to family spillovers were
stronger for women than men:
108
2.3.5.7 Family Domain Variables & Work Family Conflict: Three
Sources-Time, Strain and Behavior:
108
2.3.5.8 Time-based work demands were strongly associated: Work-
Family C onflict:
108
2.3.5.9 WLB-Strategies in relation to Non-Work: Separation,
Integration, Respect
109
2.3.5.10 Incompatibility of Flexible Options (Flextime/Working from
Home) with a Senior Management Post-in Long Hours” Culture:
109
2.3.6.1 Organizational Support to WW: Motherhood 110
2.3.6.2 Support for mothers to utilize those policies and benefits related
to giving birth and subsequently raising a child (RAC):
110
2.3.6.3 Perceived work-based support for motherhood (PWSM): A
Conceptual Model
111
2.3.6.4 Perceived Support at Work: Reciprocity, Exchange and Justice 111
2.3.6.5 The norm of Reciprocity: Expectation that good deeds will in
fact be returned to the giver:
111
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Section No Content Page No 2.3.6.7 Psychological Contract Theory: Expectations for exchange in an
employment relationship
112
2.3.7.1 Support: WLB-Strategies: Federal Parental Leave Benefit and
Leave Act- Policy-Germany
113
2.3.7.2 Gender Equality- Fathers to participate more actively in raising
their children
113
2.3.7.3 Children’s development and their attachment to their parents:
Improved work-family balance (WFB):
114
2.3.8.1 Support: Polish Labor Code: Discrepancy between Legal Order
and everyday practice of applying law in Poland (Legally
Guaranteed WLB Solutions):
114
2.3.8.2 Availability of benefits depended on the specificity of industry
and a profession
114
2.3.8.3 Distribution of Time, Energy and Engagement between work
and family:
115
2.3.8.4 Employers violate the rights of the contracted workers: 115
2.3.8.5 Issue of Legal WLB Benefits Availability and Use: 115
2.3.8.6 WLB benefits guaranteed by the Polish Labor Code: (09 legal
WLB solutions guaranteed by the Polish Labor Code)
116
2.3.8.7 Flexible forms of work 116
2.3.8.8 Leave and days off 116
2.3.8.9 Benefits addressed to working parents: 117
2.3.9.1 HR Strategies: Family-Friendly Practices in Company:
Relationship of HR (Employer) with WLB (Employee)
117
2.3.9.2 Perceived Improvement in Organizational Outcomes: 117
2.3.9.3 Eight groups of Family-Friendly Practices 118
2.3.9.4 Socio-Economic, Demographic, and Cultural changes: 118
2.3.9.5 Employee Engagement 119
2.3.9.6 Work and Family Life is to be dealt at three different levels: 119
2.3.9.7 Family-Friendly Company Certificate Program: Background
Theory
119
2.3.9.8 European Family Audit Program 120
2.3.9.9 Eight Groups-150 Family-Friendly Practices 120
2.3.9.10 Organizational Effectiveness and Employees’ Well-Being 122
2.3.9.11 Theory of Supports and its relationship with WLB: Small
Business Owner (SBO)
122
2.3.9.12 Work - Family Enhancement (WEF): Positive Effect On Job,
Family Life Satisfaction; But Not Mental Health.
122
Section-IV-Parental Leave Policy-India- Central Government / Public Sectors /
Private Sectors 2.4 Section-A-Qualitative Literature on Maternity & Paternity
Leave-Public View
125
2.4.1 Now, firms give Bereavement Leave to Staff 125
2.4.2 Cummins Gives 30-Days Paternity Leave 126
2.4.3 Maternity Leave for Central Staff having children via surrogacy 127
2.4.4 Two Month Paternity Leave for FB Boss 128
2.4.5 Kind Cut - Child care leave for Single Dads- 129
2.4.6 Daddy Leave 129
2.5 Section-B-Provisions of Maternity and Paternity Leave in
different Organizations
133
2.5.1 Aviation 133
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Section No Content Page No
2.5.2 Education 134
2.5.3 IAS-Civil Services 135
2.5.4 ONGC 137
2.5.5 Reserve Bank Of India 137
2.5.6 All India Services 138
2.5.7 State Bank Of India 139
2.6 Section-C-Summary / Provisions on Maternity &Paternity
Leave in Indian and Foreign Organizations
140-145
Chapter 3-Research Methodology
Section-I--Research Methodology 3.1.1 Introduction 147
3.1.2 Research Gaps 147
3.1.3 Rational of the Study 148
3.1.4 Significance of the Study 149
3.1.5 Definition of the Problem 150
3.1.6 Research Questions 150
3.1.7 Objectives of the Study 151
3.1.8 Hypotheses 152
3.1.9 Scope of Work 153
3.1.10 Organizations -(DCC) (Respondent) 155
3.1.11 Research Design 156
3.1.12 Sources of Primary Data Collection: Various Sectors 156
3.1.13 Data Collection Method: Survey Method- (Personal Interview) 157
3.1.14 Data Collection Instruments 157
3.1.15 Secondary data 158
3.1.16 Target Population 158
3.1.17 Sampling Unit (Universe) 158
3.1.18 Sample Size 158
3.1.18 a Sample Calculation 159
3.1.19 Sampling Technique 160
3.1.20 Period of study 161
3.1.21 Tools of Analyses 162-163
3.1.22 Statistical Techniques to be used 163
3.1.22.1 Descriptive Statistics 163
3..1.23 Limitation of the study 164-166
Section-II- Model of Research - Dependent & Independent Variables 3.2.1 Model of Research 168
3.2.2 Control/Situational Variables 168
3.2.3 Personal Variables & Demographic Variables 168
3.2.4 Work Life Conflicts ( W L C ) 168
3.2.5 Negative to Turnover Intentions 168
3.2.6 Family Related Variables 169
3.2.7 Work Related Variables 169
3.2.8 Contextual Variables 170
3.2.9 Professional Satisfaction on Work Life Balance(WLB) 170
3.2.10 Personal Satisfaction of Respondents (RAC) in Indian
Originations
171
3.2.11 Different Factors impacting Work Life Balance(WLB) of WW 172
3.2.12 Organizational Effectiveness and Workplace Dynamism 172
3.2.13 Benefits Given By Employers 173
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Section No Content Page No
3.2.14 Impact of Overtime and Consequences on WW 173
3.2.15 Summary of Work Life Balance (WLB) Interventions &
Flexibilities in Indian Originations
173
3.2.16 Flexibility In Working Hours: in Indian Organizations 174
3.2.17 Supports 175
3.2.18 Perceived Organization Support(POS) 175
3.2.19 Supervisor 175
3.2.20 Job Satisfaction 176
3.2.21 Supportive Work Environment 176
3.2.22 Job Dissatisfaction 176
3.2.23 Work-Life Imbalance and Mental Health Issues 177
3.2.24 Factors of passion, responsible, towards various profession of
WW has to be found out
178
3.2.25 Benefits of Work Life Balance for Organizations 178
3.2.26 Work-life Balance (WLB)-DV: (in relation to Organization) 178
3.2.27 Correlation Between Questionnaire & Objectives 179
3.2.28 Progression of Career of WW (PCWW)-(DV) [Professional
Satisfaction/ Job Satisfaction]
179
3.2.29 Raising of a Child (RAC)-(DV) [Personal Satisfaction] 179
3.2.30 Work-life Balance (WLB)-(DV) 180
3.2.31 Support-S1-Family-(IV) 180
3.2.32 Support-S2-Infra-(IV) 180
3.2.33 Support-S3-Organisation-(IV) 181
3.2.34 Prominent Definitions 181
3.2.35 Basic Diagrams showing the relationship of RAC, PCWW &
WLB or Concept of Research
183
3.2.36 Nomenclature of Diagram- Work life Balance Strategies:
Progress & Problems in Indian Organizations-Specific to
Raising a Child
187-192
Section-III- Concept of Research
[Progression Career of Working Woman (PCWW)] 3.3.1 Concept of Research-at a Glance-Gist 194
3.3.2 Logic for This Research 195
3.3.3 Explanation: Main Variables 196
3.3.4 Supports 196
3.3.5 Control/ Experimental Groups 196
3.3.6 Criterion as Defined 196
3.3.7 Details in relation to Concept of Research 197
Chapter-4-Data Analysis and Interpretation
Section – I- Demographic and Biographic Characteristics of Working Women-WW
(DCC) 4.1 Introduction 198
4.2 Empirical Analysis 198
4.3 Reliability of the Instrument-Internal Consistency - Cronbach
Alpha
199
4.4 Initial Background of Research 199
4.5 Research Objectives 200
4.6 To Examine a Demographic and Biographic Characteristics of
Working Women-WW (DCC)
200
4.6.1 (a) Gender 201
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Section No Content Page No
4.6.2 (b) Age (in Years) 201
4.6.3 (c) Qualification (Highest) 203
4.6.4 (d) Type of Service / Organization 203
4.6.5 (e) Nature of Job 204
4.6.6 (f) Total Service / Experience in Years 205
4.6.7 (g) Yearly Income (Rs) 207
4.6.8 (h) Type of Profession 208
4.6.9 (i) Present Position / Designation in Organization 209
4.6.10 (j) Type of Sector / Classification (Organization) 211
4.7 Correlation between Perceptions with Availability on
mandatory, basic Supports for RAC (Infant) of WW (DCC) 211
4.7.1 (a) 24 Hours Domestic Help 212
4.7.2 (b) Maid` 213
4.7.3 (c) Cook 214
4.7.4 (d) Child Care / Play Center 215
4.8 Correlation of Transferable Job (Q29) and “Problems on
managing the Issues pertaining to a Child’s School” (Q22)
215
4.9 Association of HPJ (Q30) and “Problems on managing the
Issues pertaining to Child’s School” (Q22)
217
4.10 Correlation of HPJ (Q30) along with “Gen (Q9) Y and NF
(Q24)”
218
4.11 Correlation of HPJ (Q30) and Qualification (Q10) 220
4.12 Correlation of HPJ (Q30) and Yearly Income (Q14) 222
Section – II- Descriptive & Association / Correlation Analysis 4.13 Criterion Characteristics of the Respondents(N=409) 224
4.13a Questions of Dependent & Independent Variables 224
4.14 How to find No. of Respondents, who has Support & Problem
from Recorded Data? –Calculation & Explanation
224
Dependent Variables-Problems (RAC, PCWW & WLB)
Independent Variables- Supports(FS, IS, OS & OOS)
Possible Supports (FS, IS, OS & OOS) on RAC Problem (33) of
NF, DCC
4.15 RAC Problem has been deduced in two ways- Resignation (166)
of either of DCC (WLB-RAC Problem), on Criterion
(Situational Variables) in their respective classification of 409
Respondents
228
4.15a (a) Inference: Resignation in their respective classification 228
(b) Inference: Resignation along with Supports, among-229
NF, Respondents
229
(c) Inference: Resignation on Criterion (Situational
Variables) with respect to total 166 resignations
230
4.16 Objective -01-Analysis 1 – Association / Criterion (Situational
Variables) with Resignation (166) of either of DCC (WLB-RAC
Problem), among 409 Respondents
231
4.17 Deductions -Resignation of either of DCC (WLB-RAC
Problem)
231
4.18 Objective -2- Analysis 2– Association of Supports with
Resignation of either of DCC (WLB-RAC Problem)
235
4.19 Resignation of either of DCC (WLB-RAC Problem) 235
4.20 Analysis 3 – Association of Criterion (Situational Variables)
with WLB (RAC& PCWW) for DCC
238
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Section No Content Page No
4.21 (a) Association of Gender with RAC, PCWW and WLB 239
4.22 (b) Association of Gen Y with RAC, PCWW and WLB 240
4.23 (c) Association of NF with RAC, PCWW and WLB 242
4.24 (d) Association of HPJ with RAC, PCWW and WLB 242
4.25 (e) Association of Age of Child with RAC, PCWW and
WLB
243
4.26 (f) Association of Transferable Job with RAC, PCWW and
WLB Transferable Job & RAC
244
4.27 Overall-Deductions -RAC, PCWW & WLB and Situational
Variable at a Glance
247
4.28 Deductions -on Non Gen Y, Non-NF, Non-HPJ, Age of child
>03 Years
247
4.29 Analysis 4 – Association of Criterion (Situational Variables)
with 03 Basic Supports(FS, IS, OS & OOS) for DCC
250
4.30 (a) Family Support (FS) 251
4.31 (b) Infrastructure Support (IS) 254
4.32 (c) Organizational Support (OS) 257
4.33 (d) Overall Support (OOS) 260
4.34 Analysis 5 –Association of WLB Problem (Two extreme
Attributes as-RAC Problem and PCWW Problem of) along with
03 Basic Supports for DCC
263
4.35 Association of WLB Problem (Two extreme Attributes as-RAC
Problem and PCWW Problem of) for DCC
264
4.36 (a) Association of Family Support with RAC, PCWW and
WLB
266
4.37 (b) Association of Infrastructure Support with RAC,
PCWW and WLB
267
4.38 (c) Association of Organization Support with RAC,
PCWW and WLB
268
4.39 (d) Association of Overall Support with RAC, PCWW and
WLB
269
4.40 Deductions : Results of RAC, PCWW & WLB and 03 Basic
Supports at a Glance
270
4.41 Deductions: No Support (Family, Infrastructure, Organizational
or Overall)
270
4.42 Analysis 6 –Association of Supports with RAC Problem in
relation to NF (33) - Out of 65 RAC Problem, NF are 33 among
total NF=229 for DCC
272
4.43 Proportion of Gen Y, NF, HPJ and Age of Child <=03 Years,
Among 65 (16%) RAC Problem
273
4.43a Proportion of RAC Problem 273
4.44 Deductions: RAC Problem among NF & Various Supports
Obtained
273
4.45 Analysis 7 – Association of Supports with RAC Problem in
relation to Non-NF (32) - Out of 65 RAC Problem, Non-NF are
32 among total Non-NF=180 for DCC
275
4.46 Proportion of Non-Gen Y, Non-NF, Non-HPJ and Child Age
>03 Years, Among 65 (16%) RAC Problem
275
4.47 Deductions: RAC Problem among Non-NF & Various Supports
Obtained
276
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Section No Content Page No
4.48 Analysis 8– Association of WLB Problem (Two extreme
Attributes as-RAC Problem, PCWW Problem) along with
Supports, For 30 DCC (as a combined Group)
277
4.49 Association of Supports with RAC, PCWW and WLB 277
4.50 Common Group of WW (DCC), with the Criterion of Gen
Y, NF, HPJ, Age of Child < = 03 Years
278
4.51 Deductions: Overall: RAC, PCWW & WLB and 03 Basic
Supports at a Glance
280
4.52 No Support (Family, Infrastructure, Organizational or Overall) 281
4.53 For Objective-03-Refer Section- 5.45at Page-395
4.54 Analysis, of Q 11 to Q17, based on RAC, PCWW and WLB 282
4.55 Objective -3 & 4-Analysis 9– Association of SCOPE of [WW
(DCC)], with RAC, PCWW and WLB for 409 Respondents
282
4.56 Deductions on-Association of Type of Service / Org. (WW)
with RAC, PCWW and WLB
284
4.57 Deductions on -Association of Kind of Job (WW) with RAC,
PCWW and WLB
285
4.58 Deductions on -Association of Total Service Experience (WW)
with RAC, PCWW and WLB
286
4.59 Deductions on -Association of Yearly Income (WW) with RAC,
PCWW and WLB
287
4.60 Deductions on -Association of Type of Profession (WW) with
RAC, PCWW and WLB
288
4.61 Deductions on -Association of Present Position (WW) with
RAC, PCWW and WLB
289
4.62 Deductions on -Association of Type of Sector (Organization)
(WW) with RAC, PCWW and WLB
290
4.63 HYPOTHESIS -Analysis 10 292
4.63.1 Deductions - H01 292
4.63.2 Deductions - H02 294
4.63.3 Deductions - H03 296
4.63.4 Deductions - H04 298
4.63.5 Deductions - H05 299
4.63.6 Deductions - H06 300
4.63.7 Deductions - H07 303
4.64 Analysis 11 – Association of Problems (RAC, PCWW & WLB)
with reasons for leaving a Job, by WW (DCC)
305
4.65 Association of Reasons and No. of Resignation (Maximum and
Minimum) among WW(DCC)
306
4.66 Relationship of Reasons and No. of Resignation along with
RAC, PCWW & WLB among WW (DCC)
307
4.66.1 Reason of Resignation & RAC problem 307
4.66.2 Reason of Resignation & PCWW problem 307
4.66.3 Reason of Resignation & WLB problem 307
4.67 Analysis 12 – Association of Supports (FS, IS, OS & OOS) with
reason for leaving a Job, by WW (DCC)
308
4.68 Association of Supports (FS, IS, OS & OOS) with reason for
leaving a job, by WW (DCC)
309
4.68.1 Reason of Resignation along with Family Support 309
4.68.2 Reason of Resignation along with Infrastructure Support 309
4.68.3 Reason of Resignation along with Organizational Support 310
4.68.4 Reason of Resignation along with Overall Support 311
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Section No Content Page No
4.69 Analysis 13 – Association of Problems (RAC, PCWW & WLB)
with Perception of Child Care (Crèche) (Organization’s
Support)
312
4.70 Association of Perception of Child Care (Crèche) with RAC,
PCWW and WLB Problem
312
4.70.1 RAC Problem & Perception of Child Care (Crèche) 312
4.70.2 PCWW Problem & Perception of Child Care (Crèche) 312
4.70.3 WLB Problem & Perception of Child Care (Crèche) 313
4.71 Analysis 14– Association of Supports (FS, IS, OS & OOS) with
Perception of Child Care (Crèche) (Organization’s Support)
314
4.72 Association of Perception of Child Care (Crèche) as an
Organization’s Support
314
4.73 Deductions: Relationship of various Supports on Perception of
Child Care (Crèche)
314
4.73.1 Family Support & Perception of Child Care (Crèche) 314
4.73.2 Infrastructure Support & Perception of Child Care (Crèche) 315
4.73.3 Organizational Support & Perception of Child Care (Crèche) 316
4.73.4 Overall Support & Perception of Child Care (Crèche) 316
4.74 Analysis 15 – Association of Problems (RAC, PCWW & WLB)
with Perception on mandatory Support (Both or Either Family)
for RAC (Infant)
317
4.75 Association of Perception on mandatory support (Both or Either
Family) for RAC (Infant)
317
4.75.1 RAC Problem & Perception on mandatory support 317
4.75.2 PCWW Problem & Perception on mandatory support 318
4.75.3 WLB Problem & Perception on mandatory support 318
4.76 Analysis 16 – Association of Supports (FS, IS, OS & OOS) with
Perception on mandatory Support (Both or Either Family) for
RAC (Infant)
319
4.77 Association of Perception on mandatory support (Both or
Either Family) for RAC (Infant)
319
4.78 Relationship of various Supports on Perception of mandatory
Support (Both or Either Family)
320
4.78.1 Family Support & Perception on Mandatory Support 320
4.78.2 Infrastructure Support & Perception on Mandatory Support 320
4.78.3 Organizational Support & Perception on Mandatory Support 321
4.78.4 Overall Support & Perception on Mandatory Support 321
Section - III- Factor Analysis & Structural Equation Modeling(SEM) 4.79 Factor Analysis 322
4.80 Factor Analysis of PCWW 322
4.80.1 Explanation- Descriptive Statistics (4.80.1.1) 325
4.80.2 First Rotation-Type of Mother 325
4.80.3 Second Rotation- RAC Strategies 325
4.80.4 Third Rotation- Compulsory Policy on WLB
326
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Section No Content Page No
4.80.5 Fourth Rotation- Flexibilities (After marriage & along, Age of
Child <= 03 Years )
326
4.80.6 Fifth Rotation- Cognitive Child (Raising an infant Child is
possible, although it is a hurdle)
326
4.81 Factor Analysis of WLB 326
4.81.1 Explanation and First Rotation- To be a Stress free Mother 330
4.81.2 Second Rotation-Resignation & Managing Home & Job 330
4.81.3 Third Rotation-Happiness & Stress 330
4.81.4 Fourth Rotation-Support (Stress / Time Management) 330
4.82 Structural Equation Modeling (SEM) 331
4.83 SEM Model on PCWW, RAC and WLB (Combined) 332
4.84 SEM Model on WLB and Organizational Support 335
4.85 SEM Model on WLB and Infrastructure Support 336
4.86 SEM Model on WLB and Family Support 337
4.87 SEM Model on PCWW and Organization Support 337
4.88 SEM Model on PCWW and Infrastructure Support 339
4.89 SEM Model on PCWW and Family Support 340
4.90 SEM Model on RAC and Infrastructure Support 341
4.91 SEM Model on RAC and Family Support 342
4.92 Summary of Analysis 343
4.93 Explanation 344
Correlation
4.94 Correlation between Factors of RAC 344
4.95 Correlation between Factors of PCWW 345
4.96 Correlation between Factors of WLB 349
Chapter-5- Findings, Suggestions and Conclusions
Findings
Section-I 5.1 Findings from Descriptive Analysis on Objectives at a Glance 353
5.2 Demographic and Biographic Characteristics 353
5.3 Major Findings from Descriptive Analysis (Demographic Data) 357
5.4 Perception and Availability on mandatory, basic Supports for
RAC (Bare Essential Facilities) to a WW(DCC) -Test-Chi-
Square Test (Cross-Tabulation)
359
5.5 Major Findings from Descriptive Analysis on mandatory, basic
Supports for RAC
359
5.6 Managing the Issues pertaining to a Child’s School
(Transferable Job & HPJ)-Test-Chi-Square Test (Cross-
Tabulation)
361
5.7 Major Findings from Descriptive Analysis (issues pertaining to
Child’s School)
361
5.8 Correlation of HPJ (Q30) and Qualification (Q10) & Yearly
Income (Q14) -Test-Chi-Square Test (Cross-Tabulation) 362
5.9 Major Findings from Descriptive Analysis [issues pertaining
to HPJ (Q30) and Qualification (Q10) & Yearly Income (Q14)]-
Definition of HPJ
362
5.10 Initial Findings: Substance / Gist 363
5.11 Final Substance / Gist 364
5.11.1 Two Critical Parameters of WW (DCC) 365
5.11.2 Personal Satisfaction: RAC: Motherhood: Stress Free Mother 365
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Section No Content Page No
5.11.3 Professional Satisfaction: PCWW: Satisfied / Balanced Mother 365
5.11.4 Proper Tools of Diversity Management 366
Section-II- Descriptive & Association / Correlation Analysis-Results 5.12 Objective -01-Analysis 1 – Major Findings on Association of
Criterion (Situational Variables) with Resignation (166) of
either of DCC (WLB-RAC Problem), among 409 Respondents
367
5.13 Major Findings on Situational Variables and Resignation(WLB-
RAC)
367
5.14 Objective -2- Analysis 2 – Major Findings on Association of
Supports with Resignation of either of DCC (WLB - RAC
Problem)
369
5.15 Major Findings on Association of Supports with Resignation 369
5.16 Analysis 3 – Major Findings on correlation of Criterion
(Situational Variables) with WLB (RAC& PCWW) for DCC
371
5.17 Major Findings from Quantitative Analysis on RAC,PCWW and
WLB
372
5.18 Analysis 4 – Major Findings on Association of Criterion
(Situational Variables) with 03 Basic Supports for DCC
374
5.19 (a) Major Findings from Quantitative Analysis on Family
Support
375
5.20 (b) Major Findings from Quantitative Analysis on
Infrastructure Support
377
5.21 (c) Major Findings from Quantitative Analysis on
Organizational Support
378
5.22 (d) Major Findings from Quantitative Analysis on Overall
Support
379
5.23 Analysis 5 – Association of WLB Problem (Two extreme
Attributes as-RAC Problem and PCWW Problem of) along with
03 Basic Supports for DCC
380
5.24 Major Findings from Quantitative Analysis of WLB Problem
along with 03 Basic Supports for DCC
381
5.25 No Support (Family, Infrastructure, Organizational or Overall) 382
5.26 Analysis 6 –Findings on Association of Supports with RAC
Problem in relation to NF (33) - Out of 65 RAC Problem, NF
are 33 among total NF=229 for DCC
383
5.27 Analysis 7 –Findings on Association of Supports with RAC
Problem in relation to Non-NF (32) - Out of 65 RAC Problem,
Non-NF are 32 among total Non-NF=180 for DCC
384
5.28 Analysis 8 –Findings on Association of WLB Problem for 30
DCC (as “A Combined Group” of Gen Y, NF, HPJ and Age of
Child < =03 Years)
385
5.29 Overall RAC, PCWW & WLB Problems in a Combined Group 385
5.30 Overall family, Infrastructure, Organizational and Overall
Support in a Combined Group
385
5.31 Deductions: Overall : RAC, PCWW & WLB Problem along
with Supports, on a Combined Group
386
5.32 Analysis 11 –Findings on Association of Problems (RAC,
PCWW & WLB) with reasons for leaving a Job, by WW (DCC)
387
5.33 Deductions: Quantitative Analysis on Problems (RAC, PCWW
& WLB) with reasons for leaving a job, by WW (DCC)
387
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Section No Content Page No
5.34 Analysis 12 –Findings on Association of Supports (FS, IS, OS &
OOS) with reason for leaving a Job, by WW (DCC)
388
5.35 Deductions: Quantitative Analysis on Supports with reason for
leaving a job
388
5.36 Analysis 13 –Findings on Association of Problems (RAC,
PCWW & WLB) with Perception of Child Care (Crèche)
(Organization’s Support)
389
5.37 Deductions: Quantitative Analysis on Problems with Perception
of Child Care (Crèche) (Organization’s Support)
389
5.38 Analysis 14 –Findings on Association of Supports (FS, IS, OS &
OOS) with Perception of Child Care (Crèche) (Organization’s
Support)
390
5.39 Deductions: Quantitative Analysis on Supports with Perception
of Child Care (Crèche) (Organization’s Support)
390
5.40 Analysis15 –Findings on Association of Problems (RAC,
PCWW & WLB) with Perception on mandatory Support (Both
or Either Family) for RAC (Infant)
391
5.41 Deductions: Quantitative Analysis on Problems and Perception
on Mandatory Support
391
5.42 Analysis 16 –Findings on Association of Supports (FS, IS, OS &
OOS) with Perception on mandatory Support (Both or Either
Family) for RAC (Infant)
392
5.43 Deductions: Quantitative Analysis on Supports and Perception
on Mandatory Support
392
5.44 Analysis 10-Findings on Hypothesis at a Glance 393-394
5.45 Objectives No-3 & 4- Analysis 9
To find out Strategies (Flexibility) to be followed in an Indian
Organization on WLB specific to RAC
395
5.46 Supporting Literature on Strategies (Flexibility)-WLB-RAC 395
5.47.1 Employees’ Value 396
5.47.2 Family-Friendly Decisions 396
5.47.3 Positive Employee & Organizational Positive Outcomes 396
5.47.4 Clan Culture & Flexibilities 396
5.47.5 Positive Attitudes & Behaviors 397
5.48 Strategies from Situational Characteristics 397
5.48.1 Nuclear Family 397
5.48.2 HPJ 397
5.48.3 Transfer of Job 397
5.49 Strategies on WLB-RAC 398
5.50 Deductions: Analysis of Demographic data 398
5.51 Deductions: Type of Profession 399
5.52 Deductions: Type of Sector 399
5.53 Deductions: Relationship of RAC & PCWW with WLB 400
5.54 Scale of WLB in an Indian Organization -specific to RAC 401
5.55 Suggestions 402
5.56 Supporting Literature on after effects of WLB-RAC 402
5.57 Importance of Growth of Human Capital 403
5.58 National Human Capital 403
5.59 Child Play Center 403
5.60 Maternity Leave 403
5.61 Organizational Support: POS to WW (DCC) 404
5.62 Break of Service 404
xxxiv
Section No Content Page No
5.63 Essential Compatibilities between WM and WW (among DCC)
as a married Couple
404
5.64 Change of Mindset across the Section 405
5.65 Conclusion 406
5.66 Hypothesis based Results 406
5.67 National Policy, on WLB-RAC 407
5.68 Scope for Future Study 409
List of References 410-437
List of Publications - Appendix 438
xxxv
List of Abbreviations
Abbreviation Full Forms
CHC Competent Human Capital
CH (IC) Cognitive Child (Intellectual Child)
DCC Dual Career Couple
FCWF Future Cognitive (Competitive) Workforce
FO/HO Family Organization / Home Organization
FWA/FWM Flexible Work Arrangements/Methods
Gen Y Generation Y(Birth Year has been inbtween1980 to 2000)
GYWW Gen Y, Working Women
HC Human Capital
HPJ High Profile Job
HPWS High Performance Work System
I/O Initiating Officer, Supervisor, Boss
IDS Indian Defense Services(Army/Indian Air Force/Indian Navy)
IMR Infant Mortality Rate
JO/EO Job Organization/ Employment Organization
LVJ Leave Vacancy Job
LVJ/Temp/CJ Leave Vacancy Job or Temporary/ Contract Job
MMR Maternal Mortality Rate
NF Nuclear Family
NWI Negative Work Home Interference
ORS Organizational Role Stress
PCWW Progression Career Working Women
PFS Professional Satisfaction
PLIW Personal life (Family) Interferes with the resources allocated to the
Work Domain
xxxvi
Abbreviation Full Forms
PTO Paid time off or Personal Time Off
RAC Raising/Rearing a Child
SBO Small Business Owner (self employed)
SES socioeconomic status
SWB Subjective Well-Being
TFR Total Fertility Rate
WE/PE Work / Personal (Family) Life Enrichment or Enhancement
WFB Work Family Balance
WFC Work to Family Conflict
WFF Work to Family Facilitation
WIPL Work Interferes with the resources allocated to the Personal Life
(Family Domain)
WLB Work Life Balance
WLC Work Life Conflict
WLI Work Life Imbalance
WLP Work Life Programs
WLR Work Life Relationship
WM Working Men
WPR Work Participation Rate
WW/ PWW Working Women/Women Workforce / Professional Working
Women/Working Mother (WM)
xxxvii
List of Figures Page No.
FIGURE 3.1 Detailed Concept : Work Life Balance Strategies: Progress &
Problems in Indian Organizations-Specific to Raising a Child
184-185
FIGURE 3.2 Research Specific : Work Life Balance Strategies:
Progress & Problems in Indian Organizations-Specific to
Raising a Child
186
FIGURE 4.1 SEM Model – 1: Relation between PCWW, WLB and RAC 332
FIGURE 4.2 SEM Model – 2: Relation between WLB and Organizational
Support
335
FIGURE 4.3 SEM Model – 3: Relation between WLB and Infrastructure
Support
336
FIGURE 4.4 SEM Model – 4: Relation between WLB and Family Support 337
FIGURE 4.5 SEM Model – 5: Relation between PCWW and Organizational
Support
338
FIGURE 4.6 SEM Model – 6: Relation between PCWW and Infrastructure
Support
339
FIGURE 4.7 SEM Model – 7: Relation between PCWW and Family Support 340
FIGURE 4.8 SEM Model – 8: Relation between RAC and Infrastructure
Support
341
FIGURE 4.9 SEM Model – 9: Relation between RAC and Family Support 342
xxxviii
List of Tables Page No. Table-2.1.1 Definition on WLB 32-39
Table-2.1.2. Findings on WLB through Literature Review 43-74
Table 2.3.1 Groupings of the Family-Friendly Practices the organization
can introduce
121
Table 2.4.1 Table of Paternal Leave - Foreign Countries 130
Table-2.4.2 Summary / Provisions on Maternity &Paternity Leave in
Indian and Foreign Organizations
140-145
Table 3.1.1 Sample Calculation 159
Table 3.1.2 Demographic Characteristics of the Respondents –
Organization’s Sector (Back Ground of Respondents)
161
Table 3.1.3 Tools of Analyses 162-163
Table 3.2.1 Work life Balance Strategies: Progress & Problems in Indian
Organizations-Specific to Raising a Child.
187-192
Table 4.1a Reliability of the Instrument used for the study - Internal
Consistency - Cronbach Alpha
199
Table 4.1 Demographic Characteristics of the Respondents- Gender
(Responded those answered / Filled Questionnaire)
200
Table 4.2 Demographic Characteristics of the Respondents- DCC 201
Table 4.3 Demographic Characteristics of the Respondents- Age (in
Years)
201
Table 4.4 Demographic Characteristics of the Respondents-
Qualification (Highest)
202
Table 4.5 Demographic Characteristics of the Respondents- Type of
Service/Organization
203
Table 4.6 Demographic Characteristics of the Respondents- Nature of
Job
204
Table 4.7 Demographic Characteristics of the Respondents- Total
Service / Experience in Years
205
Table 4.8 Demographic Characteristics of the Respondents- Yearly
Income (Rs)
207
Table 4.9 Demographic Characteristics of the Respondents
(Continuation) - Type of Profession
208
Table 4.10 Demographic Characteristics of the Respondents- Present
Position/ Designation in Organization
209
Table 4.11 Demographic Characteristics of the Respondents- Type of
Sector/ Classification (Organization)
210
Table 4.12 Correlation between Perception and Availability of
Infrastructure Support as on 24 Hrs Domestic Help
211
Table 4.13 Correlation between Perception and Availability of
Infrastructure Support as on Maid
212
Table 4.14 Correlation between Perception and Availability of
Infrastructure Support as on Cook
213
xxxix
List of Tables Page No. Table 4.15 Association between Perception and Availability of
Infrastructure Support as on Child Care/ Play Center
214
Table 4.16 Correlation of Transferable Job (Q29) and “Problems on
managing the Issues pertaining to a Child’s School” (Q22)
215
Table 4.17 Association of HPJ (Q30) and “Problems on managing the
Issues pertaining to Child’s School” (Q22)
217
Table 4.18 Correlation of HPJ (Q30) along with “Gen Y(Q9) and NF
(Q24)”
218
Table 4.19 Correlations of HPJ (Q30) and Qualification (Q10) 220
Table 4.20 Correlation of HPJ (Q30) and Yearly Income (Q14) 222
Table 4.21 Criterion Characteristics of the Respondents 224
Table 4.22 Questions of Dependent & Independent Variables 224
Table 4.23 Descriptive Statistics-RAC 225
Table 4.24 Descriptive Statistics-PCWW 225
Table 4.25 Descriptive Statistics-WLB 226
Table 4.26 Dependent Variables-Problems (RAC, PCWW & WLB) 226
Table 4.27 Independent Variables- Supports-Supports (FS, IS, OS &
OOS)
227
Table 4.28 Possible Supports(FS, IS, OS & OOS) on RAC Problem (33),
of NF, DCC
227
Table 4.29 Resignation (166) of either of DCC (WLB-RAC Problem), on
Criterion (Situational Variables) in their respective
classification of 409 Respondents
228
Table 4.30 Resignation (91) of either of DCC (WLB-RAC Problem),
along with Supports, among-229 NF, Respondents
229
Table 4.31 Criterion Characteristics of the Respondents with respect to
total166 resignations
230
Table 4.32
(A1)
Association of Criterion (Situational Variables) (Gen Y, NF,
HPJ, Age of Child <=03 Years) with Resignation (166) of
either of DCC (WLB-RAC Problem), among 409 Respondents
231
Table 4.33
(A2)
Association of Supports (Family, Infrastructure and
Organizational Supports) with Resignation (91) of either of
DCC (WLB-RAC Problem) in relation to NF (229)
235
Table 4.34
(A3)
Association of Criterion (Situational Variables) [as-Gender
(WW, WM), Gen Y, NF, HPJ, Child Age <=03 Years] with
RAC, PCWW and WLB for 409 Respondents
238
Table 4.35
(A4)
Association of Criterion (Situational Variables) (Gen Y,
NF, HPJ, Age of Child <=03 Years) with 03 Basic Supports
(Family, Infrastructure, Organizational and Overall Support)
to WW, among 409 Respondents
250
Table 4.36
(A5)
Association of WLB Problem (Two extreme Attributes as-
RAC Problem and PCWW Problem) along with 03 Basic
Supports (Family, Infrastructure, Organizational and Overall
Support) obtained, for 409 WW (DCC)
263
Table 4.37 Association RAC & WLB 264
Table 4.38 Association PCWW & WLB 264
Table 4.39 Association of Family, Infrastructure and Organizational 272
xl
List of Tables Page No. (A6) Supports with RAC Problem (65) in relation to NF (229)
Table 4.40
(A7)
Association of Family, Infrastructure and Organizational
Supports with RAC Problem (65) in relation to Non-NF (180)
275
Table 4.41
(A8)
Association of WLB Problem (Two extreme Attributes as-
RAC Problem, PCWW Problem) along with Supports (Family,
Infrastructure, Organizational and Overall) obtained, For 30
DCC (as a combined Group of Gen Y, NF, HPJ and Age of
Child < =03 Years)
277
Table 4.42a
(A9)
Association of SCOPE (Personal Variables & Demographic
Variables) of [WW (DCC)], with RAC, PCWW and WLB for
409 Respondents
282
Table 4.42b
(A9)
Association of SCOPE (Personal Variables & Demographic
Variables) of [WW (DCC)], with RAC, PCWW and WLB for
409 Respondents
283
Table 4.43
H01: There is no significant association between rearing a
child and continuation of job for a working woman living in
nuclear family.
292
Table 4.44 H02: Type of mother is not affecting professionalism of
Gen Y, working woman in Indian org.
294
Table 4.45 H03: Gen Y, dual career couple can be Professional, by
being a nuclear family in Indian Organizations.
295
Table 4.46 H04: It is possible; to pursue a promising career as Gen Y
officer, in Indian defense services, as a dual career couple by
being a nuclear family, along with raising a child.
297
Table 4.47 H05: Raising a child is not hurdle in career progression
for working women.
299
Table 4.48 H06: Delay child/Surrogacy/Adoption of a child is not a
solution, in Career progression of a working woman.
300
Table 4.49 H07: It is possible to continue/pursue professional Career for
both, among dual career couple being both as HPJ.
302-303
Table 4.50
(A11)
Association of Problems (RAC, PCWW & WLB) with reasons
for leaving a job, by WW (DCC)
305
Table 4.51
(A12)
Association of Supports (FS, IS, OS & OOS) with reason for
leaving a job, by WW (DCC)
308
Table 4.52
(A13)
Association of Problems (RAC, PCWW & WLB) with
Perception of Child Care (Crèche) (Organization’s Support)
312
Table 4.53
(A14)
Association of Supports (FS, IS, OS & OOS) with Perception
of Child Care (Crèche) (Organization’s Support)
314
Table 4.54
(A15)
Association of Problems (RAC, PCWW & WLB) with
Perception on mandatory Support (Both or Either Family) for
RAC (Infant)
317
Table 4.55
(A16)
Association of Supports (FS, IS, OS & OOS) with Perception
on mandatory Support (Both or Either Family) for RAC
(Infant)
319
Table 4.56a Factor Analysis of PCWW 322
Table 4.56b Factor Analysis of PCWW 323
Table 4.56c Factor Analysis of PCWW 324
xli
List of Tables Page No. Table 4.57a Factor Analysis of WLB 327
Table 4.57b Factor Analysis of WLB 328
Table 4.57c Factor Analysis of WLB 329
Table 4.58 Measurement of Scale of Dependent Variable 332
Table 4.59 Relationship Summary & Equations drawn from SEM Models 333
Table 4.60 Questions of Dependent & Independent Variables used for
SEM Models
343
Table 4.61 Correlation between Factors of RAC 344
Table 4.62 Correlation between Factors of PCWW 345
Table 4.63 Correlation between Factors of WLB 349
Table 5.1 Findings on Hypothesis at a Glance, Placed at Pg No-393-394
Table 5.2 Findings from Descriptive Analysis in relation to Objective at
a Glance
354-355
Table 5.3 Findings on Correlation between Perception and Availability
on Bare Essential Facility to a WW (DCC)
359
Table 5.4 Findings on Correlation between HPJ (Q22), WW (DCC) with
Q29, Q30
361
Table 5.5 Correlation of HPJ (Q30) and Qualification (Q10) & Yearly
Income (Q14)
362
Table 5.6
(A1)
Objective -01- Findings on Association of Criterion
(Situational Variables) (Gen Y, NF, HPJ, Age of Child <=03
Years) with Resignation (166) of either of DCC (WLB-RAC
Problem), among 409 Respondents
367
Table 5.7
(A2)
Objective -02- Association of Supports (Family, Infrastructure
and Organizational Supports) with Resignation (166) of either
of DCC (WLB-RAC Problem) (91) in relation to NF (229) (NF
are 91 among total NF=229)
369
Table 5.8
(A3)
Findings on Association of Criterion (Situational Variables)
[as-Gender (WW, WM), Gen Y, NF, HPJ, Child Age <=03
Years] with RAC, PCWW and WLB Problems for 409
Respondents
371-372
Table 5.9
(A4)
Findings on Association of Criterion (Situational Variables)
(Gen Y, NF, HPJ, Age of Child <=03 Years) with Supports
(Family, Infrastructure, Organizational and Overall Support) to
WW, among 409 Respondents
374
Table 5.10 Findings on Infrastructure Support 377
Table 5.11 Findings on Organizational Support 378
Table 5.12 Findings on Overall Support 379
Table 5.13
(A5)
Findings on Association of WLB Problem (Two extreme
Attributes as-RAC Problem and PCWW Problem) along with
Supports (Family, Infrastructure, Organizational and Overall
Support) obtained, for 409 WW (DCC)
380
Table 5.14
(A11)
Findings on Association of Problems (RAC, PCWW & WLB)
with reasons for leaving a job, by WW (DCC)
387
Table 5.15
(A12)
Findings on Association of Supports (FS, IS, OS & OOS) with
reason for leaving a job, by WW (DCC)
388
xlii
List of Tables Page No. Table 5.16
(A13)
Findings on Association of Problems (RAC, PCWW &
WLB) with Perception of Child Care (Crèche)
(Organization’s Support)
389
Table 5.17
(A14)
Findings on Association of Supports (FS, IS, OS & OOS) with
Perception of Child Care (Crèche) (Organization’s Support)
390
Table 5.18
(A15)
Findings on Association of Problems (RAC, PCWW & WLB)
with Perception on mandatory Support (Both or Either Family)
for RAC (Infant)
391
Table 5.19
(A16)
Findings on Association of Supports (FS, IS, OS & OOS) with
Perception on mandatory Support (Both or Either Family) for
RAC (Infant)
392
Table 5.1
(A10)
Findings on Hypothesis at a Glance 393-394
Table 5.20
Analysis 9
Objective-03: Strategies (Flexibility) to be followed in an
Indian Organization on Work-Life Balance (WLB) -specific to
raising a child (RAC)
401
CHAPTER-1 INTRODUCTION OF THE STUDY
© Wg Cdr V K Agrawal 1
CHAPTER-1
Introduction of the Study
1.1 Introduction:
HUMAN is a great resource .It is just like a big Banyan tree which has a very strong
stem, thick and spread all over. It is embodiment of whole strength, confidence,
wisdom, and solutions of all problems. It makes us to think that, what are roots of this
Banyan tree? And also, to have a strong and big tree in future, we have to harvest a
sapling in a good soil now.
If, we go in history of evolution of Human being, in a very early stage, it was very
difficult, to face the Nature / Environment. Slowly, those got equipped themselves
with implements to survive and fight (face) with Nature and wild animals. Human
started forming society to have safety, security, cooperation, relationship, help,
support and for survival on earth and with the universe. They invented various
techniques, tools, ways, and implements to make life comfortable. Slowly, all this has
become routine or way of life. We have gone farther and now we concentrate on
necessities of life.
Even, these necessities are changing at very fast rate. There are many forces working
simultaneously. These could be due to internal environment, external environment,
globalization, technology, workforce diversity and change in values, assumptions and
beliefs. Desires of human are growing, of late, even with much faster speed. These
desires are transforming into specific and varied necessity. Necessities are enlarging
every day.
We made forts, kings, and kingdoms. We fought extensively, had huge bloodshed.
Lot of massacre carried out by great Ashoka, Adolf Hitler, and Napolean. No. of wars
have been fought in almost all parts of the world, e.g. First and Second World War,
Indian independence movement. All these had been outcomes of someone’s exclusive
desire to conquer the world or to be independent or have Freedom.
CHAPTER-1 INTRODUCTION OF THE STUDY
© Wg Cdr V K Agrawal 2
India had many revolutions as Green, White and Information. It evolved
industrialization. It has also gone through sea change in terms of different
management techniques, as Assembly line (T- Model of Ford), Personnel
Management (PM), Industrial Relations (IR), Scientific Management, HR
Management, Strategic Human Resources Management (SHRM), Human Resources
Development (HRD), Organization Development (OD), Knowledge Management
(KM) and Learning Organization (LO).
Industrialization had started in 18th
century. Almost, 150 years (Active Life) have
completed. It is a great source of learning. This has been one of main source of
survival and fulfillment of dreams and desires in every aspect. Money has lot of
power. It is a great source of reward. It is very much needed to survive. This comes
from job/ task. Each one of us is part of workforce.
To summarise, in the form of a Chemical Reaction or a Relation, what has been
derived, is as follows -
1.1.1 First chain: Competiveness
Work Force- Human being-Basic Survival ( Physical- Biological Person)- Desires /
Dream / Big Vision/ Growth ( Inside feelings / Behavior-Psychological Person)-
Evolution and Exploitation-Wars- Industrialization- Profit making-value Chain-
Management Techniques- Competitiveness-Sustainable Competitive Advantage- Core
competency- Different Resources- Best Resource Human resource (HR)-Ability and
Capability-Behavioral Science-Human Capital (KSAOs)-various Environmental
forces- Challenges of Environment—Comfort / Luxuries/ Life Style/ Quality of Life-
Learning Organization- Knowledge Management- Intellect
1.1.1.1Work Force
Approx, 150 years of industrialization and thousands years of civilization have proved
that what is main source of survival of human being on this earth? Everyone has to
do some or other job, starting from laborer to a king. Then, only person can earn
money. Industries/ organizations are money producing machines. Day by day, as time
passes by, this process is becoming very competitive. But it does not only produce
money, it is also a great source of fulfillment of (and the center of) lot many desires,
dreams, creativity and growth of all of human beings.
CHAPTER-1 INTRODUCTION OF THE STUDY
© Wg Cdr V K Agrawal 3
Continuous efforts become necessary to increase the outcome of organization in terms
of productivity, efficiency, effectiveness, organization citizenship behavior (OCB)
and job satisfaction (Professional satisfaction) or decrease absenteeism, turnover and
deviant’s workplace behavior.
Organization can be strengthened (developed) by improvement in any of resources of
organization. Types of organization assets/ capital could be as Financial, Physical,
Market, Operational and Human.
All the above mentioned resources are tried, applied and exploited up to a great extent
during various stages of industrialization. Now, it makes compulsory to find out
‘Competitive Advantage’ of business and in turn, ‘Sustainability’ or ‘Core
Competency’.
1.1.1.2 Competitiveness:
It is the “Attribute that is not known to others”. Based on these facts, it has been
found that Human Resource (HR) is the most valuable among all other available
resources.
Human resource has varied competency, which is difficult to be copied. Behavioral
science has various attributes, concepts, theories, programs, systems, philosophy,
policies, practice, processes and procedures. Those have been derived and have
known much more in the form as, 5P- Theories.
In terms of organization results, value chain must be added up in terms of
enhancement of its outcomes. Human Capital (KSAOs) is the key attribute, in Human
resource (in relation to core competency).
1.1.2 Working Woman (WW)-[Woman Mother]
1.1.2.1 Second chain: Cognitive Child
HR Resource- able (Physical and Cognitive) Children -able (Physical and Cognitive)
Mothers – Growth of Women Workforce (WW) - Transformation of Generations- Gen
Y- Intellect- Workforce Diversity- Demography- dual career couple (DCC)-work life
balance (WLB)
CHAPTER-1 INTRODUCTION OF THE STUDY
© Wg Cdr V K Agrawal 4
Once, we have established, HR as a main resource. Next question is how to grow it
with much more speed?
It emphasizes / demands birth of able (Physical and Cognitive) Children. They will
govern/ lead future Organizations, Institutions, Societies of India, or for that matter, it
is true for any country. Europe has already taken lead in this direction. Same is case
with the Industries of 21st century. Country / society need able (Physical and
Cognitive) mothers.
Above all this, it is a challenge of Globalization, there is tremendous increment in
strength (percent) of WW, in comparison of men workforce (WM). It is not possible
to neglect WW any more in our country (India). Earlier, WW had been considered a
great support at Family Organization (FO), only. Because of rapid changes in
environment, education, technology, economic development, facilities, globalization,
awareness, and domestic support, most of women have been transformed into WW.
This is a transformation of generation. 21st century i.e., present workforce of
industries is called Gen Y.
Hence, there is a need to study the Gen Y workforce (present generation). This is
another field of HR, which needs lot of attention in India. It will also be additive to
the growth of Indian industries. It evolves in the field of Women Workforce (WW).
Importance and proper utilization of this resource can be understood from MNCs. It is
not only required, to have able children, otherwise also, it is essential to deal with
culturally diverse Environment (Best utilization of Workforce). Working Women
(WW) have been considered more appropriate for marriage and raising of a Child
(Gutek and larwood, 1987). Our history is a witness to that Indian woman had equal
rights in past (fatima, 2012). Presently, there is a very meager participation of
working women at the level of Organization Board Room (Albert and Luzzo, 1999).
Women Workforce needs proper structuring, nurturing and transformation to utilize it
optimally. To know, what is exclusive about WW? It follows, as –
1. This HR source has lot of potential, which has not been encashed / exploited so
far, similar, to Agriculture sector in India.
CHAPTER-1 INTRODUCTION OF THE STUDY
© Wg Cdr V K Agrawal 5
2. WW has exclusive attributes as Emotional Labor, Communication Skill,
Relationship, Cohesiveness, Collaboration, Mutual Understanding etc.
3. Intellect ability can be enhanced up to a great extent with WW and there is an
addition of potent workforce with WW.
4. Addition in Economy, with WW
It has been already established that there is a continuous need of growth of economy
and overall growth of organization and that is possible through Ability (Intellect),
only. It compels us, compulsorily, utilization of WW. Image of women has been
caring, docile and soft (Astin, 1984). In relation to workforce, perception of Woman
has been transformed a lot in India. But still, lot is required to be done up. Next
question is-
How to grow and enhance the capability of women workforce, to have further growth
in Industries / Organizations?
Just to summarise, this fact has to be realized, at the earliest by business world and
policy makers of industries that WW has lot of potential and let, it does not go waste
and explore further for its optimum utilization. Someone, may say or have the
perception, WW may be a liability, but all certain done, it must be looked after by
Govt., Society, Industries, Family, Father, and Husband for the overall transformation
of country. Whenever needed, WW must be protected and guarded with
reinforcement and enough polices.
Next concern is what are the hurdles in the growth of capabilities of WW?
1.1.3 The Present Workforce
Present (i.e., 21st century), workforce of Industries is Gen Y. Peculiarities of Gen Y
workforce (GYWW) are as follows:
1. They are very flexible, adoptable. They do not have rigid and fixed mind set.
2. They believe in quick results, cannot wait any more, to know outcomes/
results.
3. Look for high salary package, good ambience and working environment.
4. Do not stick, with one organization, for long time.
5. Take challenges, risk and adventures.
CHAPTER-1 INTRODUCTION OF THE STUDY
© Wg Cdr V K Agrawal 6
6. They have their own Plans, Objectives, Goals, Vision, Mission and Strategies
7. They plan their own future.
8. They are well-informed.
9. They take calculated risk.
10. They want to be independent. They do not like to be corrected every now and
then.
11. They are good at making short term working relationship, project teams.
12. They believe in present. Do not bother much about future.
13. They are proficient in latest technology and information technology (IT).
14. They have lot of DREAMS, DESIRES.
15. They believe in exploring the World. They move around a lot. Move on
posting happily. Transfer is not a much hurdle now.
16. They know value of economy and money. They want to rise very fast in the
organization, believe in fast promotions.
17. They believe in Quality Life, spouse, Children, House, Car, Bank Balance, Air
Travel, Holiday Trips and Abroad Tours (All Luxuries of Life).
18. They want very modern and posh life at the earliest. Believe in Life Style.
19. They play games, they are Health conscious.
20. They believe in family and growth of children.
21. They spend money on education and upbringing of children.
22. They prefer Dual Career Couple (DCC).
While, baby boomer, did not had these attributes. They had been very loyal,
committed, and hard Working, with fixed ideas and mind set. They did not like many
changes. They could not adjust simultaneously with many changes.
1.1.4 Work Life Balance (WLB)
1.1.4.1 Third chain: WLB
Work life balance (WLB) - Extremes of WLB-Stress and Strain-Role of Marriage on
WLB- Affect of WLB on Raising of a Child -Contribution of Transfers on WLB-
Contribution of Children Education on WLB
CHAPTER-1 INTRODUCTION OF THE STUDY
© Wg Cdr V K Agrawal 7
Work life balance has always been a concern of those interested in the Quality of
Work Life (QWL) and its relation to broader Quality of Life. The concept of
work life has been abstracted from the Job Satisfaction level of an employee,
which is an extrinsic factor of Job Satisfaction (Motivation). It aimed to
provide Quality of Life for an employee, at the same time, retaining the
productivity levels of an employee at the work place.
It has been found that work-life balance of employees contributes positively
towards reducing work load per head within the organization (Allen, 2001),
increased productivity of workforce (Clifton & Kruse, 1996; Wise & Bond, 2003),
and helps developing an aspiring and motivational organizational culture where
workforce is not exhausted and extra work is not considered as ‘load’(i.e.
Organizational Citizenship Behavior) (Allen, 2001).
Outstanding attributes of Gen Y, (preferences) that concerns to our research topic, is
dual career couple (DCC). It adds one more factor in the list of Job Satisfaction of
men workforce [Working Men-(WM)] or to look after women workforce (WW).
Working Women (WW) bears two loads i.e. one load of Job Organization (JO) and
another load of Home Organization (HO). Combinedly this has termed as Work Life
Balance (WLB).WLB creates problems to men workforce also. It is a problem how to
keep balance between Job (Work) and Home (Personal). This quotient plays a vital
role in case of both types of Workforce. WW get affected significantly on their
Career, because of Office and Home balance (Valdez and Gutek, 1987).
In previous generations, women were much engaged in Home Organization (HO).
Tradition continues that it has been taken for granted that any care or to look after the
house, is a concern of women. Irrespective of working or non working, there is
sacrosanct list of duties for her portfolio, as –
1. Bearing Child (Pregnancy)
2. Care of Children,
3. Education of Children
4. To look after Self, Children, Husband, aged Parents, sick members of family
& dependants
CHAPTER-1 INTRODUCTION OF THE STUDY
© Wg Cdr V K Agrawal 8
5. To follow Social Customs
6. Cooking (satisfying everyone on menu)
7. House Keeping
8. Food Management
9. Clothing, Medicines
10. To deal with household help as maid, milkman, plumber, electrician,
domestic gas and all other services
11. Inventory management
12. Responsibility of making relationship in own family, relatives, neighbors or
among child friends
13. Planning of Get-together, Family Functions, Rituals, Entertainment
14. Bank Jobs, Post office, Courier etc.
15. To look after and entertain relatives, friends of husband ,children etc.
Under such circumstances if WW has been working, then how long WW will able to
keep balance between Home and Job? In short, WW has not been relieved any of her
household duty. Moreover, WW has been partner in addition of home economy.
There is not a proper distribution of household duties among Husband, Wife and
Children. It has a Gender Parity everywhere. There are enormous reasons on break, in
service of Working Women (WW). That’s why; in general, Career graph of WW does
not match with WM. Further, it leads to difference in Compensation (Esping-
Andersen, 2007).
As being professional, WW also cannot leave the Job. How her other batch mates are
able to manage? Why, WW should only sacrifice her job? Whenever, it comes to the
adjustment to family problems, WW has to adjust.
WW is also professionally qualified. WW has higher education. WW has also secured
admission by competing entrance exams. It is not easy to get such a job, again and
again. How to get such jobs in future? Is it not waste of education? It may be a great
national waste. Every day WW faces variety and large number of problems. There is a
difference in percentage, of Workforce in relation to Working Men (WM) and
Working Women (WW) in most of the countries (Brown and Barbosa, 2001).
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1.1.5 Extremes of WLB: (In Relation to WW)
Why WW cannot lead her own Professional Life? Why always WW has to be
dependent on someone, as before marriage on Father, Brother and after marriage on
Husband, Children.
1.15.1 Educated Home Maker
Firstly, if WW opts for greater priority to home then WW has to forgo her job and
career. Most of the time, WW remains confused or in dilemma and under a great
tension. An utter confusion prevails, to come to conclusion? Whom, to consult?
Whom to approach, for proper guidance, or expert opinion? Whom to trust? Lastly, if,
WW is unable to cope up with such situations, either WW quits professional life and
becomes full time home maker. Even otherwise also, Working Women (WW) has got
the feeling of Guilt, if WW choose Career, as first priority (Heins, et. al., 1982).
Otherwise, WW divorces her family life, under great tension and WW becomes
Single Parent. That is Second possibility. WW goes through stigma of society. Her
life pattern changes from laid down and prevailing social life. There is a separate
colony for single parent in Singapore. Same phenomenon may take place in future in
India too.
1.1.5.2 To Benefit of Mothers’ Emotions:
One can understand, this decision is not a simple decision. It changes complete
pattern of life. It changes even definition of happiness. Happiness is the ultimate aim
of life. Can anyone imagine the life, without children in an Indian family? Otherwise,
people may adopt or surrogate child, even from different countries .Dr Neena Patel
from Anand (Gujarat) has made name in Surrogacy all over world (or concept of
movie “Vicky donor” is being followed).There is a drastic increase in number of
“Infertility Medical Centers” in India in last 05 Years. It might be related with stress
of Working Women (WW) in relation to DCC, to conceive a child.
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1.1.5.3 Leave Vacancy Job (LVJ) or Temporary / Contract Job:
Third possibility, of a WW could be, to adopt in-between path .WW is neither full
domestic help (House Wife) nor a fulltime professional wife. Somehow, with lot of
struggle and efforts, WW keeps her profession alive by remaining in lower status of
the Job. Somehow, WW fulfills her desire to be called herself as a professional. WW
does, make shift arrangement or Leave Vacancy Job (LVJ) or Temporary/ Contract
Job.
1.1.5.4 Core and Peripheral Worker:
There are two different concepts of Core (permanent) and Peripheral Worker in
Organizations, Atkinson (1984). Permanent worker takes care of Functional Jobs of
the Organizations, while Peripheral Worker are governed as per labor Market
conditions. As per the concept of Bryson (1999), Core Workers shall get all the
advantages of HRD, while at the time of recession; Peripheral Workers face the main
brunt. This is the fate of Leave Vacancy Job (LVJ) or Temporary/ Contract Job
Workforce who come under the classification of Peripheral Workers.
1.1.5.5 Flexible Arrangements Methods (FAM / FWA), Job Sharing:
As per Bryson (1999), it is not possible for everyone in the workforce to adhere to
laid down working hours in an organization. To utilize the Peripheral Workers, the
concept of Flexible Arrangements Methods (FAM) came into force (Claydon, 1997).
Of course, there are many advantages of FAM such as Job Sharing, Core Timings
etc., as were found by Fynes, et.al. (1996). There are also advantages of Flexible
Work Arrangements (FWA) such as more Job Satisfaction, Motivation and better
WLB as found out by Emmott and Hutchinson (1998). Legge (1998) found out
relationship, through FWA for the Working Women (WW) issue raised out of WLB,
such as Child Care etc.
Humphreys, et. al., (2000) brought out that peripheral work limit/ restrict progression
of Career and Compensation as well, provide more opportunities in Service Sector.
Brewster (1998) mentioned that FWA is defiantly helpful in WLB but creates inbuilt
demerits of potential discrimination and insecurity of Individual.
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This research is one effort to find out ways and means of making Working Mothers at
par with Core Workers, along with allotment of responsibilities by Nature to WW.
There is a relation of Income with Qualification and also with Service (Years of
Experience) (Day and Newburger, 2002).
Otherwise, WW keeps on comparing with her schoolmates; those could not get
admission in higher studies (professional colleges). They have all the modern
facilities of life, luxuries, big bungalow in posh locality of city, big car, etc. It
generates lot of stress, anxiety and impacts home and Quality of Work Life (QWL).
In contrast to ideal settings, a work-life conflict arises when an employee is not able
to make justice with either or both domains of his / her life i.e. work and home. The
resulting situations in this case include (but not limited to) lower job satisfaction
or contempt (Burke & Greenglass, 1999), less dedication and
commitment towards work and organization (Frone, Yardley, & Markel, 1997),
random schedule and absenteeism (Allen, 200l ; Anderson et al., 2002 ),
decreased workplace performance and contribution (Wayne et al., 2004; Estes &
Michael, 2005 ), biological dysfunctions and psychological stress (MacEwen
& Barling, 1994) and lower socialization trends (Frone et al., 1996; Taussig &
Fenwick, 2001). These results reflect a negative contribution in organizational
performance, which slows down and disturbs the process of development within
the workplace.
1.1.6 Stress and Strain
Any of these options, creates great stress and lot of confusion to a WW in particular
and whole family in general. WW remains under lot of stress that develops many
conflicts, divorces, diseases such as BP, depression, anxiety, short tempered,
schizophrenic many more, others. This may sour her relations with husband, parents,
children, neighbors, relatives and office. It reflects in all walks of life. It may spoil
HOME and JOB environment badly (WLB).
Such Parents or dual career couple when spend time in quarreling would affect
behavior of their Children. Children always remain under great stress or phobia on
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expectation of fight of their parents (any moment in the house). It changes the
atmosphere of home, just like earth quake or tsunami affects life on earth.
1.1.6.1 Satisfaction- Feeling of Fulfillment:
According to McGinnis (1997), there are various benefits of maintaining a healthy
balance between one’s work and life. When all aspects are given attention they
receive their due importance, and this exchange provides us with a feeling of
fulfillment, which culminates in overall satisfaction. As revealed through the work
of Motowidlo, Packard, and Manning (1986), it is a common sight that
unsatisfied employees have trouble in maintaining the quality of their work since
they lack fulfillment of purpose. This increases their levels of stress as well as
anxiety. On the contrary, a satisfied individual is likely not to be stressed out by
work that also helps them in maintaining its quality. Thus, satisfaction can be
referred to as an effective benefit of work life balance in place.
A woman experience drastic change than men in the transition to parenthood
(Belsky, Lang and Huston, 1986) and in turn affects/strain working women with
difficult infants (McKim, 1987).
1.1.6.2 Multi Tasking-Caring Attitude of Mother:
Working women are also responsible for all the care of elderly Parents (Brody and
Schoonover, 1986). Multi tasking effect a working woman in her career progression,
while caring Attitude can be responsible for emotional collapse, financial hardship,
strained personal relationships and declines in physical health (Brody, 1985, Cantor,
1983).
High income, late marriage, job satisfaction and participation have been presumed
some of positive attributes or alternatives to overcome on the stresses of working
women. Those have been found out from Qualitative Research / Case Study of Indra
Nooyi (Pepsi CEO) and Jessica Marries (CEO Yahoo).
Involvement in multiple roles has been found to offer certain benefits. Some women
with multiple identities have reported superior health (Thoits, 1983). Some employed
women have a more autonomous sense of self, as a result of working and a number of
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dual - career families rate their life - styles positively. Skinner (1980) found that the
healthiest women have multiple roles - a Job, Husband and often Child.
1.1.6.3 Role Conflict:
Role responsibility has been found to be negatively associated with work life balance
or work life conflict. Higher the responsibility of employee, the more tasks and roles
one has to perform. In other words, higher the works load, higher the imbalance
between the work and family life (Loseocoo 1997). Hill et al (2001) examined the
Perceived Role Stress on Jobs and flexibility of timings on work family balance
issues. It was found that employees with Job Flexibility in timings and high work
load work longer hours and lead to work life conflict issues.
Parents reported more work life conflicts than other individuals in the
organization (Pleck et al. 1980). Pleck tried to examine the Impact of Long
Excessive Hours at Work, Less Job Flexibility, No support from organization
or psychologically demanding work were associated with experiencing work
life conflicts which in turn were also related to Low Job Satisfaction and Low
Commitment with life in general.
1.1.6.4 Social Support:
The benefits of social support may depend on the degree of individual’s integration
into a large social net work (Cohen and Wills, 1985)
1.1.7 Marriage & WLB
It needs lot of planning before marriage. WW had to plan out very precisely and
consciously regarding type and pattern of her life after marriage WW would like to
have. Accordingly, her life partner has to be selected. Marriage is a great institution. It
has been contributing in past and so, is case in 21st century.
It is very vital in case of dual career couple. It needs very detail, elaborate, conscious
planning before and after marriage.
1. What are the priorities of both?
2. What pattern of life, they can live with these priorities?
3. What support, help and assistance their Homes (both) possess?
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4. What are minimum conditions, help they must possess, to continue both of
their JOBS?
5. What are peculiarities of their Jobs, Family Help and Individuals?
6. What are the demands of each of their respective Jobs?
Education qualification, type of jobs, each of family background and family
assistance, health are some of essential factors, strong bases before making marriage
institution. Otherwise, it is going to be fail just like a foreign assignment in case of
IHRM.
Now, even technology has given a new process to find out life partner through social
sites. It may have further and future advancements in terms of e- Life, e- Wife and e-
Child.
1.1.8 Raising A Child (RAC)
1.1.8.1 Essential 13 Parameters for rearing a Child
Rearing of a Child or RAC, has been very explicitly brought out in the research,
carried out by Dr Minaxi Mazumder (2012) “A study on the child rearing practices
among the women of Nalbari district and its impact on the physical and emotional
development of the children” .There are mandatory Thirteen Parameters (irrespective
of traditional and modern Family) of Child Rearing Practices those are most
essential for any working or Non working women to grow a child up to 02 years.
This becomes very daunting task for a Working Mother without any support. Who
shall take care of these 13 Parameters[Breast feeding, Burping, Weaning, Bottle
Feeding, Massage, Immunization and Vaccination, Care of Teeth (Teething), Bathing,
Sterilizing, Toileting, Solid food, Clothing and Cleanliness of the home surrounding] in
case of a nuclear family?
1.1.8.2 Rearing along with Mother’s Emotions:
Birth of a child is a unique phenomenon, bringing a new life into human society. The
formative, growing and developing phase requires utmost care on the part of parents in
general and mother in particular. Since birth, child remains more in the affectionate
custody of mother for nutritional as well as emotional feeding.
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There is a need and importance to study Child Rearing Practice because to produce a healthy
child physically mentally, emotionally, socially and spiritually, parents should know the
different practices like feeding, bathing, dressing, immunizing, social and interpersonal
relationship which later makes him/her a perfect adult.
A country or a nation feels proud if the child evolves into a good academician, technocrat,
civilian, leader and above all a holy, healthy and a happy individual because the destiny of a
nation depends on a c hild.
1.1.8.3 Essential needs for rearing a Child: Mother, Motherhood & Home
Environment
The first need is a HOME because home influences probably outweigh the effects of all
other environmental impacts in determining the fundamental organization of child’s
behavior. It is at home where proper rearing is done specially by the Mother.
1.1.8.4 Mother:
The importance of Child Rearing Practice also depends on different practices adopted by
a mother; a mother who is alert, active and educated because a child’s behavior,
habits, character personality, intelligence, physical and mental development along with
social, emotional and intelligence depends on the rearing practices adopted by the
family in general and the mother in particular. It is a process by which the child gains the
knowledge and skill needed to function successfully in adult life.
Mizan- al-Hikmat, Vol. No. pg. 712 stated that “Heaven is under the feet of mothers”.
This is because a child in the womb extracts his/ her physical, mental, emotional and
spiritual need from the body of the mother.
In fact, a child is the product of her/his mother and a reflection of all her qualities.
French quotation from the French Emperor Napolean was asked, “Which was the most
valuable nation?” In his opinion he said: “The one with the most mothers”. Therefore a
mother should honor her motherhood to raise her children so that they do not develop any
spiritual and emotional deficiencies.
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1.1.8.5 Evolution of a Child’s behavior: Home Environment & Mother
A good home environment in general and a good mother in particular will react to
child’s emotion.
A child’s behavior, intelligence, physical, mental and emotional growth depends on the family
in which they are born and brought up and specially on the mother who is the main
source of a child’s upbringing who is most effected by her. Therefore, a mother should honor
her motherhood to raise her children to raise wise, strong and healthy children a mother
should be pure with a healthy mind and human ethics.
Children are more than the objects of their parent’s attention and love; they are also a
biological and social necessity. The human species perpetuates itself through children;
families maintain their linkage through children and individual pass on their genetic and
social heritage through children. The ultimate value of children is the continuity of humanity
(Arnold et. al 1975).
Therefore to produce a healthy child, the impact of physical development is very
important because it influences children’s behavior both directly and indirectly. Directly
physical development determines what children can do. If a child is well developed, he/she
can adjust with his/her peer groups in playing, running, jumping, games and sports.
Indirectly, physical development influences attitudes towards self and others.
Infancy and childhood are the most formative periods of life and strong emotional
experiences are likely to have lasting effects on habits and attitudes on children.
1.1.8.6 Origion of Emotions in Child:
Differences in emotionality of new born infants have been attributed, in part, to differences
in emotional stress experienced by the mothers during pregnancy. So, to raise wise, strong,
polite and good children, a mother must be pure with a healthy mind and humane ethics.
Every child is born with the potential for emotional development. It covers conditions of
positive character like eager, zestful and jubilant and negative character like disturbed and
distressed.
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If a child is reared in a joyful atmosphere, emotions like fear, anger, jealously, hatred,
aggressiveness and cranky reduces and thereby can adjust very well in the family, school
and the playground because joy act as a magnet to attract good habits, manners, behavior,
personality and character development. Moreover it shows the mental well- being of a child.
1.1.8.7 Motherhood:
An important aspect of motherhood is to rear children in the best possible manner. So child
rearing practice is very important and plays an important role in the most formative years
of a child’s life. It is a process by which the child gains the knowledge and skill needed to
function successfully in adult-life.
The child’s physical, emotional, social, mental, moral development depends on how they
are reared specially by their mothers. There are different parameters in child rearing
practices and the one of among those, most important, is Breast Feeding.
1.1.8.8 Relationship of Breast Feeding with Raising of a Child:
Breast feeding: Breast milk has been termed the “ultimate health food” (Olds & Elger 1973)
because it offers so many benefits to babies. Breast fed children are protected in varying
degrees against diarrhea, allergy, colds, bronchitis. They are likely to have healthy teeth
and less likely to be obese.
Since vigorous sucking is essential for the ample production of milk, a baby’s personality
and behavior can affect the nursing relationship (Newton & Newton 1967). The mother’s
physical and emotional attitudes also matter. Although a poorly nourished women can nurse
for the first few months, the better nourished WW is, the longer WW will be able to breast
feed (Kon & Coule 1961).
Mothers with favorable attitudes toward breast feeding give more milk and are more
successful than mothers with negative attitudes (Newton 1955). All drugs- medicines,
tobacco, alcohol and so forth - go through the milk to reach the baby. Although some
have little or no effect, others should not be taken by nursing mothers (Catz 1972, Arena
1970).
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Rearing of a Child or RAC, has been very explicitly brought out in the research,
carried out by Dr Shikha Singh (2008) -“A study of the effect of the feeding
practices on child development (Children aged-0-2 yrs.)”. Learning from the
research are as follows:
Human milk is the perfect infant food nature has intended. It adequately provides all
the essential nutrients from birth to at least the first four to six months of life.
Accordingly, the recommended feeding practices for infants include initiation of
breastfeeding immediately after child birth without squeezing out the “first
milk‟ (colostrums), breastfeeding of the children exclusively from birth to six
months with adequate and appropriate complementary foods, and continuing
breastfeeding through the second year of the life or beyond. Whereas as data
shows only 55 percent of children below four months of age are exclusively
breastfed, 20 percent of the children under four months of age fed supplements
along breast milk and 23 percent are given water (NFHS-2, 1998-99).
In India the poor growth of infants leading to malnutrition has been identified as a
major health and nutritional problem. Approximately, 52 percent of the children are
less than five years of age are nutritionally stunted (low weight for age), 18
percent are wasted (low weight for height) and 53 percent are under weight (low
weight for age). These figures are indicative of severe public health problems
(Brown & Sharma, 1999).
Only 52.2 percent infants in India are exclusively breastfed at the age of 0-3 months.
Further, only 33.5 percent infants in India get timely complementary feeding of at 6-
9 months age.
Only 32 percent of children at age of 7 months consume solid or mushy foods and
even at 9 months of age this proportion is less than half. Only about one-third of
older children (18-35 months) eat fruits and less than 60 percent eat green
leafy vegetable.
Breastfeeding however, continues for long period as recommended. Children are
still being breasted at 24 months of age but exclusively breastfed for only up to 4
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months of age. The mean duration of exclusive breastfeeding is only 2 months
shorter for girls than boys.
1.1.8.9 Breast feed Week:
The “World Breastfeed week” is celebrated every year from 1st
–7th
August in
collaboration with Breastfeeding Promotion Network of India, State Government
and non-government organization by 43 Community Food and Nutrition Extension
Units of the Food and Nutrition Board.
Breastfeeding, which unites food security, health protection and care, represents the
strongest possible foundation for nutrition. A global consensus has evolved in
recent years, defining optimal feeding of infants and young children; exclusive
breastfeeding from birth to about 6 months followed by introduction of
supplementary foods taken from the local diets after about 6 months. Breastfeeding
should be sustained well into or beyond the second year of life, with increasing
amounts of supplementary foods (Armstrong HC, 1995).
Thus, the importance of the subject of infant feeding hardly needs emphasis. It is
a subject, which concerns about 25-30 million babies that are born annually in our
country and several millions of mothers who will be rearing them. The health and
nutritional status of millions of infants and the “start‟ w h i c h will influence their
subsequent growth and development throughout childhood will be determined by
the pattern of feeding during their infancy.
The subject has acquired added urgency and relevance in recent times in view of the
fact that the average Infant Mortality Rate (IMR) in the country, as a whole, today
stands at over 60 and 80 per thousand. We have obviously, a long way to go before
we can achieve an average IMR of less than 50 a target envisaged in the goal
“Health for all by 2000 AD” that could not achieved.
Working women shall realize/understand these entire prerequisite, to raise the Child,
at the earliest. Onus lies on all of us.DCC workforce, Government and Organizations
have to work in tandem for the development of Country.
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If parents can provide the best child rearing practices that will improve the
children’s academic performance, reduce the proportion of children and adolescents
aggression and social rejection and decrease the incidence of crime, school drop-out,
smoking, other substance use, and high risk sexual behavior.
Developing an effective analysis of present Support by Organizations, on raising a
Child (child-rearing system) through working women (DCC) could be of very high
priority. Research on s t r e s s f r e e w o r k i n g w o m e n o r progression of career
of working women (PCWW) shall help in improvement in outcomes, of future
competent workforce of India. Social Scientists and Visionaries would know, about
how parents, influence children’s holistic development.
Rearing of a Child or RAC has been very explicitly brought out in the research,
carried out by Dr Anna Job. P. (2003) - “Study of Adjustment among Working
Women in Relation to Family Environment, Social Support and Some Psychological
Factors “Organizational Support” (could be a major factor, main enabler to Working
women as a DCC) has been main contention of present Research.
Flexible Support from the Organization in Indian Organization has been very
explicitly brought out in the research, carried out by Dr Saundarya Rajesh (2015)
“Role of Flexible Working Methods as a Career Enabler for Increasing Workforce
Participation of Women in India”. This research enables & justifies the correlation of
longevity of WW career because of Flexible working Methods (FWM) in Indian
Organizations.
This research is an effort to take a holistic view of all “Support” possessed by a WW
(especially as a DCC, in present Scenario in Indian Organizations and its correlation)
with importance on future Cognitive workforce of India.
This research is to find out the relation of Future Intellectual workforce of India,
raising of a child (RAC) by a educated working mother (cognitive mother) as a DCC,
in absence of their family support (which is a present scenario, in Indian
organizations) and to save a National Human Capital (WW).
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1.1.9 Development of Psychology and Child: Raising a Child & WLB
Birth of child adds up on severity of continuation of job for WW. What are changes
brought by birth of child on WLB to a WW?
1. Who will look after Child, once both move/depart for the Job/ to their
respective work place?
2. WW stress begins from the time WW begins conceiving. As WW has to go to
doctor no of times for routine checkup, to monitor monthly progress and
various tests. It may need, No. of times planned and unplanned leaves.
3. Maternity leave, delivery facility, one year leave after birth to grow child till
child start walking
4. Initial Help, support is needed at home till child starts walking
5. If and whenever WW feels comfortable, might be after 06 months of Delivery,
WW may have Virtual Office. Raising a child is fulltime job. It has to adjust
with Child Sleeping Pattern (SCP), Feeding Cycle (FC) and many other needs.
6. All Attributes of Behavioral Science and HR, are evolved during this period .It
is very vital from Child Development (Psychological and Biological) point of
view. As per study development of child’s mind takes place during initial 03
years. We have to remember the fact that 21st century needs, Intellect
Workforce ( Cognitive Child).
7. This is very crucial phase of life of a child from development point of view.
Ability (Physical and Cognitive) of child‘s capability has been built now.
Initial Behavior, Attitude, Personality, Liking, Disliking, Emotions,
Assumptions, Values, Beliefs have been developed during this stage. These
are the attributes; those make competitive Workforce of future. These
attributes have to be developed now, it has to be realized by every employer
and employee of present era. This must be taken as a challenge. This is must
for being a strong Organization and a Society.
8. After this, facility is needed at organization as Child Care, till child can join
play school. As, no play school can look after a child for 8-10 hrs. Means,
organization must have the facilities of Child Care center (CCC), as befitting
to the age of a Child. CCC must be equipped with modern Articles, Games,
Books and Preacher, apart caretaker.
9. There must be very appropriate Child Care facility at working place till baby
joins Play Center.
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10. WW must be given time to look after her Baby/ Child at her workplace
without a hassle, problem, stress. It must be very convenient and easy to visit /
approach ,her child at workplace, during job. So, WW can be fully devoted on
job without any worry or stress of a Child.
11. Child Care may be a need at any/every stage of a WW, even if Child joins
school. As Child, may have Holiday/ Vacation at School.
12. Whatever time a WW devotes towards raising of a child it must not be
detrimental to her Career Progression (PCWW).
1.1.9.1 WLB along with Child:
Lingard & Francis, 2002 report that married couples without children reported
higher levels of work life balance. The presence of children – whether in single or
two parent households or dual earner is relatively low on work life balance
issues.
Parental demands are believed to be greatest for people with infants and
preschool aged children and less for those with school aged children and even
lowest for parents with adult children who have left home (Parsuraman &
Simmers, 2001).
Continuing further with the research, (Parsuraman & Simmers, 2001) investigated
the relationship between Parental Responsibilities and Time Commitments to family
and at work. They reported the pattern that those with both the spouse working are
more role responsibility, parents with children of infant category face work life
balance issues and have more conflicts in managing the two domains.
1.1.10 Transfers (Relocation) & WLB
Transfer is very big and time consuming activity in a job. Go though the same
process again and again every two to three years. It tests individual’s patience. By the
time one unpacks and arranges house, make friends, get aquatinted with place;
Individual get another transfer order in hand. Once again, individual start repacking
the luggage. It takes lot of time and energy of DCC. But, one has to go through this
rut there is no option. It is part and parcel (Job Specifications) of most of Central
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Government/ Banks Jobs in India. Transfer may affect the growth and rearing of a
cognitive Child.
1.1.11 Children Education & WLB
It is a boon for Dual Career Couple (DCC) to be placed at a fixed place or being on
non transferable job. It balances home and job with less difficulty, along with set
routine jobs. If, DCC does not move on transfers, their children have not lost friends
because of transfers, continued study at one school, enjoyed the childhood without
any pressure of change of place, school, friends, teachers, and environment. They
have enjoyed all family rituals and family functions by being with their relatives. It
facilitate in terms of coaching classes, explore and availed facilities of proven Study
Centers and assistance towards future planning of children’s education. It may have
some disadvantage too.
Fixed daily schedule, there is a set pattern of life. Some support, help, assistance has
not been a problem to handle the crises of day today life by virtue of being at one
place. No stress of transfers of bank accounts, gas connection, school TCs and safe
transfer of crockery, cutlery and car and valuables.
One can plan conveniently for the construction of house as a part of their future
planning. While, securing admission for Individual’s children, in higher studies, there
is no need of thinking, which state one belongs to? Being on a transferable job or as a
Central Government Employee, one must not feel out of own Country or running, to
secure a Domicile certificate to get quota of Individual’s birth state. By virtue of
transferable job and after stay out of one’s state for 30 years, one may find difficult,
during admission of children’s education for Higher Studies. All these events/
incidents may affect growth and raising of a cognitive child.
1.1.12 Spouse OF WW & WLB (Culturally Diverse Environment),
Spouse of WW (working woman) has to be very cooperative. He cannot afford to
have typical image of a traditional Indian husband or sole bread earner of family or
man working force. Although, present society and generation, are transforming at
very faster pace. But when it comes to reality, it must be remembered and to be put in
use. Otherwise it creates lot of social, economical and political problems. In terms of
CHAPTER-1 INTRODUCTION OF THE STUDY
© Wg Cdr V K Agrawal 24
behavior and attitude, there is a need of change of mind set. Still, it needs a drastic
transformation in Indian society.
It must be always remembered that WW is not only meant for household jobs of the
family. WW is highly qualified and a professional human resource. WW equally
contributes in earnings for home (economy), education of child, health, care,
housekeeping, cooking etc. How, WW can become secondary in the home? WW
cannot be suppressed any more. Rather, WW needs extra care and support to
strengthen her, if one needs all these extra contributions from her along with earning.
It needs a change in mindset of Indian males, towards the support of WW.
That’s why; it is generating the concerns in industries also. Industries are suffering
from Glass Ceiling, NON-Empowering Women, discrimination on pay, promotion,
gender, less percentage of WW on key positions. Working Women (WW) have
limited and varied opportunity in lower conventional/traditional career (Tinklin, et.
al., 2005).There is a difference in type of jobs for males and females (Watson, et. al.,
2002).
Everyone has to develop the attitude that man and woman are two basic behaviors
with some specific attributes. These attributes are to be utilized for better outcomes/
results either in Industries or in Society. Otherwise, both genders are at par and must
be treated equal, in all respect (Gender Equality). This mindset has to be generated at
earliest in Indian Society. Automatically, it will be transformed in Workforce
(Industries) also.
Both must be equally responsible and proficient in all household jobs as cooking,
housekeeping, washing the clothes, upbringing the child, education of child, look after
the guests, banking, savings, and investment and making relations. Now, all jobs of
house are required to be shared in same spirit. It shall add to better WLB.
Suchet and Barling (1986) in a study of inter role conflict, spouse support and
marital functioning found that support from one’s husband may assist employed
mothers cope with their own inter role conflict, as husbands’ supportive behavior
CHAPTER-1 INTRODUCTION OF THE STUDY
© Wg Cdr V K Agrawal 25
and attitude might help in reducing the opposing role demands on, and
unrealistic role expectations of employed mothers.
Decisions by top leaders regarding their own parenting experience send a strong
signal to the rest of the organization, because leaders’ actions speak louder than
written policies. For example, CEO of Facebook who took two months of paternity
leaves upon the birth of his first child (Peck, 2015).
1.1.13 Role of a Family of WW and Spouse on WLB
There is a need of change of mindset, behavior in all the members of a family
(parents, brother, sister, in laws). Most of present Indian workforce either hail from
small town or from average family. They have to realize this fact and develop the
supporting mindset to a dual career couple, irrespective of gender. These thoughts are
required to be changed in present traditional Indian family.
To be a dual career couple, first and foremost need is basic infrastructure. That
includes proper house, supporting parents, basic modern amenities, some helping
hands as housekeeper or maid in relation not only essential for raising a child in
nuclear Family, otherwise, for any working couple also. No amount of measures from
industries provided to a dual career couple will be sufficient until and unless their own
parents (both) have this realization.
1.1.14 Need of the Hour
Because ,of mobile telecommunication, internet technology , MNCs , media,
awareness, facilities, and improvement in country GDP, economy, infrastructures,
Life style of an average Indian has changed a lot. Urbanization is taking place, at a
very faster pace.
On average, every Indian is flying high. WW is coming out of her shell/ cocoon. WW
has started dreaming big, now and wants to fulfill, her all the desires in very short
time. That needs money and time. Both are in short supply for present generation.
That is another reason to go for the match of WW. That’s why; Gen Y always remains
in hurry. It generates extra stress. Same time, it generates lot of job for evolving
strategists.
CHAPTER-1 INTRODUCTION OF THE STUDY
© Wg Cdr V K Agrawal 26
Female Workforce can add up to the Economy, of the country. Ancient time, only
man workforce was prepared for war., female had been trained to remain engaged in
household jobs. In present environment and prevailing culture, both genders possess
equal opportunities to perform any role, either at Industries or Society even to
safeguard the Country or in the field of Space Science (e.g. Astronaut Sunita
William). WW must not be exploited any more by anyone in industry or society. WW
must not be considered only as a sex doll. WW must be supported to be equal and at
par in relation to Workforce. This behavior needs to be evolved at the earliest.
Working Women has a great importance as a Workforce; it is beyond anybody’s
doubt. This relationship has been proved. WW has significant impact on efficiency,
productivity and outcome of organizations (Catalyst, 2009).
Another important aspect, which needs proper attention, is detailed analysis of both
Jobs. All the Jobs, may not be matching with the needs of a dual career couple.
1.1.15 Benefits of Work Life Balance for Employees
Work life balance have been found to increase employee control over Time and Place
of Work (Thomas & Ganster, 1995) and reduced Work-Family Conflict
(Kossek & Ozeki, 1998) and Stress (Thompson & Prottas, 2006).
Despite the strong support for Work life balance, cautionary examples suggest these
benefits are not universal and some policies that appear to be Family-Friendly may
in fact be detrimental to the Working Conditions of employees. For example,
Telecommuting and Flexible Work Schedules are arrangements that may allow
or encourage employees to work more (Glass & Fujimoto, 1995).
1.1.16. Fourth Chain :
21st century needs Intellect workforce-Working Women (WW)-Raising of a Child
It is high time when we have to realize the importance of raising a child. It plays a
very vital role in terms of Human Capital, Intellect Workforce and Women Workforce
(WW). It is not only concern of Dual Career Couple (DCC). It must be every one’s
concern that
1. Raising of a Child
CHAPTER-1 INTRODUCTION OF THE STUDY
© Wg Cdr V K Agrawal 27
2. Child Health
3. Child Education
We will have very able and capable workforce for our Organizations. We are trying to
find out the Strategies on this. It is not a simple job. It needs conscious efforts from
employer, just like Industrial Relations (IR).
We have basic HR functions as
1. Recruitment and selection
2. Training and Development (T & D )
3. Compensation/Reward Management
4. Performance Management
5. Separation
6. Industrial Relations (IR)
7. Work life Balance (WLB)
There is need of addition of one more HR function i.e. WLB. It must be a part of
business policy of the organization. No organization can run without workforce.
Present workforce has different likening. This fact has to be realized by the
organization at the earliest to take full advantage in future to come.
Intellect workforce is the need of present organization. Industries can take as a best
core competency. It cannot be copied down easily. It does have long term sustainable
competitive advantages. European organizations have already put this concept in use.
No human resource can be wasted any more. It is a national waste. This has to be
dealt as a challenge. Working Women are asset to the organizations; this fact has to be
realized by everyone at the earliest. Organizations invest a lot on Human Resource
Functions. It is a great loss of Human Capital, in case Working Women resign from
the Organizations (Francis, 2002).
1.1.17 Learning of Study
As a preliminary study, four chains have been found out in this chapter. Those have
been mentioned above along with text at appropriate places, as a chain reaction. These
are key learning of this study or gist.
CHAPTER-1 INTRODUCTION OF THE STUDY
© Wg Cdr V K Agrawal 28
Researchers in India have also started focusing of the dual career family in recent
years. Mention may be made of the works of Kapoor, 1970, Ramu 1989 and Mishra
1994.
The foregoing review of available literature brings to light the fact that research on
dual career couples is very limited in the country. The studies are found to mostly deal
with the female point of view regarding the various issues confronting dual career
households. No comprehensive work has so far been done taking into account both
the male and female perspectives of dual career couples in any part of the country,
covering both the social and spatial aspects. Therefore, the present study on the No
support to dual career couples in Nuclear Family in Gujarat would certainly prove to
be of immense value and significance.
Dual career couples are gradually increasing in India. The objective of the study is to
find out how the dual career couples of the India manage their homes and workplaces
in case of Nuclear Family in absence of support of either of their families (both, to
find out the compromises that dual career couples have to make for the smooth
functioning of their day-to-day lives, and above all, how the progression of Career of
working wife get effected in such cases. It is high time when, realization of need of
future competent workforce (Cognitive Child) has to be felt by all the stake holders of
the country.
1.2 Chapterisation-Organization of Thesis
The present study “Work life Balance Strategies: Progress & Problems in Indian
Organizations-Specific to Raising a Child” is presented in Five Chapters.
Chapter 1: It explains about the Importance (Conceptual Framework) of Human
Capital, Cognitive Child (Competitiveness), Motherhood, Necessity to look after
Working Mothers / Wife (WW), Importance of Raising of a Child (RAC),
Progression of Career of Working Women / Wife (PCWW), Work-Life Balance
(WLB) or Work Life Integration, Need of the Hour. Four Chains have been
derived in relation to understand the complete concept of Workforce. It includes
the Chapterisation / Scope of Study and Planning of Thesis.
CHAPTER-1 INTRODUCTION OF THE STUDY
© Wg Cdr V K Agrawal 29
Chapter 2: It gives extensive review of the empirical Literature Review, relevant
and related to the research study. It includes the background of the study (National
& International). It contains Four Parts, those are as follows-
1. Section-I : Basic Concept of WLB, Definition, Findings, at a Glance
Section-A-Table-2.1.1-Definition of WLB through Literature Review
Section-B-Table-2.1.2-Importance, Relationship, Findings &
Outcomes on WLB through Review Literature
2. Section-II : Developmental Psychology (Child Development)
3. Section-III : Contemporary Issues in Development of Child
4. Section-IV : Parental Leave Policy-India- Central Government / Public
Sectors / Private Sectors
Section-A-Qualitative literature on Maternity & Paternity Leave!
Public View
Section-B-Provision of Maternity and Paternity Leave in different
Organizations
Section-C-Summary / Provisions on Maternity & Paternity Leave in
Indian and Foreign Organizations
Chapter 3: It presents in detail the Research Methodology adopted for the study.
It includes the Research Gaps, Rational of the Study, Significance of the Study,
Definition of the Problem, Research, Scope of Work, Hypotheses, and Objectives
of the Study Questions. The research design, the universe of the study, sampling
procedure adopted, the tools used for the study and the limitations. It contains
three sections.
1. Section-I : Research Methodology
2. Section-II : Model of Research- Dependent & Independent
Variables
3. Section-III: Concept of Research [Progression Career of Working
Woman (PCWW)]
Chapter 4: It presents in detail the data analysis adopted for the study.
Chapter 5: It consists of the major Findings, Conclusions and the Suggestions
put forward in the light of the study.
CHAPTER- 2 REVIEW OF LITERATURE
© Wg Cdr V K Agrawal 30
CHAPTER-2
Literature Review
Section-I Basic Concept of WLB, Definition, Findings,
at a Glance
Section - A : Table-2.1.1-Definition of WLB
through Literature Review
Section - B : Table-2.1.2-Importance,
Relationship, Findings & Outcomes on WLB
through Review Literature
Section-II Developmental Psychology
(Child Development)
Section-III Contemporary Issues in Development of
Child
Section-IV Parental Leave Policy-India- Central
Government / Public Sectors / Private
Sectors
Section-A: Qualitative literature on Maternity
& Paternity Leave! Public View
Section-B : Provision of Maternity and
Paternity Leave in different Organizations
Section-C : Summery / Provisions on Maternity
& Paternity Leave in Indian and Foreign
Organizations
CHAPTER- 2 REVIEW OF LITERATURE
© Wg Cdr V K Agrawal 31
Section-I
Basic Concept of WLB, Definition, Findings,
at a Glance
Section-A-Table-2.1.1 : Definition of WLB through
Literature Review
Section-B-Table-2.1.2 : Importance, Relationship,
Findings & Outcomes on
WLB Through Literature
Review
CHAPTER- 2 REVIEW OF LITERATURE
© Wg Cdr V K Agrawal 32
2.1.1 Section-A-Definition of WLB through Literature Review,
at a Glance
Table-2.1.1 Definition on WLB
Authors Definition of WLB
Payton-Miyazaki and
Brayfield ( 1976)
The origin of a third dimension of Work Life Balance
(WLB) namely Work and Personal Life Enhancement
( WE/PE).
They considered Work as a Socializing Force,
whereby workers learn Skills, Values, Expectations,
Social Philosophies, and so forth; and the workers
carry over these qualities to the Family.
Greenhaus and
Beutelll (1985)
Researchers divided Job Demands into Time-Based and
Behavior Based. i.e. the amount of one’s time that is
spend on Work place and the time devoted for
Family activities.
Similarly, the Kind of Job Responsibility the
individual is possessing in the organization.
Greenhaus and
Beutell (1985)
During situations of PLIW ( Personal Life Interfere with Work)
, greater demands from Family Domain could utilize
resources from the Work Domain leading to reduced
performance in the Work Domain and the reverse
effect occurs in the case of WIPL.
In such situations, Reallocation of Resources across
Domains is the only probable way to combat the
resources drains.
[Note-(E=MC Square).That’s what has been conveyed
by Marrisa Maker(CEO –Yahoo)]
Role related or Strain Based Predictors also lead to
Dissatisfaction or affect Organizational Performance.
Rice, Near, & Hunt, Work Family Imbalance could arise due to reasons
CHAPTER- 2 REVIEW OF LITERATURE
© Wg Cdr V K Agrawal 33
(1980)
Gutek, Searle, &
Kepa, (1991);
Frone, Russel, &
Cooper, ( 1992);
originating either from WORK or FAMILY Domains.
The situation may be either Work interferes with the
resources allocated to the Personal Life (Family domain)
(WIPL) or Personal Life (Family) interferes with the
resources allocated to the Work domain (PLIW).
Danes, (1998);
Kinnier,
Katz, & Berry, (1991);
Duncan & Goddard,
(1993)
WE / PE improves Work, Personnel, and Social
Satisfaction.
Work and Family are interdependent domains and
therefore, problems occurring in the Work Domain
could affect Family Domain and vice versa.
Similarly, Enhancement in one domain may Enrich the
other also.
Kofodimos (1993) Work-Life Balance is “a Satisfying Healthy and
Productive Life that Work, Play, and Love ………”
(P-xiii).
Disparity in the Work Life Balance tends to develop
Depressed and Dissatisfied Staff.
Marcks & MacDermid
(1996)
Role Balance is “the tendency to become fully engaged
in the performance of every role in one’s Total Role
System, to approach every typical role and role partner
with an attitude to attentiveness and care.
Put differently, it is the practice of that evenhanded
alertness known sometimes as Mindfulness” (P-421).
Frone et al. (1997) Along with Time Based Conflict also Behavior (Strain-
Based Conflict) is equally the predictor of Work Life
Balance for individuals in the organization.
Thompson et.al.
(1999)
Outlined- Three main types of conflict
(a) Time-Based Conflict—which Priority, Work or Life,
receives the most attention
CHAPTER- 2 REVIEW OF LITERATURE
© Wg Cdr V K Agrawal 34
(b) Strain-Based Conflict—the personal understanding
and Emotional (internal) Strain between Work and
Life, and
(c) Behavior-Based Conflict—the process of choosing
one type of priority over the other.
(Note-All the three dimensions need to be addressed in
the case of Professional Working Women.)
Kirschmeyer (2000) Living a balanced life is “ achieving Satisfying
Experiences in all Life Domains, and to do so requires
Personal Resources such as Energy, Time and
Commitment to be well distributed across domains” (P-
81).
Edwards and
Bagozzi, (2000)
A Components Approach to Work-Life Balance
emphasizes balance as a direct formative latent
construct, which means that Work-Family Balance
consists of Multiple Facets that precede balance and
give meaning to it.
Clark, ( 2000)
Overall Appraisal refers to an Individual’s General
Assessment concerning the ENTIRETY of his or her
Life Situation.
Work-Family Balance has been defined as “Satisfaction
and Good Functioning at Work and Home, with a
minimum of Role Conflict”-(P-349).
Information Systems
(Frolick et al., 1993),
Sociology (Glass &
Estes, 1997),
Business
Management(Konrad
& Mangel, 2000),
Psychology(Hegtvadt,
There are Two Balancing Factors that need to be
addressed. Personal Satisfaction derived from serving
Self and Family and Profession Satisfaction of
Performing Tasks relating to profession. It is a very
wide domain of study, it has varied fields to be
explained in relation to,
CHAPTER- 2 REVIEW OF LITERATURE
© Wg Cdr V K Agrawal 35
et al. 2002),
Gender-Based Study
Paradigms (Wise &
Bond, 2003),and
Human Resource
Management area
(Hill et al., 1989; De
Cieri et al., 2005)
Zedeck (1992) and
Fisher (2001)
WE / PE as the extent to which one’s Personal Life is
Enhanced by Work and vice versa.
(Note-Everyone is a Workforce.)
Fisher (2001) One Role may enhance the performance in or
induce Positive Impacts in the Other Role, which
was referred to as Work / Personal (Family) Life
Enrichment or Enhancement (WE / PE).
Work Life Balance (WLB) is a Multifaceted construct
and its various facets are WIPL, PLIW, and WE / PE;
WIPL and PLIW are closer in terms of Work Family
Conflict.
Shaffer et al. (2001)
In some situations, this might be accomplished by
taking the Time or Energy one might have spent on
recreational or community activities and pouring it
into Work.
These types of issues are the basis for the arguments in
favor of implementing Work Life Balance Practices for
the employees.
Hill et al (2001) The concept of Work-Life Balance deals with finding the
ways of balance that an Individual creates between
Competing Demands of Work and Home, i.e., how
Individuals do or should Fulfill their Employment
related and Personal Responsibilities in such a way
that an overlapping situation is not created.
Repaport et al (2002) Propose “Work-Personal Life Integration “instead of
CHAPTER- 2 REVIEW OF LITERATURE
© Wg Cdr V K Agrawal 36
balance to encompass different parts of Life and their
integration depends on One’s Priorities, which not
necessary need to demand equal amount of personal
resources.
Carlson, Derr, and
Wadsworth (2003)
Investigated the Effects of Internal Career Orientation
on multiple dimensions of Work-Family Conflicts
(WFC).
Greenhaus et al.
(2003)
Work-Family Balance (WFB) as a continuum where
Imbalance in favor of the Work Role lies at one end,
and Imbalance in favor of the Family Role lies at the
other end, and Balance lies in the middle favoring
neither Work nor Family Role.
The Higher Balance of Work Life score provides an
Organization with a Productive and Innovative
Employee.
Greenhaus J. et al.
(2003)
It should be empirically tested whether equal Time,
Involvement, and Satisfaction Balance is better for
an Individual than Imbalance in favor of either the
Work or Family Role.
Greenhaus, Collins
& Shaw(2003)
Work-Family Balance (WFB), “It is the extent to
which an Individual equally Engaged in and equally
Satisfied with his or her Work Role and Family Role.”
(P.513).
Three Components of Work-Life Balance 1. Time
Balance 2. Involvement Balance 3. Satisfaction
Balance
Time Balance refers to equal time devoted, Involvement
Balance refers to equal Psychological effort and
Presence invested, and Satisfaction Balance refers to
equal Satisfaction expressed across Work and
Family Roles.
CHAPTER- 2 REVIEW OF LITERATURE
© Wg Cdr V K Agrawal 37
Frone (2003) Work-Family Balance (WFB) consists of Work-
Family Conflict (WFC) and Work-Family Facilitation
(WFF) (corresponding with Role Conflict and
Enhancement, respectively).
Frone (2003) The measurable Four components of work-life balance
are Work-to-Family / Non-Work Conflict, Family /
Non-Work-to-Work Conflict, Work-to-Family / Non-
Work Enhancement, and Family / Non-Work-to-Work
Enhancement.
Frone (2003) It has presented a Four-Fold Taxonomy of Work-
Family Balance, in which Work-Family Balance is
defined as “Low Levels of Inter-Role Conflict and
High Levels of Inter-Role Facilitation” (P-145).
Psychological Involvement and Behavioral (Time)
Involvement were significant related to WIF(Work
Involvement Family)
Work to Family and Family to Work Interference (WFI
or FWI).
Lingard (2003) whether or not an Individual complies with Family
Role Expectations, the pressure upon him / her over the
Job Responsibilities would focus attention on both
domains.
Wherein elements of Work Domain may interrupt
Family more prominent or it can be vice-versa.
Clarke et al., (2004) “Equilibrium or Maintaining Overall Sense of
Harmony in Life”
“All in all, How Successful, do you feel In Balancing
your Work and Personal/Family Life?”
Perry-Smith & Blum,
(2000),
Estes & Michael,
There is No One Universal Definition of what
constitutes or develops a Work-Life Balance practice
for an employee.
CHAPTER- 2 REVIEW OF LITERATURE
© Wg Cdr V K Agrawal 38
(2005);
The term usually refers to either benefits given by
Employers, Remote Working or Flexible Working
Options, Over-Time Options, Leaves and Vacations, Job-
Sharing Options, Employees’ Family Health Options,
and Other Benefits or Bonuses that are additionally
given by employers to make sure of employee’s Mental,
Spiritual and Physical Well-Being.
Kersley et al. (2005) Issue has Not been Integrated Fully or Correctly in
most of the major corporate circles due to the ever-
changing business dynamics of these days.
Greenhaus & Allen
(2006)
Define Work Life Balance as “ the extent to which
an Individual’s Effectiveness and Satisfaction in Work
and Family Roles are compatible with the
Individual’s Life-Role Priorities at a given point in time”
(P-10).
Greenhaus and Powel
(2006)
Work and Family as Allies under certain situations and
found that they Enrich each other.
Grzywacz & Carlson
(2007)
“Accomplishment of Life-related Expectations that
are negotiated and shared between an Individual and his
or her Role Partners in the work and family domains.”
(P-459)
1. More recent views about Work-Life Balance can be
classified into the Overall Appraisal Approach to
Work-Life Balance, and the Components Approach
to work-life balance.
2. Role-related Responsibilities
Fleetwood (2007) “Work-Life Balance is about people having a measure
of control over When, Where and How the work.” (P-
351).
Kalliath & Brough “Work-Life Balance is the Individual Perception that
Work and Non-Work Activities are compatible
and Promote Growth in accordance with an
Individual’s Current Life Priorities” (P-326)
Voyganoff (2008)
Voydanoff (2005)
“Work-Life Balance is the Global assessment that
Works and Family Resources are sufficient to meet
Work and Family Demands such that participation is
effective in both Domains.” (P-48)
CHAPTER- 2 REVIEW OF LITERATURE
© Wg Cdr V K Agrawal 39
Ioan Lazar et.
al.(2010)
“Work Life Balance, the Quality Relationship
between Paid Work and Unpaid Responsibilities is
critical for success in today’s Competitive Business
World.”(P-109)
Head, (2010) Its concept revolves around Three Main Categories –
Work, Family and Life Satisfaction. This triangle has to
be entangled by High Level of Positive Waves which is
of great importance in achieving the Personal and
Professional Objectives Effectively and Efficiently.
Parker, (2010) When the Management provides Healthy Practices on
Work-Life Balance, the outcome of any Profession /
Sector provided is also Healthy.
Igbinomwanhia et. al.
(2012)
Work-Life Balance Programs offer a win-win situation
for Employers and Employees.
While the Employee may perceive Work-Life Balance as
the dilemma of managing Work obligations and
Non-Work Responsibilities.
Work-Life Balance from the Employer‘s point of view
encompasses the Challenge of Creating a Supportive
Company Culture, where employees can focus on their
Jobs, while at work.
In whichever way it is viewed, the existence of Effective
Work-Life Balance Programs in an organization will do
both the Employee and Employer good. (P-213).
Yadav and Dabhade
(2013)- Explained the
terms of Indian
context, the concern
over Work-Life
Balance is gradually
becoming a common
talk especially for
Women Employees.
Work Life Balance is a state of equilibrium in which
the demand of both Professional and Personal Life is
equal.
Each Role having different set of demands and when
such role demands overlap, multiple problems are
faced. In reality Life and Work over-lap and interact.
In designing the Work Life Policies Employer should
think that the commitment of employees can make the
difference between those companies which compete at
the marketplace and those which cannot.
CHAPTER- 2 REVIEW OF LITERATURE
© Wg Cdr V K Agrawal 40
2.1.2 Salient Features of WLB based on Literature Review-
1. Work and Personal Life Enhancement (WE/PE)-Work as a
Socializing Force, whereby workers learn Skills, Values,
Expectations, Social Philosophies, and so forth; and the workers
carry over these qualities to the Family.
2. Researchers divided Job Demands into Time-Based and Behavior
Based. i.e. the amount of one’s time that is spend on Work place
and the time devoted for Family activities.
3. PLIW / WIPL-Reallocation of Resources across domains is the
only probable way to combat the resources drains (E=MC
Square).That’s what has been conveyed by Marrisa Maker(CEO –
Yahoo)
4. Role related or Strain Based Predictors also lead to Dissatisfaction or
affect Organizational Performance.
5. Work Family Imbalance-The situation may be either Work interferes
with the resources allocated to the Personal Life (Family domain)
(WIPL) or Personal Life (Family) interferes with the resources
allocated to the Work domain (PLIW).
6. WE/PE improve Work, Personnel, and Social Satisfaction.
7. Work and Family are interdependent domains.
8. Problems occurring in the Work Domain could affect Family
Domain and vice versa. Similarly, Enhancement in one domain may
enrich the other also.
9. Work-Life Balance is “a Satisfying Healthy and Productive Life that
Work, Play, and Love ………”
10. Role Balance- Total Role System- Mindfulness
11. Three main types of conflict
i. Time-Based Conflict—which Priority, Work or Life, receives
the most attention
ii. Strain-Based Conflict—the personal understanding and
Emotional (internal) Strain between Work and Life,
and
iii. Behavior-Based Conflict—the process of choosing one type
of priority over the other.
12. All the three dimensions need to be addressed in the case of
Professional Working Women.
13. Two Balancing Factors that need to be addressed. Personal Satisfaction
derived from serving Self and Family and Profession Satisfaction of
Performing Tasks relating to profession.
14. Living a balanced life is “ achieving satisfying experiences in
all Life domains, and to do so requires personal resources such as
energy, time and commitment to be well distributed across domains”.
CHAPTER- 2 REVIEW OF LITERATURE
© Wg Cdr V K Agrawal 41
15. One’s Personal Life are enhanced by work and vice versa.
16. Multifaceted construct and its various facets are WIPL, PLIW, and
WE/PE.
17. This might be accomplished by taking the time or energy one might
have spent on recreational or community activities and pouring it
into Work.
18. Competing demands of Work and Home, i.e., how individuals do
or should fulfill their employment related and personal
responsibilities in such a way that an overlapping situation is not
created. Then it becomes Stress.
19. A Components Approach- Multifaceted
20. Overall Appraisal refers to ENTIRETY of his or her Life Situation.
“Satisfaction and Good Functioning at Work and Home, with a
minimum of Role Conflict”- “Harmony in Life” “
21. “Work-Personal Life Integration”-on one’s Priorities, which not
necessary need to demand equal amount of personal resources.
22. Work-Family Balance (WFB) as “work Role and Family Role”. It
consists of Time Balance, Involvement Balance and Satisfaction
Balance. Work and Family Role-both are unavoidable in case of a
Working Woman.
23. Work-Family Balance (WFB) as “the extent to which an Individual
is equally engaged in– and equally satisfied with – his or her work
and Family Role”. It consists of Time Balance, Involvement Balance
and Satisfaction Balance.
24. Time Balance refers to equal time devoted, Involvement Balance refers
to equal psychological effort and Presence invested, and Satisfaction
Balance refers to equal satisfaction expressed across work and
family roles.
25. Work-Family Balance (WFB) consists of Work-Family Conflict
(WFC) and Work-Family Facilitation (WFF) (corresponding with Role
Conflict and Enhancement, respectively). “Low Levels of Inter-Role
Conflict and High Levels of Inter-Role Facilitation”.
26. It should be empirically tested whether equal Time, Involvement,
and Satisfaction Balance is better for an Individual than Imbalance
in favor of either the Work or Family Role. In fact this is the GIST of
the Life. We have to decide and accordingly take right decision on
Involvement, Imbalance or Satisfaction.
27. Four components of Work-Life Balance
i. Individual’s Life-Role Priorities
ii. Work and Family as Allies under certain situations and found
that they Enrich each other.
iii. Individual’s Current Life Priorities
iv. Works and Family Resources are sufficient to meet work
and family demands such that participation is effective in
CHAPTER- 2 REVIEW OF LITERATURE
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both domains.”
28. Quality Relationship between paid work and unpaid
Responsibilities
29. Work, Family and Life Satisfaction. This triangle has to be entangled
by high level of positive waves.
30. Management provides healthy practices on Work-Life Balance.
31. Work-Life Balance from the employer‘s point of view encompasses the
Challenge of Creating a Supportive Company Culture
2.1.3 Two Great Attributes & Motherhood: To have Cognitive (Intellectual) Child,
emotional stability is a great attribute (of a Child).It comes from or depends on Parents
(DCC) or special contributor is Working Mother [T S Saraswathi & Ranjana Dutta
(1987)]. Second important attribute, on which, this research concentrates, i.e. “To en-cash
on emotions of mother” [T S Saraswathi & Ranjana Dutta (1987)]. These two attributes
(emotional stability of Child and emotions of mother) can be further grown / being explored
here, to have a Cognitive (competitive) Child (to turn out competitive workforce) by
strengthening working mother, on all aspects. This is the main research gap; it has been
found out from the extensive literature review. That is the main objective / contention of this
research.
2.1.4 Support & Working Mother: To be a successful professional working
mother is a tedious process or big challenge, to any woman in Indian society (more in
a NF). Especially for those three years, after marriage, during pregnancy and to grow
child of three years after delivery. During this period she needs lot of support to
maintain Job Organization (JO) and Home Organizations (HO).In this bargain she
lands up in WLB. Otherwise, there could be thousands other reasons of WLB; those
could be related / responsible for working mother. Those have been elaborated in
literature review in Table-21.1 and 2.1.2 at glance. Research gap has been very
specific. Further, it has been covered in Chapter-03.
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2.1.5 Section-B- Importance, Relationship, Findings & Outcomes on
WLB through Literature Review, at a Glance
Table-2.1.2 Findings on WLB through Literature Review
Authors & Research
Problem
Findings & Outcomes on WLB –LR
2014
Devi and Kiran (2014) -
Explained Stress of
employees' “ Family and
Work Life”.
Women taking up work life balance challenges have
an impact on women's advancement.
The position and Industry status of women in any
society is an indicator of the socio economic and
cultural achievement of that society.
Construction ( about one-third of these workers are
women) they face serious problems related to work.
Women choose to postpone Child Birth or to remain
childless in order to pursue a Working Career.
The increase in women’s labor force participation
may thus entail a certain polarization of behavior.
2012
Mukthar, (2012) Human Resources are rarely utilized effectively.
2010
Rajadhyaksha and Ramadoss
(2010)-Tested the model
given by Frone et al. (1997)
on a sample of 405 women
in India.
Indian data moderately supported within and cross
domain relationship hypothesized in the model.
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2009
Bhargava and Baral (2009)-
Examined the antecedents
and outcomes of Work
Family Enrichment (WE/PE).
P- Personal Life-Family
Core Self Evaluations, Family Support(FS) and
Supervisor Support(SS) were positively related to
Family-to-Work Enrichment(PE)
whereas Job Characteristics (Autonomy, Skill
Variety, Task Identity, Task Significance) were
positively related to Work- to- Family
Enrichment(WE).
Family-to-Work Enrichment and Work-to-Family
Enrichment (WE/PE)were found to be positively
related to Job Satisfaction (JS), Affective
Commitment (AC) and Organizational
Citizenship Behavior(OCB).
Hammig and Bauer, (2009) When Work-Life Imbalance and Mental Health
Issues developed in Males as well as Females, they
tend to develop further issues such as Negative
Emotions, Depression, Low Energy, Pessimism,
Fatigue and Sleep Disorders.
Steiber (2009)-Found that Time-based Work Demands were strongly
associated with the experience of Work-Family
Conflict both among Women and Men.
Long Working Hours, Working Non-Day Schedules
or at Weekends and having to work Overtime at
short notice (‘Unpredictable Work Hours’) showed
an aggravating effect on conflict, with Long and
Unsocial Hours being more strongly related to Time
based conflict than to Strain based conflict.
Strain-Based Work demands were also found to be
instrumental in the creation of conflict. The more
people felt that they have to work hard in their
Jobs (‘Work Pressure’), the higher was their
perceived level of conflict. It was also found that
a high degree of control over how one’s daily
work is organized (‘Job Autonomy’) helped
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people to better co-ordinate the Time Demands of
their Work and Family Roles, though such an
effect was found only for Women.
A Higher level of Job Skill was found to
increase Women’s and Men’s feeling that their
Job prevented them from giving more time to
their Partners and Families (Time based
conflict), and was also related to Strain Based
conflict, i.e., the feeling that one is often too tired
after Work to engage in non-work activities.
Rajadhyaksha and Velgach
(2009) -Found
Women experienced significantly higher Family
Interference with Work as compared to Men.
However there were no significant differences
between Men and Women in the experience of
Work Interference with Family.
Dyne et al. (2009) -
Developed a cross level
Model specifying Facilitating
Work Practices that enhance
Group Processes and
Effectiveness.
The model proposed that Work Practices that
Support Work Life Flexibility: Collaborative Time
Management, Redefinition of Work Contributions,
Proactive availability and strategic self
presentation Enhance Overall Awareness of other
need in the Group and Overall Caring about
Group Goals, Reduce Process Losses and Enhance
group level Organization Citizenship Behavior
(OCB). Or say HPWS
Alam et al. (2009) -Explored
the correlation between
Working Hours and Work-
Family Imbalance, for three
focused groups, namely,
Teaching professionals and
two groups from Corporate
Houses.
Respondents working for 5-7 hours a day did not
consider working hours as a factor to affect Work
and Family Balance.
The study approved the association between
Working Hour and Work Family Conflict.
Ninety nine per cent of women managers reported
to have Work Family Conflict because of 9 -10
hours work every day.
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2008
Bagger et al. (2008)-
Examined the interactive
effects of Family Identity
Salience, Family Interference
with Work and Gender on
two outcome variables- Job
Satisfaction and Job Distress.
It was found that increase in Family Interference
with Work was related to more Job Distress and
less Job Satisfaction, but only for those who were
Low on Family Identity Salience.
Means, who does not have Family Support.
Haar and Bardoel (2008)-
Used structural equation
modeling(SEM) to test
positive spillover
Work Family positive spillover was negatively
associated with Psychological Distress send
Turnover Intentions, while Family Work positive
spillover was negatively associated with
Psychological Distress, and positively associated
with Family Satisfaction. The domain specific
positive spillover was found to have the strongest
effects on outcomes associated with the same
domain.
(e.g. Work-Family spillover to Turnover Intentions
and Family-Work spillover to Family Satisfaction).
Fub et al. (2008) -
Investigated predictors for
Work Interfering with Family
Conflict (WIF) which are
located within the
Psychological Work
Environment or Work
Organization of Hospital
Physicians (N= 296). The
results indicated-
The Positive Predictors of WIF conflicts were the
scales of quantitative demands (p<.01), number of
days gone to work despite own illness (p<.01) and
the frequency of postponing planned vacations and
due to changes on the duty roster (p<.01).
The results also indicated that High Values of WIF
was significantly correlated with High Value of
Intention to Leave, Personal Burnout and Behavioral
and Cognitive Stress Symptoms.
Negative relationships were found between WIF
and Life Satisfaction, General Health Status and
Work Ability.
Pal and Saksvik (2008) -In a
Cross Cultural Study of 27
doctors and 328 nurses from
Norway and 111 doctors and
Predictors of Job Stress were different for doctors
and nurses in India and Norway.
In the case of Norwegian Nurses, Work Family
Conflict (WFC) was one of the predictors of Job
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136 nurses from India,
found
Stress while in the case of Indian Nurses High
Family Work Conflict was one of the predictors
of Job Stress.
Macky and Boxall (2008) -
Reported that employees
working Longer Hours are
slightly more likely to report
a greater imbalance in the
Work Life Relationship.
The FIVE High Involvement Variables (i.e. Power
to make Decision and Act Autonomously,
Information Provision, Rewards, Knowledge of the
Job and Team working) were found to be
negatively correlated to Work Life Imbalance.
(Note-These factors fall under HPWS definition.)
It was also found that increasing the availability of
Work Life Balance (WLB) Policies for
employees did not improve the relationships
when pressure to work Longer Hours was higher,
and employees felt greater Work Life Imbalance.
Mayo et al. (2008)-Focused
on the effects of three forms
of Managerial Work
Demands – Time Spent at
Work, Travel and Number
of Subordinates, on the
involvement of both
partners in Household
Labor Activities.
Tested Two organizational
practices, Time Flexibility
and Task Autonomy,
High control over Time and Tasks can help
achieve a good Work Family Balance (WFB)
among Managers.
(Note-It is true for CEO of Yahoo, Marissa Mayer.
Applicable for Defense Officers.)
A number of studies reported negative correlation
between the Work Hours and Work Family
Conflict.
(Note- Applicable for Defense Officers.)
Haar and Bardoel (2008) ,
Pal and Saksvik (2007),
Sandhu and Mehta (2006),
Grzywacz and Bass (2003),
McAuley et al. (2003),
Work Life Balance (WLB) /Work Family
Conflict(WFC) affects
[1] Job Satisfaction,
[2] Family Satisfaction,
[3] Life Satisfaction,
[4] Career Satisfaction and
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Schieman et al.(2003),
Martins et al. (2002),
Fisher- Ezzedeen & Swiercz
(2002),
Duxbury and Higgins (2001),
and
Adams et al. (1996)- Found-
[5] Job Stress.
2007
Huang, Brawler and Lie,
(2007)
Gilfford, Zammuto &
Goodman, ( 2002);
Work Life Balance Influences the Performance and
Commitment of Employees in various Industries.
The key aspects are the Satisfaction of Personal
Needs which depends to a large extent on the Nature
of Job of Professional Women and Professional
Satisfaction derived out of performing the Job.
Note-MAIN objectives of my Research.
Grzywacz et al. (2007)]-was
to expand the understanding
of how culture contributes, to
the occurrence and
consequences of Work to
Family Conflict.
The study evaluated
predictions drawn from
emerging models
emphasizing the influence
of Cultural Characteristics,
such as Collectivism and
Gender Ideology on Work
Family Conflict. It was
found-
Immigrant Latinos reported infrequent Work and
Family Conflict.
The findings were consistent with earlier research
that Individuals from more Collectivist Cultures
experience less conflict between Works and
Family, as in these Cultures, Work and Family are
viewed as more integrated.
Results also indicated that the level of Work to
Family Conflict differed with Gender.
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Kinnunen and Mauno (2007)
-Examined the prevalence,
antecedents and
consequences of Work
Family Conflict (WFC).
Family Domain Variables (Presence of Children
and Employment Status of Spouse) mainly explained
the Family to Work Conflict and explained 9% of
variance for Men and 22% for Women.
Work Domain Variables (Full Time Job, Poor
Leadership Relations and Low Levels of Job
Security) were found to be the best predictors of
Work to Family Conflict, but only for Women.
Sands & Harper (2007),
Anderson, Coffey &
Byerly ( 2002);
Allen ( 2001);
Dex & Scheibl (1999);
Thompson, Beauvais &
Lyness (1999),
Kossek & Ozeki (1998)
Honeycut & Rosen (1997);
Lobel & Kossek (1996);
Osterman (1995);
Organizations do see a lot of benefits in providing
Work Life Balance.
Strong Positive Relationship between Work Life
Balance (WLB) and
Reduced Absenteeism
Increased Productivity
Improved Recruitment and Retention Rates
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Authors & Research
Problem
Findings & Outcomes on WLB –LR
2006
Sandhu and Mehta (2006) -In
a study of 271 women
working in Service Sector in
Punjab found-
Gender Role Attitude and spillover between Work
and Family Roles was the most important factor that
affected the career of these women.
Nature of Organization and Education had a
significant impact on Work Family Conflict (WFC).
Thompson & Prottas (2006)
Kossek & Ozeki (1998)
Thomas & Ganster (1995)
Work Life Balance has been found to increase
Employee control over Time and Place of Work
and reduced Work-Family Conflict and Stress.
2005
Cieri et al. (2005) -Explored
the range and usage of
Work Life Balance
Strategies in Australian
organizations and identified
the barriers to those
strategies. The study was
based on three surveys
conducted in 1997, 1998
and 2000. The most
frequently cited Work Life
Balance Strategies across all
the Three Surveys were part
Time Work, Study Leave,
Flexible Starting and
Finishing Times, Working
from Home on Ad Hoc
Basis and Job Sharing. The
results showed-
50% of the organizations had less than 20% of their
employees using Work Life Balance Strategies that
were available and only 6% of organizations had
more than 80% of their employees using Work Life
Balance Strategies.
The factors which created major difficulties for
development and implementation of Work Life
Balance Strategies were found to be
increased Work Demand that overshadowed
Personal Needs, focus on programs rather than
on Culture Change. Insufficient Involvement of
and communication with senior management, not
getting the line managers involved in effective
implementation and lack of communication to staff.
Hsieh et al. (2005)]-In a
study of Taiwanese
Very few Taiwanese managers had difficulty
balancing Work and Personal Lives and Work
interfered with Personal Life more frequently than
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managers, found- Personal Life did with the Work.
Drew and Murtagh (2005)-
Examined the experience
and attitude of Female and
Male Senior Managers
towards Work Life Balance
(WLB).
The study was undertaken in
a major Irish Organization,
for which Work Life
Balance was a Strategic
Corporate Objective.
The greatest obstacle to achieving Work Life
Balance was the “Long Hours” Culture, in which
availing one of Flexible Options (e.g. Flextime/
Working from Home) is incompatible with holding
a Senior Management Post.
Many of Senior Men could delegate Family /
Caring Activities to their wives, which was not
possible for majority of Women in Senior Positions.
Hence men sought Work Life Balance to resolve,
commuting / Work Time Issues.
Both, Men and Women in Senior Management
recognized that their own Careers would be
seriously jeopardized by taking up Work Life
Balance Arrangements.
Butler et al. (2005)-Surveyed
91 Parents employed in Non-
Professional Occupations for
14 days about their Job
Characteristics and Work
Family Conflict.
There was significant daily variation in Work to
Family Conflict (WFC) and Work to Family
Facilitation (WFF) that was predictable from daily
Job Characteristics.
(Note-Could be applicable to Temporary, Ad hock,
Casual Posts.)
Luk and Shaffer (2005) -
Developed and tested an
expanded model of the Work
Family Interface that
considered both within and
across Domain influences
on conflict emanating from
the Work and Family
Domains.
The results of the study on
248 Couples with Children
showed-
Work Domain Stressors, i.e., Time Commitment to
Work and Work Role Expectations were
significant positive predictors of Work
Interference with Family (WIF).
(Note-Applicable to Breast Feed Baby for a WW.)
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Estes & Michael (2005)
Wayne et al., (2004)
Anderson et al (2002)
Taussig & Fenwick, (2001)
Allen ( 200l);
Burke & Greenglass
(1999)
Frone, Yardley, & Markel
(1997)
Frone et al., (1996)
MacEwen & Barling (1994)
Work-Life Conflict arises when an Employee is not
able to make justice with either or both domains of
his/her life i.e. Work and Home.
The resulting situations in this case include (but not
limited to) Lower Job Satisfaction or Contempt
, Less Dedication and Commitment towards
work and organization, Random Schedule and
Absenteeism, decreased Workplace Performance
and contribution; Biological Dysfunctions and
Psychological Stress and Lower Socialization
Trends.
These results reflect a negative contribution in
Organizational Performance, which slows down
and disturbs the process of development within
the workplace.
2004
Janssen et al. (2004)-
Examined the mediating role
of Negative Work Home
Interference (NWI) - to test a
theoretically derived model
of specific relationships
between Work
Characteristics and two
outcomes (i.e. Emotional
Exhaustion and Job
Satisfaction).
Emotional Exhaustion was only related to
Psychological Job Demands and Workplace Social
Support.
Job Satisfaction was found to be associated with
Job Control and with Workplace Social Support.
Crosbie and Moore (2004)-
Studied working from home
and work life balance, 70%
of those who took part were
females.
The study concluded that home working was not
panacea for modern working life.
Personality skills and aspirations should be given
careful consideration by those who are thinking of
working from home.
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Those who have tendency to work long hours
outside the home might find that home life is even
further marginalized by work life.
Frances, (2004) Employees who reported their Organizations to be
Supportive of their Family Commitments, they are
Satisfied with their job and face less Work Life
Conflicts (WLC).
August and Waltman (2004) Job Satisfaction of Female Employees is related to
the Environmental Condition, Departmental Climate,
and Demographics of the Organization in which
they used to work.
Rajadhyaksha and Smita
(2004)-Examined Work and
Family Research in the
Indian context from
independence till mid 2000.
In the mid 1990s to 2000 liberalization impacted
the Work Family Research. Organizations in the
new economy sectors (e.g. IT and ITES industry)
started Family Friendly Measures, more as an
imitation of Western Organizational Practices
than as a felt need to help employees Balance
their Work and Life.
Voydanoff (2004)-Used a
differential salience-
comparable Salience
Approach to examine the
effects of Work Demands
and Resources on Work To
Family Conflict (WFC) and
Facilitation (WFF).
Time based demands (Work Hours and Extra
Work without Notice) and Strain based demands
(Job Insecurity and Time Pressure) are positively
associated with Work to Family Conflict.
It was found that Enabling Resources (Autonomy
and Learning Opportunities) and Psychological
Rewards (Respect and Meaningful Work) were
positively related to Work to Family Facilitation
(WFF).
Time Based Family Support Policies (Parental
Leave and Time off for Family) and Work Family
Organizational Support (Supportive Work Family
Culture and Supervisor Work Family Support)
showed negative association with conflict, and
positive relationship to Work to Family
Facilitation (WFF).
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Keene and Quadagno
(2004)-Examined Two
Issues, the relationships of
Work Characteristics,
Family Characteristics, and
Work Family Spillover to
perception of Work Family
Balance and models of
“ Gender Difference” vs.
“ Gender Similarity” using
1996 General Social Survey
(GSS), and 1992 National
Study of the Changing
Work Force (NSCW).
However, Men and Women balance in gendered
ways. Women reported more balance when they
gave priority to Family.
Men reported less balance when they had No
Personal Time for themselves due to Work and
more balance when they made scheduling changes
due to Family.
Frye and Breaugh (2004)-
Found
Having Child Care Responsibility was predictive of
Family-Work Conflict and showed a positive
relation to such conflict.
Higher the Parental Demands higher is the Work-
Family Conflict and higher the Spouse Support,
lower is the Work-Family Conflict.
Frye and Breaugh (2004)
-Tested a Model of
antecedents (use of
Family-Friendly Policies,
Supervisors Support,
Number of Hours Worked,
Having Child Care
Responsibility) and
consequences (Job and
Family Satisfaction) of
Work-Family Conflict and
Family-Work Conflict.
Family Friendly Policies and reporting to a
Supportive Supervisor were found to have
negative correlation with Work-Family Conflict,
whereas Hours worked was positively related .
Child Care Responsibility showed a positive
relation, while reporting to a Supportive
Supervisor was negatively related to such
conflict.
The study also found that Work Family Conflict
was predictive of Job Satisfaction and Family
Satisfaction.
However, Family Work Conflict predicted neither
Job Satisfaction nor Family Satisfaction.
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2003
Frone (2003) Other influencing Variables /Moderators, which have
influence of either WFI or FWI were Social Support
(in both Domains):
Support in the Organization by Supervisor/Peers
lead to more WFI and Support from the
Society /Relatives leads to FWI.
Boyar et al. (2003) Turnover Intentions are the direct outcome of Work
Life Conflict or WFI or FWI.
Perrons, (2003) Work Life Balance is not just essential for the
Health and Well-Being of Individuals, but i s also
Cost-efficient and Stability Enhancing the
Institutions and Work-Environments.
Schieman et al. (2003) -
Undertook a study with
Three Aims: (a) To Test, if
Home to Work Conflict, is
associated with symptoms of
anxiety and depression
among women and men (b)
To Determine, if those
effects are moderated by
Work Qualities such as
Autonomy, Routinization and
Noxiousness; and (c) To
Explore, variation among
those patterns by Gender.
The data was collected
through face to face
interviews of 1393 adult
residents of metropolitan
Toronto. The results showed-
Positive relationship between Home to Work
Conflict and both anxiety and depression were
stronger when Job Autonomy was higher,
although the effects were somewhat stronger in
Men.
Positive relationship between Home to Work
Conflict and anxiety was significantly stronger,
when women occupied Jobs with greater
routinization.
Grzywacz and Bass (2003)
-Studied the effects of
Work Family Conflict
(WFC) and Work Family
Facilitation (WFF) on Mental
Health among Working
Adults.
The Higher Levels of both Work to Family (WIF)
and Family to Work Conflict (FIW) were found to
be associated with Poor Mental Health.
The Work Family Facilitation contributed to “Work
Family Fit” by eliminating or offsetting the
negative potential of Work Family Conflict (WFC).
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White et al. (2003) -
Analyzed the effect of
selected High-Performance
Practices (HPP) (Appraisal
Systems, Group-Working
Practices, Performance
Related Pay) and Working
Hours on Work-Life Balance.
(Note-HPP is same as
HPWS)
Negative Job-to-Home Spillover increased with
additional Hours worked and to a similar degree
for both Men and Women.
High Performance Practices were also found to be a
source of negative spillover.
It was further found that taking part in a Flexible
Hour System significantly reduced negative
spillover for Women but not for Men.
Working from Financial Necessity was found to be
significantly linked to negative spillover for
Women. Dual Earners reported less negative
spillover than those in single earner situations.
Wise & Bond( 2003)
Allen( 2001)
Clifton & Kruse(1996);
Work-Life Balance of employees contributes
positively towards reducing Work Load per head
within the organization, increased productivity of
workforce, and helps developing an aspiring and
Motivational Organizational Culture where
Workforce is not exhausted and extra work is
not considered as ‘Load’
(Note-i.e. Organizational Citizenship Behavior).
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Authors & Research
Problem
Findings & Outcomes on WLB –LR
2002
Lingard & Francis,( 2002) Non Standard Work Schedules have also been
identified as the most important variables affecting
dual earner couples with Children Specific.
Married Couples without Children reported Higher
Levels of Work Life Balance.
Casper et al. (2002) Employees who work, in Supportive Organizations
are likely to experience less amount of Stress and
more Organizational Commitment.
This in turn leads to Less Work Life Conflicts and
Greater Affective Commitment towards the
Organization.
Perceived Organization Support (POS)
Bruck, Allen and Spector
(2002)
When, Work Life Conflict increases it creates the
negative impact on Job Satisfaction and the
Employee tends to lose interest in working in the
Organization.
The relationship was formed by using two
interfaces that is Work to Family and Family to
Work and any discrepancy leads to Job
Dissatisfaction.
Ezzedeen and Swiercz (2002)
– Found
Cognitive Intrusion of Work results in Lower Job
Satisfaction, Less Happiness, a greater incidence of
Work / Life Conflict, and more frequent Burnout.
Experience of Intrusion Transcends Demographics
and Personality, and is rooted instead in the Design
of the Job and the Organization Culture of the
employer.
Lacy (2002)-Conducted a
job market survey of 300 Job
Seekers and found
Work Stress had an impact on their decision to look
for a new job.
There was a general presumption among
employees that working Long Hours is important
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for Career Advancement.
This notion, and the pay and promotion policies
that supported it, undermined the attempts to
promote Work Life Balance.
Martins et al. (2002)-
Examined the moderating
effects of Individual
Differences (Gender, Age,
Marital Status, Parental
Status) and Sources of
Support (Coworkers,
Community, Financial
Resources) on the negative
relationship between Work-
Family Conflict (WFC) and
Career Satisfaction.
Career Satisfaction of Women and that of older
individuals of both genders was most adversely
affected by Work-Family Conflict.
Whereas, Women’s Career Satisfaction was
negatively affected by Work-Family Conflict,
Throughout Their Lives, Men showed such adverse
effects only later in Career.
Individuals who made up the Minority Gender Wise
were also found to have stronger relationship.
On the other hand, it was weaker for those who had
Strong Community Ties.
2001
Boles, Howards & Donrio
(2001)
Those with High Levels of Supervisor Support
reported Less Conflicts and Less Psychological
Strain than those with Unsupportive Supervisor
Support. In most of the studies, Job Satisfaction
has been directly linked with Work Life
Conflict.(WLC) .
Parsuraman & Simmers
(2001)
Parental Demands are believed to be greatest for
people with infants and preschool aged Children
and less for those with school aged children and
even lowest for Parents with adult Children who
have left home.
Relationship between Parental Responsibilities and
Time Commitments to Family and at Work, both the
Spouse working are more Role responsibility,
Parents with Children of infant category face
Work Life Balance issues and have more conflicts
in managing the Two Domains.
Greenhaus, Parsuraman and
Collins (2001)
When, Employees are not satisfied with their Job
and are not able to balance between the Two
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Domains of Work and Family they tend to
withdraw from their work related activities.
Allen (2001) Relationship of Type A behavior disposition, Big5
Personality variables with both Work and Family
Interference (WFI) and Family to Work
Interference (FWI).
Allen, (2001);
Shepard et al., (1996)
The rationale for Supporting such activities (Flexible
Time Arrangements, Women Supportive Measures
and Financial Perks) is usually linked with the
assertion that there is a link or relationship between
Work-Life Balance of an employee and
Organizational Effectiveness and Workplace
Dynamism.
Saltzstein et al. (2001) -Used
1991 surveys of Federal
Government Employees to
test a theoretical framework
regarding the relationships
between Work and Family
Demands, Family Friendly
Policies, Satisfaction with
Work Family Balance and
Job Satisfaction for diverse
groups of employees with
different Personal and
Family Needs.
Job Related Factors (Job Demands, Job
Involvement) were found to be the most significant
determinants of Satisfaction with Work Family
Balance and Job Satisfaction.
It was found that Organizational Understanding
had more impact on both Satisfaction with Work
Family Balance and Job Satisfaction than all
Family Friendly Policies.
Reliance on Flexible Scheduling was found to have
no significant impact on Work Family Balance or
Job Satisfaction for most of sub population groups
Hill et al. (2001) -
Examined the perceived
influence of Job Flexibility
in the Timing (Flex Time)
and Location of Work (Flex
Place) on Work Family
Balance.
Paid Work Hours were strongly and negatively
correlated and Perceived Flexibility was strongly
and positively correlated with Work Family
Balance.
Employees with perceived Flexibility in Timing
and Location of Work could work Longer Hours
before Work Family Balance became difficult.
Kim and Ling (2001) -
Studied the sources and
Number of Hours worked, Work Stressors (Role
Conflict and Worries about Financial Health of
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Types of Work Family
Conflict (WFC) among 102
married Singapore Women
Entrepreneurs.
The antecedents studied
included Work Hours, Work
Schedule Inflexibility, Work
Stressors, Number and Age
of Children a n d F a m i l y
S u p p o r t .
Business) and Work Schedule Inflexibility were
positively related to Work-Family Conflict (WFC).
Spouse Emotional and Attitude Support was found
to have a significant negative relation with Work
Family Conflict (WFC).
The outcome variables Job Satisfaction, Marital
Satisfaction and Life Satisfaction were found to be
negatively correlated to Work-Family Conflict
(WFC).
Allen,( 2001)
Thompson et al, (1999);
Organizational and Support from Co-Workers and
Supervisors have always been an influential
variable for the study of Work Life Balance issues.
Supportive Work Environment.
2000
Konrad and Mangel
(2000) -Examined the
adoption of Work Life
Programs and the impact of
Work Life Programs (WLP)
on Firm Productivity.
Productivity impact of Work Life Programs (WLP)
depended on the Type of Workers employed by the
Firm.
Firms employing higher percentage of Professionals
and higher percentage of Women showed a
stronger relationship between the provision of
extensive Work Life Benefits and Productivity.
Grzywacz & Marks (2000) WFC in particular are Personality Factors.
Illustrated that huge levels of Hardiness,
Extraversion and Self-Esteem are linked with
reduced WFC.
No Gender Differences as even with (FWI or WFI)
Grzywacz and Marks (2000) Social Support at work and from one’s spouse
was negatively related to WFC.
Low levels of Support at Work were strongly
correlated with negative spill over from Work to
Family Interference especially for women.
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Grzywacz and Marks
(2000)-Developed an
expanded conceptualization
of the Work Family Interface
and identified significant
correlates of Multiple
Dimensions of Work Family
Spillover.
Work and Family Factors that Facilitated
Development (Decision Latitude, Family Support)
were associated with less negative and more positive
spillover between Work and Family.
On the other hand, Work and Family Barriers
(Job Pressure, Family Disagreements) were
associated with more negative spillover and less
positive spillover between Work and Family.
Pressure at Work, and Spouse Disagreement.
However, Spouse Effectual Support was an
important correlate of negative spillover from
Family to Work but not negative spillover from
Work to Family.
Decision Latitude was strongly associated with
both positive spillover from Work to Family and
Family to Work.
Spouse Effectual Support was a strong correlate of
positive spillover from Family to Work but
unassociated with positive spillover from Work to
Family.
1999
Thompson et al. (1999) Strategies for Policy Development for companies
including Time-Based Strategies,
Information-Based Strategies, Money-Based
Strategies, and Direct Services.
In addition, information concerning both the
formal and informal barriers to Work Life
Policy within organizations and the Strategies to
overcoming these barriers.
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Newman and Mathews
(1999)- Examined the
utilization of Family
Friendly Workplace Policies
within the US federal
Government and concluded
Policies such as Part Time Work, Flexible Work
Schedules and Compressed Work Hours remain
underutilized due to mistrust by management,
Workaholic Culture, Limited Communication and
Training, stretching Scarce Resources and an
incompatibility with the Job Design.
Aryee et al. (1999a) -
Examined the Cross Cultural
Generalizability of model of
Work Family Interface given
by Frone et al (1992a)
A Positive Reciprocal Relationship and a Negative
Co-Variation between Work-Family and Family-
Work Conflict in both the samples.
As compared to US employees, Work-Family
Conflict more strongly influenced Family-Work
Conflict in the case of Hong Kong employees.
In the case of US sample, employee’s Family
Involvement significantly influenced Family-Work
Conflict, while this relationship was not significant
in the case of Hong Kong sample.
Milkie and Peltola (1999) -
Found that Women and
Men report similar levels of
success in balancing Work
and Family and kinds of
Work Family Tradeoffs.
Longer Working Hours, negatively affected Men’s
sense of balance, but did so only marginally, for
Women.
For Women, who worked full time, Work Hours did
not affect balance.
Young Children in the household had a negative
impact on success in balancing paid work and
Family Life for employed Women but not for
employed Men.
Sacrifices made at Work affected Men more than
Women, whereas Scarifies made in the Family
affected Women more than Men.
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Authors & Research
Problem
Findings & Outcomes on WLB –LR
1997
Frone et al. (1997)-
Developed and tested an
Integrative Model of Work
Family Interface using a
sample of 372 Employed
Adults who were married and
/ or Parents.
The indirect reciprocal relation between Work to
Family and Family to Work Conflict.
Family to Work Conflict was found to have
indirect influence on Work to Family Conflict
via Work Distress and Work Overload.
Work to Family Conflict had indirect impact on
Family to Work Conflict via increased Parental
Overload.
Hammer et al. (1997)-
Collected the data from 399
Dual Earner Couples and
found
Work Family Conflict had strong crossover effects
for both males and females, indicating that
individual’s level of Work Family Conflict was a
significant predictor of their partner’s level of Work
Family Conflict.
Hammer et al. (1997)-Found
that Higher Levels of Work
Involvement was related to
Higher Levels of Work
Family Conflict (WFC).
(Note-Higher Levels of Work
Involvement means HPWS)
Work Centrality did make a difference to the way
Work-Family Conflict was experienced.
When, Work was Highly Central to the
Individual, antecedents from the Family Domain
had a significant impact on Family Interference
with Work and when Family was valued more, the
Work Domain antecedents had a greater impact on
Work Interference with Family.
Hammer et al. (1997) -
Reported
Higher levels of perceived Work Schedule
Flexibility were related to Lower Levels of Work
Family Conflict.
Loscocoo (1997) -Found There was Gender Asymmetry in the permeability
of the boundaries between Work and Family Lives.
Family intruded more on Work among Women and
Work intruded more on Family among Men.
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Loscocoo (1997)-Examined
how people with
considerable control over
their Work Lives Construct
and Experience, Work
Family Connections.
The data was collected
through in-depth interviews
of 30 Self Employed People.
Self employed people had considerable control over
their Work Lives and this helped them to Curb the
Intrusion of Work into Family Life.
Women emphasized the importance of Flexibility
more than Men.
1996
Aryee et al. (1996 b)-Found Gender was negatively related to Family-Work
Conflict, suggesting that Men did not experience as
much Family-Work Conflict as Women.
Aryee, Luk et al., (1996b) If, Professional Satisfaction is less than Personal
Satisfaction it may lead to Dissatisfaction, if
Personal Satisfaction is also very low.
Work over load and Parental over load were
considered as predictor of WFI and FWI.
Social Support as Potential Moderator of
relationship between WFI and FWI.
Aryee and Luk (1996b)-In a
study of 207 Dual Earner
Couples in Hong Kong
found-
Men significantly identified more with the Work
Role, had more experience in the Workforce, and
perceived more Spouse Support.
Women significantly, identified more with the
Family Role, had main responsibility for Childcare,
spent more time per week with the Children
and perceived more need for Family Responsive
Policies.
Women balance their Work and Family Identity by
trading off one for the other.
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In contrast, Men are able to simultaneously identify
with Work and Family Roles.
Adams et al. (1996)-Found Relationships between Work and Family can have
an important effect on Job and Life Satisfaction and
the Level of Involvement the worker assigns to
Work and Family Roles is associated with this
Relationship.
1995
Kirchmeyer (1995)-Identified
Three Types of
Organizational Responses to
Non-Work (Separation,
Integration, Respect) and
used the data collected
from 221 Managers, active
in Multiple Domains, to
assess the effectiveness of
these organizational
responses.
Organizations adopt
Strategies such as
‘Separation’ and
‘Integration’ as responses to
Non-Work.
“Separation” was a response where employers
were concerned mainly with workers’ fulfilling
their work responsibilities, an d viewed
Workers’ Non Work Lives as solely the concern
of workers themselves.
In the case of “Integration” response, employers
treated Work and Non-Work as related worlds that
affected one another, and acted to reduce the gap
between them in an effort to help Workers
manage their multiple domains.
“Respect” referred to the Employer acknowledging
and valuing the Non-Work Participation of workers,
and committing to support it. The effectiveness of
these responses was assessed in terms of their ability
to reduce the negative spillover from non-work, and
to enhance both Organizational Commitment and
the positive side of spillover.
Integration and Respect responses revealed positive
correlations with Organizational Commitment,
whereas separation response showed a negative
correlation.
It was found that the Type that enhanced the
flexibility of the work-non-work boundary and
involved the employer in providing resources for
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workers to fulfill non-work responsibilities
themselves proved most effective.
Thomas & Ganster, (1995);
Goff, Mount & Jamison
(1990)
Social Support reduces the negative consequences
of Work related Stressors and Work Family
Conflict.
When Supervisors or Co-Workers Support is high,
Job Satisfaction and Employee Commitment is also
very high.
This leads to a better Work Life Balance for
employees.
Glass & Fujimoto (1995) Telecommuting and Flexible Work Schedules are
arrangements that may allow or encourage
employees to work more.
Walkins (1995)
Thomas & Ganster (1995)
Supervisors play a particularly important role in
the Work Arrangements and controlling access
over employees.
Having a Supportive Supervisor has been reported
to reduce the negative impact of Work Family
Conflict (WFC).
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Authors & Research
Problem
Findings & Outcomes on WLB –LR
1994
Williams and Alliger (1994) -
Found
Spillover of unpleasant moods occur both from
Work to Family Settings and from Family to
Work though evidence for the spillover of pleasant
moods was weak.
Both, Family to Work and Work to Family
spillovers were stronger for Women than Men.
The extent to which Work Interfered with
Family for a given day was found to be
positively related to self reported Job
Involvement for that day.
The extent to which Family Interfered with Work
on a given day was found to be positively related to
distress in Family Roles during the day, Family
Intrusion into Work during the day and self
reported Family Involvement for that day.
Williams and Alliger (1994)
-Found in a study of 41 Full
Time Working Parents (13
men and 28 women).
Work interfered with Family more than Family
interfered with Work.
Women spend more Hours in Family Work than
Men and reported the same level of Family
interference.
Even the spillover theory found out that both FWI
and WFI were stronger for Women than Men.
Higgins et al. (1994)-
Studied Work-Family
Conflict in relation to
Parental Demands.
Women experience greater Work to Family
Interference than Men.
Higgins et al. (1994)-
Examined the impact of
Women reported experiencing significantly Greater
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Gender and Life Cycle Stage
on Three Components of
Work Family Conflict (i.e.
Role Overload, Interference
from Work to Family and
Interference f rom Family
to Work).
Role Overload than Men.
Women were found to experience Greater Work to
Family Interference than Men.
Interference was Highest when the Children were
Young, and Lowest in Families with Older
Children.
Women reported significantly Higher levels of
Family Interference with Work than Men in Early
Years, but interferences levels were comparable to
men’s in the Third Life Cycle Stage (i.e. children
10 to 18 years).
1992
Frone et al. (1992a)-In a
study of randomly drawn
sample of 631 Employed
Adults (278 men and 353
women) also found
Work to Family Conflict is more prevalent than
Family to Work Conflict, suggesting that Family
Boundaries are more permeable to Work Demands
than are Work Boundaries to Family Demands.
Higgins and Duxbury (1992)-
Examined the differences in
the antecedents and
consequences of Work
Family Conflict, for Two
Groups of Career Oriented
Men: those with a
Homemaker Wife (137,
Traditional Career Men) and
those with a Spouse in a
Career Oriented Job (136,
Dual Career Men). It was
found
Maternal Career Employment Status had a
significant effect on the antecedents of Work-
Family Conflict. Dual Career Men experienced
greater Work-Family Conflict due to conflict
within the Work Domain as compared to
Traditional Career Men.
Work Environment did not provide the increased
Flexibility needed by Dual Career Men to balance
the increased role demands, these Men were less
able to cope up with Work Conflict as
compared to Traditional Career Men.
However, the Maternal Career Employment
Status was not found to have any impact on the
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extent to which Work Family Conflict lowered
Quality of Work Life or Quality of Family Life.
Aryee (1992)-Examined the
impact of Five antecedent
sets of Work and Family
Domain Variables on Three
Types of Work-Family
Conflict (Job-Spouse, Job-
Parent and Job-Homemaker)
and the impact of these
Types of Work Family
Conflict on Well Being and
Work Outcome Measures.
Antecedents studied
included Life Role Salience,
Family Stressors (Parental
Demands, Responsibility for
Household Chores, and Lack
of Spouse Support), Work
Stressors (Task Variety, Task
Complexity, Task Autonomy,
Role Conflict, Role
Overload, Role Ambiguity)
and Work Schedule Stressors
(Hours Worked per Week,
Work Schedule Inflexibility).
Results indicated-
Married Professional Women in the study
experienced moderate amounts of each type of
Work-Family Conflict.
It was found that number of Hours Worked per
Week rather than Work Schedule Flexibility
affects Work Family Conflict.
Role Stressors explained the most variance
in Job Spouse and Job-Homemaker conflicts,
while Task Characteristics explained the most
variance in Job-Parent Conflict.
Task autonomy emerged as a negative and
significant predictor of all three types of conflict.
Task Variety was positively and significantly
re l a t ed to Job-Parent and Job-Homemaker
Conflicts.
Spouse Support showed a significant negative
relation with Job-Spouse Conflict and Parental
Demands were significantly positively related to
Job Parent Conflict.
However, Household Responsibility was not found
to be related to any type of conflict. The Three
Types of Work-Family Conflict explained only
modest amount of the variance in the Well-Being
and Work Outcome Measures.
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1991
Gutek et al. (1991)-Indicated Because of different Role Responsibilities, Men and
Women exhibit different Inter Role Conflict.
Women reported more Work Interference in
Family than Men, despite spending about same
number of hours in paid work as Men.
Women spent more hours in Family Work than
Men; they reported the same level of Family
Interference in Work.
Gutek et al. (1991)-
Conducted a study using two
separate samples of
Employed People with
Families, a systematically
selected sample of
Psychologists and a
volunteer sample of
Managers.
Two types of perceived Work-Family Conflict
(Work Interference with Family and Family
Interference with Work) were clearly separable
and relatively independent of each other. The
people perceived less Family Interference with Work
than Work Interference with Family.
1989
Loerch et al. (1989)-
Examined the relationships
among Family Domain
Variables and Three Sources
of Work Family Conflict
(Time, Strain and Behavior
based) for both Men and
Women.
Family Domain variables examined included-
Time based (Number of Children, Spouse Work
Hours per week, Couple’s Employment Status)
Strain based (Conflict within Family, Spouse
Support, Quality of Experience in Spouse or
Parent Role) and
Behavior based antecedents, Family Intrusions
(Parental, Marital, Home Responsibilities) and
Role Involvement.
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Greenhaus et al. (1989)-
Relationship between Work
Related Variables, viz.
[1]. Task Variety,
[2]. Task Autonomy,
[3]. Task Complexity,
[4]. Role Conflict,
[5]. Work Schedule
Flexibility,
[6]. Number of Hours
Worked and
Work Life Balance (WLB)
/Work Family Conflict
(WFC) have been studied.
The studies Found
Task Autonomy to be associated with Work
Family Conflict (WFC).
Greenhaus et al.(1989)-
Examined different types of
Work Domain Pressures as
Sources of Work Family
Conflict (WFC) among Two
Career Couples (DCC).
Work Role Stressors (Role Conflict and Role
Ambiguity) accounted for a significant portion of
the variance in Time based and Strain based conflict
for both Men and Women.
The Task Characteristics (Autonomy and
Complexity) were found to be associated with Work
Family Conflict and were somewhat stronger for
Women than for Men.
Work Schedule Characteristics were found to be
generally unrelated to Work Family Conflict
(WFC).
Among Women, it did not explain significant
portion of variance in either Time Based or Strain
Based conflict and among Men, it was related to
only Strain Based conflict.
Greenhaus et al. (1989) Stress that the employee possess in the Organization
leads to Work Life Conflict which then lead to
quitting of the job and interference with Family to be
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significantly and positively related to turnover
intentions, and Employee perceptions of control over
managing Work and Family to be significantly
negative to turnover intentions.
Suchet and Barling (1986) -
In a study of Inter Role
Conflict, Spouse Support and
Marital Functioning found-
Support from one’s Husband may assist Employed
Mothers cope with their own Inter Role Conflict,
as Husbands’ Supportive Behavior and Attitude
might help in reducing the opposing Role
Demands on, and unrealistic Role Expectations of
Employed Mothers.
1980
Pleck et al. (1980) -Found Substantial minority of Workers living in families
experienced conflict between Work and Family
Life.
Parents reported more conflict than the other
Couples.
Specific working conditions, such as
Excessive Hours at Work, Scheduling and
Physically or Psychologically demanding were
associated with experiencing Work Family
Conflict, which in turn was related to
diminished Job Satisfaction and Contentment
with Life in general.
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Section-II
Developmental Psychology
(Child Development)
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2.2.1 Section-II-Developmental Psychology (Child Development)
The third survey [T S Saraswathi & Ranjana Dutta (1987)] on which this present
section is based shows widening of the horizon both in terms of the diversity of
research topics on Developmental Psychology (Child Development) and an explosion
of publications especially in the late seventies and early eighties.
Some of research work has been taken from the “Developmental Psychology in India
1975-1986” [T S Saraswathi & Ranjana Dutta (1987)], as part of literature review to
establish as (Cognitive Child), in this thesis for reference.
2.2.2 Factors Influencing Physical , Motor and Mental Development
Anandalakshmy (S) (1982):
“Cognitive competence in infancy”. A large sample of infants (N=512) aged 6-24
months from three socio-economic levels was assessed on their cognitive and motor
development, nutritional status and interaction with the mother and cognitive
stimulation provided by the mother. It was found that cognitive development in
infancy as indicated by the Mental Development Index (MDI) was not related to
nutritional status. However, motor development as indicated by the Psychomotor
Development Index (PDI) was related to nutritional status. It was also found that
mental development was related to maternal affiliation; and cognitive stimulation and
motor development were positively correlated with nutritional status and per capita
income. A follow-up study (10 months later) of infants from lower and lower middle
socio-economic state revealed that the rapid development seen in the first two years of
life was especially vulnerable to a multitude of environmental effects like teething,
weaning, malnutrition, illness, and types of caretakers. In the programme from play
activity of the infants, the crucial role played by the mother in optimizing infant
development was highlighted.
Misra (R S) et al (1980): “An exploratory study of health and mental status of
children”. Assessed the effect of socio-economic background, place of residence
(rural vs. urban), intelligence (as assessed by a group non - verbal intelligence test),
and sex on the mental and physical health of a random sample of 200 children
between 9 -1 4 years of age. There was a positive relationship between the level of
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intelligence and socio-economic background and between rural - urban background
and IQ. A relationship was also observed between rural - urban background and
physical health.
Mundkur (N) Singh (MV) and Gupta (S) (1979): “Impact of socio-economic status
on the development of small for dates at 3-4 year”. A group of 150 term babies with
varying intrauterine growth was studied at the age of 3-4 years to assess the impact of
socio-economic status on their growth and development. Height and weight were
significantly retarded in the server IGUR (<2000 grams) babies irrespective of the
socio - economic status.
Rajalakshmi (R) (1982): “Nutrition and the development of the child”. These papers
by internationally reputed research workers in the field deal with (a) maternal status
during pregnancy and its impact on fetal development. (b) lactation, human milk and
infant development; (c) mother-infant interactions and socio-emotional development;
(d) infant feeding practices; (e) nutrition/ malnutrition and various aspects of infant
development ; (f) animal studies related to nutrition and its impact on development;
and (g) nutritional and other early intervention programmers and their assessment;
and other related topics.
2.2.3 Acquisition of Concepts
Bevli (U K) (1977): Concept of speed: “A development - cum - training study”.
(Thesis). The author concluded that the ultimate level reached and the speed of
development depended upon the type of environment. Social advantage emanating
from schooling, urbanization, and modernization had a facilitating effect. Intelligence
was also correlated with it. While mother's education, income or occupation bore no
relation to each other, father's education was significantly related to the development
of the concept of speed. Parental income and occupation were minor factors.
2.2.4 Development of Intelligence
Jachuck (K) and Khardai (P) (1983): “Differences in Level I and Level II abilities:
Effect of some home environmental variable”. It was hypothesized that (a) because of
the functional dependence of level II on Level I abilities, very few cases would be
obtained in the high level II abilities and low Level I abilities group; and (b) home
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environmental variables would have a significant effect on the cognitive ability of the
subjects. Test obtained from 200 upper caste, middle socio-economic status, and
grade four, male children.
2.2.5 Creativity and Academic Achievement
Jarial (G S) and Sharma (A K) (1980): “Creativity and its components as affected
by intelligence, personality and their interaction”. The study examined the effects and
interaction of intelligence and personality on fluency, flexibility, originality, and total
creativity in fifty-five urban high school students. The results showed a significant
effect of intelligence on fluency, originality and total creativity of subject. There were
difference between introvert and extroverts on originality.
Khatens (J) (1977): “The gifted child in the United States and abroad”. This study
reviews the reemergence and development of thought leading to conceptions of many
kinds of giftedness (for e.g., in the realms of the intellect, creative and productive
thinking, the visual and performing arts, and psychomotor abilities). Educational
opportunities afforded to the gifted by the US and other countries (e.g., England,
Israel, Turkey, and India) are summarized and it was observed that the US was in a
position of leadership.
Rastogi (M) and Nathawat (SS) (1982): “Effect of creativity on mental health”.
Fifty emotionally secure and fifty emotionally insecure (determined by the security-
insecurity inventory) students (females' mean age 16.5 years males' mean age 16.4
years) were administered a test of creativity. Emotionally secure subjects scored
significantly higher on creativity than did their emotionally insecure counterparts. No
significant sex differences were found, and emotional security insecurity had no
interacting effect with sex.
Singh (A K) (1983): “Parental support and scholastic achievement”. The relative
effectiveness of intelligence, socio-economic status and parental support on the
scholastic achievement of non-tribal, Hindu and tribal Hindu / Sarna and Christian
children has been studied. Based on data from three studies it has been concluded that
parental support compensates for a certain loss of intelligence and offsets the adverse
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effects of low socio economic status and encourages scholastic achievement. Thus,
parental support is a more powerful correlate of scholastic achievement than social-
economic status and intelligence within an average range.
Singh (J) and Srivastava (S M) (1983): “Impact of parents' literacy on academic
achievement of primary school children”. Investigated the impact of parents' literacy
on the academic Investigated the impact of parents' literacy on the academic
achievement of eighty five, first grade children (aged 6-8 years) and eighty-fifth grade
children (aged 10-13 years) who were divided into two groups: those with illiterate
parents and those with literate parents. The subject's scores on an achievement test
indicated that while the younger subjects' academic behavior may have been
influenced by parental literacy or illiteracy, the older subjects' scores were affected by
several other factors.
Singh (R P) (1977): “Education for creativity” .The study argues that creative
children constitute one of the most valuable assets of the nation and that national
progress depends on them. The study argues that a major function of Indian schools
should be to identify and properly nurture creative children to prevent their loss to the
country.
Vijayalakshmi (J) (1980): “Academic achievement and socio-economic status as
predictors of creative talent”. This study attempts to determine the nature of the
relationship between certain variables and creative talent. A socioeconomic status
measure and a Kerala University test of creative thinking were administered to 425
students in six secondary schools. Academic achievement in school subjects was also
measured. The results of critical-ration analysis indicated a positive relation between
creative ability and academic achievement and between creativity and socioeconomic
status.
2.2.6 Factors Influencing cognitive, Perceptual, and Language Development:
Focus on Social Disadvantage
Ahmed (S) (1980): “Effect of socio-cultural disadvantage on creative thinking”.
Verbal and non-verbal creativity tests were administered to 150 eighth, ninth and
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tenth grade children in five Indian schools that were on a continuum from extremely
advantaged to extremely disadvantaged. The subjects were categorized as being from
advantaged or disadvantaged home back grounds. Grade, school, and home
background showed significant effects on creative thinking tests, and all interactions
were significant except for the grade and school interaction. It has been concluded
that socio-cultural disadvantage retards the development of both verbal and non-
verbal creativity but that this deficit could be overcome by quality education.
Bahal (M) and Sexena (V) (1978): “Effects of family setting upon cognitive
development of the children”. The results of these studies suggest that parental
behavior, parental child rearing practices, and parental acceptance and rejection are
important factors. Other factors relevant to the child's cognitive development include
academic achievement of the parents, socio-economic status, maternal employment,
family size and birth order.
Sahu (S) and Devi (B) (1982): “Role of home environment in psycholinguistic
abilities and intelligence of advantaged and disadvantaged preschool children”. The
Present study examines whether under the Indian conditions advantaged and
disadvantaged homes differed in the quality and quantity of stimulation they provided
to their children; and, what variance do they contribute to some psycholinguistic and
intellective functions. The study included socially advantaged and disadvantaged
preschool children between 3-6 years of age. Each group consisted of thirty -five
subjects. Step-wise regression showed that for the advantaged group of subjects
'stimulation through toys, games and reading materials' contributed the highest
variance to the dependent measures. On the other hand, for the disadvantaged group
of subjects 'physical environment' contributed the highest variance to the dependent
measures.
Singh (S) and Misra (G) (1985): “Effect of competence manipulation on cognitive
performance and persistence in relation to socio-economic deprivation”. Following a
2 x 2 x 2 factorial design with two levels of competence (helplessness / competence),
two levels of socioeconomic deprivation (low/high) and two levels of caste status
(non-scheduled caste/scheduled caste), the present study investigated the effect of
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competence manipulation on cognitive performance and persistence in relation to
socioeconomic deprivation and caste status. The sample consisted of sixty-four eighth
grade male students (in the age group of 12-13years) equally divided into eight cells
of the design. The results indicated that the group under competence treatment scored
higher on cognitive performance and persistence than the group under helplessness
treatment; and socioeconomic deprivation had an adverse effect on cognitive
performance and persistence.
Sinha (D) (1982): “Socio-cultural factors and the development of perceptual and
cognitive skills”. Reviews a wide range of studies in the area of concept development,
comprehension, categorization, understanding and concept utilization. The socio-
cultural determinants of perceptual and cognitive functioning are examined under the
broad rubric of deprivation, on the assumption that whether specific deficiencies
experienced by the child stem from poverty, socio-economic status, or socio-cultural
disadvantages associated with status in the caste hierarchy, the factors that are
important are the deficits in the environment in which the child grows. The author
notes a healthy blend between the basic process oriented and applied social problem
oriented researches among the contemporary Indian researches reviewed as related to
the development of perceptual and cognitive skills.
Sinha (D) and Misra (G) (1982): “Deprivation and its motivational and personality
correlates”. Explores the effect of socio-cultural deprivation on motivation by
reviewing past studies comparing deprived and non-deprived groups in terms of
achievement motive, level of aspiration, anxiety, personality, self-concept,
motivational orientation, anxiety, personality, self-concept, motivational orientation,
time orientation and learning motivation and incentive system. In conclusion, the need
for integrating these findings to present a coherent picture of how living under
conditions of socio-economic disadvantage shapes the personality of the child has
been emphasized.
2.2.7 Child Rearing Practices
Agarwal (G) and Saksena (N K) (1979): “The parents’ role and emotional
development of the child”. The review deals with the impact of child rearing
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practices, child rearing attitudes and parental personality on emotional development
of the child. It has been suggested that parent guidance and child care training
programmes are necessary for the emotional health of future generations.
Agarwal (G), Saksena (N K) and Singh (S B) (1978): “Child rearing attitudes of
mothers of emotionally adjusted and maladjusted children”. A group of fifty mothers
of emotionally maladjusted children (Group 1 ) and another group of fifty mothers
(matched in terms of age, education, and socio- economic status) of emotionally
adjusted children (Group 2) were administered a Hindi version of the parental attitude
research instrument. The results revealed that subjects in Group 1, (a) encouraged
less verbalization from their children , (b) were lower on equalitarianism and
comradeship and sharing scales, (c) were more irritable, (d) suppressed their
children’s sexuality more , and (e) believed more in fostering dependency than did the
subjects in Group 2. The findings suggest that mothers’ attitudes were some of the
causative factors in the emotional problems of their children.
Aphale (C) (1976): “Growing up in an urban complex”. On the basis of data
collected from 700 families (with at least one child below 10 years) with different
educational, economic and cultural background, this study attempted to throw light on
the pattern of child care among Maharshtrian Hindu families in Poona. A description
of the family environment, care of expectant and nursing women, religious and
traditional rites, food and health, education, recreation, and emotional problems (of
children) in this community has been presented. The survey highlights that though the
basic nature of child care is uniform, there is diversity in different sub- cultures.
Children in the privileged families enjoyed better facilities and atmosphere to grow
and develop in than those from the less privileged families.
Khanum (M P) Umapathy (K P) and Begum (K) (1976): “A Survey of the attitudes
of mothers towards infant feeding”. A survey of the attitudes of mothers towards
infant feeding was carried out in five hospitals and clinics of Mysore city, India. 500
mothers were interviewed and information regarding colostrums feeding, termination
of breast-feeding and introduction of supplementary feeding was collected with the
help of an interview schedule. The results revealed that colostrums, an ideal food for
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infants, was discard by 77.6 per cent of the subjects because of misbelieves, Subjects
from the high income group terminated breast feeding much earlier as compared to
the low income groups. Supplementary foods were introduced at 10-12 months or
later in all income groups.
Pandey (R S) (1977): “Child socialization in modernization”. Discusses in detail a
study conducted on 800 families from nine different regions of India, focusing on the
values and behavior in child rearing as an aspect of individual modernity and
traditionalism. In general, the finding may be summarized as follows : (a) parents
showed a more modern stance toward child socialization : (b) these orientation
towards child rearing were systematically linked to other modern attitudes and
behaviors : (c) both child rearing and other modern orientations were shaped by
educations, occupation, urban living, and the level of economic development in the
region in which one was residing; (d) the attitudes, values and child rearing practices
of parents were reflected in the value of children and influenced the level of
satisfaction they experienced being raised by a particular set of parents.
Saksena (N K), Agarwal (G) and Singh (S B) (1977): “Attitudes of working and
non-working mothers towards child rearing practices”. Used the Hindi version of the
Parental Attitude Research Instrument (PARI) to compare the attitudes of twenty five
working mothers (WM) and thirty non-working mothers (NWM) towards child
rearing practices. Subjects were between 25-45 years of age; their educational levels
ranged from intermediate to post - graduate, and were upper middle class. WM and
NWM differed significantly on two of the twenty three areas assessed by the PARI.
WM were more inclined toward material conflict and showed more approval of
comradeship and sharing with their children than NWM.
Seth (M) and Saksena (N K) (1978): “Attitudes of literate and illiterate mothers
toward child rearing”. Administered the Hindi adaptation of E S Schaefer and R Q
Bell's Parental Attitude Research Instrument (PARI) to a hundred literate and a
hundred illiterate mothers. The two groups were significantly different in twelve
areas. Literate mothers were found to encourage verbalization in their children,
believed more in seclusion of the mother, experienced more marital conflict, were
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stricter, suppressed their aggression rejected their home making role, were more
inconsiderate toward their husband and believed in the ascendancy of the mother.
Illiterate mother fostered dependency in their children, believed in approving the
activities of their children, suppressed sexuality, and favored the dependency of the
mother.
Tandon (T) (1981): “Process of transmission of values in the Indian child”. Presents
the crucial role of various agencies of socialization in the Indian contexts which lead
to the formation of socio cultural values and life styles. The author has elucidated the
contributions of the family, family sub - cultures (i.e., the community and society
which surrounds the family), social class family relationships and family rituals and
customs in the transmission of values. The role of religion, education, peer group and
mass media has also been described. In conclusion, the author states that these are
universal structures of the social environment, which are basic to the inculcation of
value among individual in any given society.
2.2.8 Relation between Child Rearing Practices and Selected Personality
Variables
Agarwal (G) and Saksena (N K) (1977): “Emotional development of the child and
role of the parents”. Reviews the literature concerning the impact parents on the
emotional development of their children. Studies of the effects of parental child
rearing practices, child rearing attitudes, and personality have been discussed. The
author has concluded that the emotional development of the child is significantly
affected by each of these three factors, and It is suggested that training program and
guidance clinics be created to help parents avoid victimizing the children.
Sharma (P), Saraswathi (TS) and Gir (S) (1981): “Role of parents and teachers in
promoting social competence in children”. A group of fifty children (12-15 years old
) was administered a battery of tests that induced the Gough Adjective Check list,
Rotter's Internal External Locus of Control Scale, and a projective test. Subjects were
selected on the basis of their teacher rating on their above average academic
performance, participation in extras curricular activities, and social popularity. Result
showed that warm, affectionate perception of the environment and a sense of
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confidence and personal worth in these subjects. Firm, consistent discipline at home
and school seemed to be responsible for promoting mature behavior patterns in these
subjects. The authors concluded that in addition to mastering academic skills,
development of social skills and emotional stability, are essential for the development
of a stable sense of competence.
2.2.9 Need Achievement
Ojha (H) and Jha (P K ) (1979) : “A study of achievement motivation as a function
of social class, family system and family occupation”. Studied the extent to which
social class, family system, and family occupation determine achievement motivation.
120 intermediate students were administered D C McClelland's (1953) Need
Achievement Test. The results indicated that middle class socio-economic status,
nuclear family system and entrepreneurial occupations were associated with high
achievement motivation. While upper and lower socio-economic status, joint family
style and bureaucratic occupations were associated with low achievement motivation
.The interaction effect of social class and family system was significant, but other
interactions were not.
Pareek(U) and Banerjee (D) (1976) : “Achievement motive and competitive
behavior”. Studied the relationship between the need for achievement motive (N- ach)
and competition with others. The Maximizing difference Game (MDG) was used to
examine the competitive behavior of 448 fourth, sixth, and eight grade children from
Delhi and from Hindu, Bohra , and tribal communities of Udaipur. Competition and
N-ach were found to have a significant positive relationship for subjects belonging to
the Bohra community; none of remaining thirty –nine correlations reached
significance. It has been suggested that the one significant finding was due the Bohra
being a Business community in which N-ach is high.
Kakar (S) (1978): “The inner world: A psycho-analytic study of child, and society in
India”. Presents a psychoanalytic study of Indian society, with emphasis on infancy
and childhood .The Hindu world image is depicted, with its emphasis on Moksha, a
transcendent fusion of the individual with the Universe, and on Dharma, moral law. In
an extended family organization, a care-free and prolonged infancy characterized by
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material indulgence for the first five years of life is followed by an abrupt separation,
when boys are transferred to the authority of the men of the family, with even stricter
requirements for correct behavior.
Chatterjee (B B) (1977): “Pattern of school achievement in primary grades”.
Attempted to elucidate the nature and extent of the relationship between school and
home (as independent variables) and school achievement and cognitive development
(dependent variables) of children (5.5 - 11 years of age) in first, second and fifth
grades. Subjects were 301 children from fifteen urban schools and 302 children from
sixteen rural schools, who were administered several instruments assessing
demographic data and psychological development. The results showed that first and
second grade children did not differ significantly on variables of rural urban, male -
female, poor good schools or high - low socio-economic background. But, fifth grade
urban boys from the high socio-economic group and good school had better scores on
all psychological and academic variables. It has been concluded that socio - economic
status determined the difference, even if subjects started with equal generic
equipment.
Kundu (R) and Maiti (B) (1985): “Isolated children: A psychological study”. The
purpose of this investigation was to ascertain various factors social and psychological
that contributes towards the development of isolation in school children. The study
was conducted with 300 school children (in the age group (7.5 - 12.5 years) from
eighteen Bengali medium schools in the urban areas of Calcutta. The result of the
study clearly indicated that isolated children differed significantly from popular
(having a high degree of social acceptance) children in several psychological factors
determining personality development and also in some important social factors
determining their cultural and environmental back ground.
Pramanik (KB) and Sen- Mazumdar (DP) (1977): “Assessment of developmental
lag and utilization of cognitive ability in emotionally disturbed (ED) children”. Thirty
emotionally disturbed (ED) male children from residential school and thirty normal
(N) male children were administered the Kahn Test of Symbol Arrangement (KTSA).
Emotionally disturbed children showed more marked and significantly lowered
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utilization of IQ than normal children even though their measured mean IQ was about
the same. It has been suggested that the emotional disturbance of children interfered
with the utilization of IQ potential (i.e. in the exercise of cognitive abilities) which
resulted in poor adjustment. Symbolic hostility in the performance of emotionally
disturbed children was more pronounced than in normal children.
Seth (M) and Bhatnagar (U) (1979): “Personality factors in relation to the
adjustment of children of working and non-working mothers”. Studies a group of a
hundred adolescent children of working mothers and another group of hundred
children whose mothers did not work, fifty boys and fifty girls in each group, to
explore extraversion and introversion in areas of the subjects’ adjustment. The male
children of working mothers were more extracted than the female children; boys of
non-working mothers were more introverted. The female children of non-working
mothers were more extraverted than the female children of working mothers; the boys
of non-working mothers were more introverted than the boys of working mothers.
Significant difference were also found between boys and girls of working, and non
working mothers in social, education, emotional, and home area of adjustment.
Employment of the mother significantly affected the relationship between
extraversion and adjustment of both sexes; non-employment of the mother
significantly affected the relations between extraversion and adjustment of boys and
between introversion and adjustment of girls.
2.2.10 Adolescence
Parvathi (S), Ramarao (P) and Swaminathan (VD) (1985): “Need for approval and
its relation to locus of control among adolescents of dual career and single career
families”. Seventy adolescent boys and seventy adolescent girls of employed and
unemployed mothers were studied. Both ANOVA and t-Test revealed that Boys and
Girls did not differ in their need for approval motive. Mother’s employment and need
for approval exerted a significant effect on locus of control- the adolescent boys of
working mothers being more external than other subjects in the sample studied.
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2.2.11 Social Perception and Cognition
Singh (R N) (1981): “Parental image of delinquents” Devised a psychological model
that portrays the process of social frame of reference. Within this framework, the
author studied a group of ten (13-16 years old) delinquents and ten normal
adolescents. Subjects were administered the Family Attitude Test and asked to
complete a picture story task. As expected, the control group revealed a positive
parental picture, whereas the delinquent group harboured a negative parental picture.
'Wanderer' delinquents came from families in which, both the father and mother
rejected the child and their conjugal relationship was discordant.
2.2.12 Personality
Bhargava (M) and Aurora (S) (1981): “Personality traits as a function of prolonged
deprivation”. A group of 160 rural male adolescents (16-18 years) was administered
the Prolonged Deprivation Scale and a Hindi version of the 16 PF (Form E). It was
concluded that severely deprived subjects were more reserved, emotionally unstable
serious, shy, depressive, conservative, frustrated, and less integrated than their less
deprived counterparts.
Murlidharan (R) (1983): “Developmental norms of Indian children 2.5 to 5 years”.
Studied the personal-social development of young children (between 2.5 to 5 years of
age). The report discussed several personal-social skills which children develop in the
course of their development-eating, sleeping, elimination, dressing, personal hygiene,
communication, play activities and developmental detachment. The report highlighted
the developmental patterns of behavior in these aspects and the regional and urban-
rural industrial difference in the development of social skills. Information on
personal-social skills was obtained with the help of interviews with mothers and
teachers (in the case of school going children) and through direct observation.
Pandey (R P) (1981): “Academic achievement as a function of neuroticism and
extraversion”. A Hindi version of the Maudsley Personaltiy Inventory was
administered to 400 (13-15 years of age) high and low achievers from industrial and
rural schools. 27 per cent of the subjects selected on the basis of their personality test
scores, were compared on Neuroticism and Extraversion dimensions. The results
showed that emotional stability was significantly related to higher academic
achievement in industrial areas. Extraversion and introversion were not found to be
significantly related to academic achievement.
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Sharma (P) Saraswathi (T S) and Gir (S) (1980): “Development of social
competence: School's obligation to children and adolescents”. A group of sixty
children, thirty boys and thirty girls labeled highly competent (forty from schools in
Baroda and twenty from a gifted children's institute in Pune) between 12-15 years of
age, constituted the sample of the study which attempted to understand the
development of competence in school children. The results indicated that (a)
competent children have a positive self-concept, belief in their abilities, and an
inclination to conform to the conventional images of sex-typed ideal; (b) competent
children mostly emerge as internal in their locus of control; (c) they are characterized
by an effective coping strategy in dealing with the challenging situations in their
immediate environment; (d) in the development of social competence, a favorable
home environment, outstanding teachers, relatively free student-teacher interaction
patterns and the availability of facilities for extracurricular activities in school, and the
peer group play a crucial role.
Sidana (U R) and Saluja (S K) (1978): “Effect of academic achievement history,
immediate performance and magnitude of reinforcement on child's self-confidence”.
A study was conducted to determine how the self-confidence of girls is influenced by
their academic achievement history, immediate performance, and the magnitude of
reinforcement they receive. Eighty-four girls studying in grade on from middle socio-
economic background were divided into two groups (high vs low achievers) and
further divided into three sub-groups (i.e., large reward, small reward and no reward
groups) for immediate performance on some arithmetic problems. The results
indicated that low achievers were not able to discriminate wrong responses from right
ones, while high achievers discriminated right from wrong responses. Although
reinforcement worked in the same way for both high and low academic achievers, it
was more effective when the subject's immediate performance was successful.
Literate & Working mother has lot of advantages than non-working mother in development of
Child (Personality, Intelligence and cognitiveness) found out from literature review [T S
Saraswathi & Ranjana Dutta (1987)].To obtain these two attributes of mother, towards the
Child development, WW needs lot of Supports, what are those?
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Section-III
Contemporary Issues in Development of Child
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2.3.0 Introduction:
This research is an effort to find out solution on Competitive (Intellectual) Human
Resource (Cognitive Workforce) or Human Capital in 21st century in Indian
Organizations. It could be best possible from DCC. They are Literate Parent (DCC-
Dual Career Couple), who can raise their child in best possible manner /pattern with
full zest, while serving Indian organizations. Although, best, it may occur at Home.
Very important link in this process is “Mother”. Who happens to be working?
Incidentally, WW (Working Mother-Working Women) is very much overloaded with
multiple Roles/Tasks given by Nature (and Society). WW remains always
ambiguous. That’s how; the concept of WLB (Work-Life Balance) comes in picture
and takes the precedence. Onus of birth of Child / Rearing is under her portfolio.
Others, including her Husband can Support her [WW (DCC)], in best possible
manner. By and large RAC (Raising of Child) also falls under the portfolio of Mother,
at least for initial 03 Years. In this bargain, WW gets affected on her Career front
(PCWW-Progression Career of WW). WW undergoes through enormous Stress
(ORS-Organizational Role stress), in this whole process. This is a one of main
concern of WW (DCC), how it can be sorted out? We proceed further, with the
presumption, that “Child is our National Property”.
WW (DCC)! How, WW could be looked after /supported, to gift a competitive
(cognitive) CHILD (with No “Family Support”) to the Nation, that’s what the main
focus of this research. Indeed, this shall be great help to a DCC, even if, WW (DCC)
could be Supported in all best possible manner. Further, this research is to find out,
“Best Possible Measures to Support a WW (DCC)”. Broadly, this study is integration
of 06 Subjects /constituents, as under mentioned -
1. WW -DCC(Cognitive Workforce)
2. Human Capital-[Cognitive Child- Competitive /Intellectual]
3. RAC-(Personal Satisfaction+ Cognitive Child)
4. PCWW-(Professional Satisfaction)-(Job Satisfaction & Stress-ORS)
5. WLB
6. SUPPORT
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2.3.1 WW (DCC) (Cognitive Workforce)
Lakshmi K. Santhana(2015) has very explicitly brought out in her research that
“Approximately 37% of the female nurses of private hospitals in Chennai
district, Tamilnadu are found to have higher professional satisfaction indicating for
moderate professional satisfaction among nurses”.
Nursing is one field/Sector, which is dominated by Female Gender and since ages, in
whole World. But, 100% Nurses do not attain Professional Satisfaction. As such,
their Job Description had been as; they are in a Non-Transferable job. Task is to be
performed in a known working Environment (set up) at one place, no change of
climate, with same set of personnel and Bosses (I/O) in a one of Cosmopolitan
/Metropolitan City of India (Chennai)(in relation to this Research). Even their
Professional job (Nursing) is very much supportive in activity of raising a child
(RAC) under Home Organization.
2.3.1.1 Defense-WW (DCC)
Inferences have been drawn from above referred research that probably, it shall be
more stressful / challenging for Nurses as a WW (DCC), while, serving Indian
Defense Services (IDS) (Army/IAF/IN).They have been transferred as and when, as
per service demands, any place, all over India without much notice and without much
consideration. Otherwise also, as a routine matter, there is a regular transfer, after
every, 02 to 03 years. They have to cope up with change of place, climate, working
environment, personnel, Bosses, Transfer of Job of Husband etc. They have to have
very strong coping Strategies to survive in such Organization along with NF, DCC.
Even this situation becomes much more challenging for Defense Women Officers as a
DCC. They are much more responsible / superior (depending on position in
hierarchy), and so, in duty and responsibility, without any additional facility provided
in relation to raising a Child. As per roaster, every alternative day, there could be 24
Hrs Duty as a Nurse/Doctor. There are many out station duties as; Temporary Duties
of various Courses (Training) create more uncertainty in daily schedule. These
outstation duties relocate at different place for longer time (months).At times,
Husband and wife (simultaneously), both could be on outstation duty/on official
commitment. Then, how to look after a lap baby or breastfeed child without “No
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Support” of either of Family? These working environments generate enormous stress
for WW (DCC).
Office Job is towards more on operational aspects (Objective/ Professional) along
with Hard Core Subjective. Those cannot be delayed any more.100% operation ability
is must. Individual is a answerable / responsible of her duty /office. There are multiple
roles, to be played by each officer irrespective of male or female. Because of
compulsory stay in the campus, one is amount to be on job/office, virtually 24X7.
There are compulsory health run, PT and games in evening to keep individual fit.
There is a compulsory participation (attendance) in Mess Parties in evenings and other
Functions / Celebrations of Unit/Squadron/Wing. Everything is compulsory in
defense services. Otherwise, it may invite court-martial punishment on disobeying
any given Instruction. These all add to stress not only to WW (DCC), but to whole
Family.
Similar or more severe requirements/conditions may exist in many other Indian
Central Govt. Jobs (IAS/IPS/IFS), undertaking Organizations (as ONGC) or Private
Organizations.
This chapter is an endeavor to provide an overview of various aspects of this study
through the review of existing literature. The sources referred include various
Journals, Books, Doctoral Theses, Working Papers, Reports, Magazines related
to Human Capital/Working Women (WW), Internet Sites, Newspapers etc.
Present Study does not concentrate/ focus on one particular WW (DCC) profession,
such as, Nursing Staff. Instead, WW (DCC) has been focused, as a whole, on working
mother, in relation to RAC (Personal Satisfaction) and PCWW (Professional
Satisfaction) as components of WLB, specific to produce cognitive (competitive)
child (competent workforce). However, inferences/ findings / outcomes found out
through different researches on various professions of WW have been of great use, to
find out solution and arrive on conclusion.
The said research [Lakshmi K. Santhana(2015)] has also accounted as one of the
attribute or “one of the key findings was 28.5% of the respondents had children
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with disability”. This research does not take focus on the disability (condition) of
children. Because, with that attribute, present research, might become more complex.
Otherwise, it is very valid and natural aspect in relation to WW (DCC) and must be
accounted for in relation to WW (DCC).
2.3.2 Human Capital: Cognitive Child: Importance of RAC:
Relationship of Educated Parents & Production of children’s skills: Importance of
College Degree, Marriage, HPJ and DCC:
Background Theory:
Cooperative joint project of raising economically successful children:
Shelly Lundberg, ET al. (2016) suggests that, for college graduates, marriage has
become a commitment device that supports intensive joint investments in children.
Marriage, because it is more costly to exit than cohabitation, can act as a commitment
device for the cooperative joint project of raising economically successful children
(Lundberg and Pollak 2014, 2015). Increased returns to human capital and, hence, to
intense child investments, may have kept marital surplus high for college graduates,
who are more likely to make these investments. Because long-term commitment
facilitates this joint investment, college graduates marry late and delay having
children.
2.3.2.1 Intensive Investments in children, signaled by higher Child Care Time:
Shelly Lundberg, et al. (2016) emphasized that intensive investments in children,
signaled by higher childcare time and by growing expenditures on children, are
concentrated among college graduates. As with marital and childbearing patterns, in
terms of investment patterns, Americans with some college look more similar to high
school graduates than to four-year college graduates. Mothers with some college
degree who have children under age 13 spend 30 minutes less per day in primary
childcare than mothers with college degrees, and there is no difference in primary
childcare time between the some college and high school groups (based on
calculations from the American Time Use Survey, 2003–2014). High- and low-
educated parents may also make different types of investments in their children.
Ethnographic evidence indicates that the parental aspirations and goals of poor and
working class parents tend to be focused on safety and survival, rather than
achievement (Lareau 2003; Edin and Kefalas 2005). Because the ethnographic
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literature has focused on poor and working class families, the extent to which these
parental aspirations extend to the some college group is an open question. Indian
Parents are still evolving from this perception (poor and working class families).
That’s why this research has been focused on HPJ, DCC. In near future, they are
likely to land up/ face Single Parent Problems in relation to raising a child (RAC).
2.3.2.2 Parental academic skills will increase the productivity of their time with
children:
Shelly Lundberg, et al. (2016) brought out that, why might the incentives to invest in
children has diverged across education groups? Rising returns to human capital
have been a hallmark of the recent increases in income inequality, but an upward
shift in the returns to human capital should increase investment by all parents. Indeed,
parents in all education groups have increased time with children. Parents differ,
however, in their resources and their capabilities. Parental academic skills will
increase the productivity of their time with children. College graduate parents also
appear to possess better information about how children learn and to engage with
them in more developmentally appropriate ways (Kalil, Ryan, and Corey 2012).
While the effect of parental productivity on time allocated to child investments is
theoretically indeterminate, abundant empirical evidence indicates that childcare time
increases with education (in this journal, see Guryan, Hurst, and Kearney 2008).
These advantages will be reinforced by dynamic complementarities in the production
of children’s skills (Heckman 2000; Todd and Wolpin 2007; Aizer and Cunha 2012).
If “skill begets skill,” then later parental investments and formal schooling will be
more productive for children who have early cognitive and health advantages. This
implies that the expected returns to child investments by parents with limited
resources and uncertain futures may be lower than for more educated parents with
greater and more secure investment capabilities.
2.3.2.3 Transmission of resources and capabilities across generations:
Shelly Lundberg, et al. (2016) emphasized that, the relative instability of marriage and
the prevalence of non-marital childbearing among those with less education compared
with college graduates have implications for the well-being of men and women and
for the transmission of resources and capabilities across generations. Because the
diverging patterns of partnering and parenting across education groups reflect changes
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in the incentives to invest in children and in relationship-specific capital, it would be
inappropriate to treat these outcomes as though they were the effects of family
change itself rather than of the underlying economic and social forces that have
transformed American families.
2.3.2.4 Time and Money of two highly educated parents:
Shelly Lundberg, et al. (2016) brought out that, The children of women without
college degrees are substantially more likely than the children of college graduates to
be born to an unpartnered or cohabiting mother, to experience a change (or multiple
changes) in the presence of a father or father figure in the household, and to grow up
in a complex family with step- and half-siblings. The net result will be a childhood
with, on average, greater instability and more limited father involvement than the
children of college graduates. These trends have contributed to what McLanahan
(2004) calls the “diverging destinies” of children in advantaged and less-advantaged
families, with those at the top benefiting from access to the time and money of two
highly educated parents while many at the bottom do not.
2.3.2.5 Importance of Marriage: Poverty rates are substantially higher for
unmarried women with children at all levels of education:
Shelly Lundberg, et al. (2016) emphasized that increased family instability has
increased the burden of childrearing for women without college degrees relative to
women with college degrees. Poverty rates for women with high school diplomas
and those with some college are much higher than the poverty rates of college
graduates, and some of this difference is due to the greater likelihood that less-
educated women are unpartnered and rearing children. Unsurprisingly, poverty rates
are substantially higher for unmarried women with children at all levels of education
than for married women with children. The vast majority of children living with one
parent (87 percent) reside with the mother (Payne 2013). This means that children of
less-educated parents are more likely to grow up without both biological parents in
the household and to experience instability in family structure. Increasing inequality
in the stability of family arrangements has paralleled rising inequality in wages and
earnings, and has contributed to inequality in household income.
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2.3.2.6 To guard against /exacerbate future inequality of Human Capital in
Indian organizations:
Shelly Lundberg, et al. (2016) proposes a new explanation, one that attributes the
socioeconomic gradient in the timing of marriage and childbearing to diverging
incentives to make intensive investments in children. If there are dynamic
complementarities between early and later investments in children, high-resource
men and women may respond to rising returns to human capital by using
marriage as a commitment device that supports childrearing as a joint investment
project. The uncertain economic prospects of the less-educated may discourage
them from doing so. There is considerable evidence, however, that the divergence in
child investments between high- and low-resource families is likely to exacerbate
future inequality.
2.3.3.1 RAC-(Personal Satisfaction): Joys and Strains of raising children:
This research addresses gaps in the literature on raising a child, focusing specifically
on the factors associated with the problems of WW (DCC) to grow a Child, after
birth, till 03 Years of Age, in case of Gen Y, NF and DCC. Raising of Child is
nothing but encashment on emotional (feelings) of Mother.
2.3.3.2Assessing mothers’ emotions in a broad set of parenting activities:
Partnered Mothers (Employed), Single Mothers (Employed) & Single Mothers
(Unemployed)
Ann Meier et al. (2016) emphasized that research is pertaining to Working Women
(WW). But, it concentrates on Single Mother. It is on raising a Child (RAC) aged
below 18 Years. Research studies and popular accounts of parenting have documented
the joys and strains of raising children. Much of the literature comparing parents
with those without children indicates a happiness advantage for those with children,
although recent studies have unpacked this general advantage to reveal differences by
the dimension of well-being considered and important features in parents’ lives and
parenting experiences. Researcher has used unique data from the 2010, 2012, and
2013 American Time Use Survey to understand emotions in mothering experiences
and how these varied by key demographic factors: employment and partnership
status. Assessing mothers’ emotions in a broad set of parenting activities while
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controlling for a rich set of person-and activity-level factors, they find that mothering
experiences are generally associated with high levels of emotional well-being,
although single parenthood is associated with differences in the emotional valence.
Single mothers report less happiness and more sadness, stress, and fatigue in
parenting than partnered mothers, and these reports are concentrated among those
single mothers who are not employed. Employed single mothers are happier and
less sad and stressed when parenting than single mothers who are not employed.
Contrary to common assumptions about maternal employment, Researchers find
overall few negative associations between employment and mothers’ feelings
regarding time with children, with the exception that employed mothers report more
fatigue in parenting than those who are not employed. That is mostly (the key) to
produce the Cognitive Child.
2.3.3.3 Financial Security:
Ann Meier et al. (2016) found that when viewed from the perspective of what
employment brings to mothers and mothering instead of what it takes, the relatively
positive findings with regard to employed mothers’ feelings in parenting are not
surprising. Maternal employment provides financial security, particularly crucial in
single-mother families.
2.3.3.4 Parenting is a meaningful activity overall:
Researcher found no significant variation in meaning in time with children across
mothers’ employment and partnership status; all mothers reported high levels of
meaning regardless of these factors. Given the measurement literature on affect (Stone
and Mackie 2013) and the substantive literature on parenting as a source of purpose
(Edin and Kefalas 2005), their finding that parenting is a meaningful activity
overall, regardless of employment and partnership status, is a key contribution to the
literature on parenting and emotional well-being .Utilizing multiple dimensions of
feelings in everyday parenting, measured in a way that captures a wide range of
parenting activities, they found overall high levels of positive emotion and low levels
of negative emotion in parenting.
2.3.3.5 Potential benefits of maternal employment to children:
Further, Researchers found very few negative associations between employment and
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mothers’ feeling in time with children. These findings add emotional well-being in
parenting to the growing list of potential benefits of maternal employment to
children, parents, and families. These positive associations are especially important
to recognize and document in the context of increasing rates of female-breadwinner
families and persistently high levels of single motherhood.
2.3.3.6 Key Domain of Competence:
Ann Meier et al. (2016) emphasized that as a counterpoint to the potential strains of
single motherhood, rich ethnographic accounts of the economically disadvantaged
describe the central role of children in providing single parents with a sense of
purpose, meaning, and satisfaction (Edin and Kefalas 2005;Edin and Nelson
2013;Villalobos 2014). By these accounts, motherhood offers an unmatched source of
love, intimacy, and emotional security as well as a key domain of competence. This
research is focused on this attribute on raising a child.
2.3.3.7 Guilt for not spending enough time with children: Indra Nooi
nn Meier et al. (2016) brought out that compared with a number of studies examining
links between maternal work and child well-being; few studies have taken mothers’
own emotional well-being as the object of study. Those that did focused on global or
overall affect, not affect in parenting. Aassve and colleagues (2012) found reduced
happiness among employed mothers across Europe, and Bertrand (2013) reported
lower mean affect among employed college-educated mothers relative to their non-
employed counterparts. A few studies have provided insights into parents’ feelings
about balancing work and parenting, pointing to a “never enough” feeling and guilt
for not spending enough time with children (Daly 2001), even controlling for how
much time they actually spend with them (Milkie et al. 2004). Looking at descriptive
evidence, results from recent Pew Research Center surveys (Parker and Wang 2013)
indicate that 56% of employed mothers report that it is “very” or “somewhat” difficult
to balance work and family. Additionally, 37% of mothers reported “always” feeling
rushed, which was more common among employed mothers than those who did not
work outside the home. Employed mothers were more likely than the non-
employed to say that they are doing an “excellent” or “very good” job at
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parenting (78% vs. 66%), but they were less likely to say they are “very happy”
(31% vs. 45%) (Parker and Wang 2013).
2.3.3.8 Relationship of WLB with Young Children: RAC:
Lakshmi K. Santhana (2015) has findings in her literature review that Higgins et
al. (1994) and Frye and Breaugh (2004) also studied work-family conflict in
relation to parental demands. Higgins et al. (1994) along with the finding that
women experience greater work to family interference than men, also found that
interference was highest when the children were young, and lowest in Families
with older children. Further, women reported significantly higher levels of
family interference with work than men in early years, but interference levels
were comparable to men’s in the third life cycle stage (i.e. children 10 to 18 years).
2.3.3.9 Relationship of WLB with Child Care: RAC:
Lakshmi K. Santhana(2015) has findings in her literature review that Frye and
Breaugh (2004) found that having child care responsibility was predictive of
family- work conflict and showed a positive relation to such conflict. From the
studies reported above, it can be concluded that higher the parental demands
higher is the work-family conflict and higher the spouse support, lower is the
work-family conflict.
2.3.4 PCWW:
Lakshmi K. Santhana(2015) has findings in her literature review that Devi and
Kiran (2014) explained that work life balance is the term used to describe
practices in achieving a balance between the stress of employees’ family and
work life. The demands and pressures of work make difficult to stretch time for
balancing work life activities. Women taking up work life balance challenges
have an impact on women's advancement. The position and status of women in
any society is an indicator of the socio economic and cultural achievement of that
society.
2.3.4.1 PCWW: WW (DCC) (Cognitive Workforce): Focus on the career
development and engagement of marginalized populations (WW)
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2.3.4.2 Four domains: Career as privilege, reasons for engaging in work, supports,
and barriers:
Madeline & Jamie (2016) found that the career experiences of women facing
major financial barriers are unique and varied. To better understand and assist
such women, the Madeline & Jamie (2016) interviewed 10 women twice to explore
their lived career experiences, using photographs in one interview as stimuli to
increase participants’ voice and triangulate data. Participants’ responses were
grouped into 20 themes across 4 domains: career as privilege, reasons for
engaging in work, supports, and barriers. Women with major financial barriers
appear to understand career as a privilege, while experiencing significant
obstacles to successfully obtaining work. Participants expressed resiliency and self-
motivation to transcend and mitigate these obstacles.
2.3.4.3 Three reasons to engage in work & Three Basic Supports:
Madeline & Jamie (2016) found that Participants’ responses indicated that they, as
women with financial barriers, felt they will not have the opportunity to attain a career
and the privilege it offers, despite the strong desire have a career. Participants
expressed three reasons to engage in work: survival, social connection, and to
support children and family. Support children and family. Participants cited that
their role as head of the household and model for their children was a primary reason
to engage in and successfully maintain work. Participants identified three supports
that have assisted their engagement in work or helped them maintain work: a
supportive and flexible work environment, systemic support, and mentorship. A
supportive work environment is one that understands participants’ roles as
mothers, caregivers, and breadwinners.
2.3.4.4 Participants’ Life Space Needs: Employees’ Well-Being:
Madeline & Jamie (2016) found that Workplaces in which participants’ life space
needs are supported and recognized were helpful in keeping participants engaged in
work successfully. Employer understanding of participants’ roles outside of the
workplace is an important characteristic of supportive and flexible work
environments. The employer’s concern with employees’ well-being appears to be a
key consideration when participants engage successfully in work. Systematic Support
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by family, friends, partners, and other significant others help, is must to maintain
work. Mentorship provided guidance and career resources, while allowing
participants autonomy and freedom to make their own employment decisions.
2.3.4.5 Eleven Barriers to WW on successful engagement in work:
Madeline & Jamie (2016) found that, 11 barriers to their successful engagement in
work: education level, pregnancy, lack of affordable and quality child care, access to
transportation, work–life balance, systemic neglect, mental health concerns, ageism,
sexism, negative work experiences, and uncertainty. Despite the many barriers these
women encounter, they appear motivated and determined to engage in successful
work. These women desire financially supportive, flexible, and stable work
environments.
2.3.4.6 Career Engagement and Mental Health:
Madeline & Jamie (2016), Dearing et al. (2004) found that unemployment status and
lack of income are closely related to increase depressive symptoms in women.
Undereducated and/or unemployed individuals experience the highest levels of mental
health disorders (Dearing et al., 2004). It is clear that the negative relationship
between career engagement and mental health must be addressed (WHO, 2007). As
career satisfaction and status affect mental health, mental health affects career
development and choice. Likewise, trauma and other mental health concerns can
directly influence the career development process (Strauser et al., 2006).
2.3.4.7 Career Engagement affects Psychological well-being:
Blustein (2006, 2008) emphasized how career engagement affects psychological
well-being in three specific domains: survival, relatedness, and self-
determination. Employment is needed for survival, and without fruitful work, an
individual will experience economic and psychological hardship; this need for
financial and physiological survival can be met through work (Blustein, 2006,
2008). Relatedness to others is an important part of an individual’s overall well-being,
and working increases an individual’s levels of relatedness to others. Relatedness can
be defined as one’s ability to engage with other individuals in a meaningful way
(Blustein, 2006, 2008). Self-determination is related to individual level of autonomy
and control over one’s own work (Blustein, 2006, 2008). Successful engagement in
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work fosters self-determination, increasing levels of psychological health and well-
being (Blustein, 2006, 2008).
2.3.4.8 PCWW: (Professional Satisfaction): (Job Satisfaction & Stress-ORS):
Lakshmi K. Santhana(2015) has findings in her research “Work Life Balance of
Female Nurses in Private Tertiary Hospitals with Reference from Chennai District”
that-Attitude towards different Contextual Variables impact nursing staff [WW
(DCC)].
2.3.4.9 Determinants of Professional and Personal Satisfaction:
Following under mentioned factors are expected/ Outcome by the Nursing
Respondents [WW (DCC)]. Considering the youthful work forces that are living
in Nuclear Families, these welfare activities are likely to improve satisfaction.
Lactation Room,
Food Court and
Crèche
Factors that needed to be taken care by hospital administration wereidentified and
deliberated [Lakshmi K. Santhana(2015)]. Nineteen variables that impact work life
balance were studied and they were grouped under 4 factors such as-
Flexible Time Arrangement(FTA) and Socialization,
Women Supportive Measures,(WSM)
Provision of perks relating to food, Insurance, Pension plan and
Financial Services.
Out of nine variables two factors were identified as Professional Stress affecting
Family and Work spillovers and not in control of work life. Empowering nursing
staff [WW (DCC)] is likely to improve patient care as well as satisfaction of
nursing and this suggestion is based on studies by Sarmiento, T.P., Laschinger,
H.K.S.,& Iwasiw. C, 2004.
Work Environment and an Organizational Supports that impact on attitude towards
WLB among the nurses [WW (DCC)].
Flexible Time Arrangements (FTA) & Socialization and Women Supportive
Measures had a higher impact on Work Life Balance (WLB) may be addressed
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immediately and it concurred with Gold et al (1992). These finding are also in tune
with the studies conducted across five countries by Shader et al.,(2001) and
Aiken et al.,(2001).
The task environment for nursing staff appeared to be satisfactory contrary to
popular perception. However, workings on weekends, assigned with additional
responsibilities are not welcomed.
Design of Task Environment is likely to help work life balance as it is likely to
ensure lesser disharmony at home. Studies conducted in different hospitals concur
with the present findings (Buchan), 1999; Fitzpatrick, While, & Roberts, (1999);
Shields, M. A., & Ward, M. (2001).
While different Biological Threats are perceived to be often faced by nurses, HIV
is perceived to be more dangerous than others.
These factors are not a main concern / focus / concentrated in present research.
Otherwise, these factors are very much part /inherent part of daily office life (Job
Organization) of any WW (DCC), in most of organizations in India. Present
Research’s scope is much more beyond those Factors. Antecedents Researches makes
aware and expose about the needs of WW (DCC) in relation to WLB.
2.3.5 WLB-Definitions-Meaning-Themes:
Lakshmi K. Santhana(2015) has findings in her literature review that Bardoel et al.
(2008) identified the major themes and research methods that have dominated
work life research in Australia and New Zealand between the period 2004-07.
2.3.5.1 History / Evolution of WLB: (100 Years old): WW Reforms
Ethical Philosophy of Work– Life Balance:
Phipps & Prieto (2014) emphasized that ‘‘Work–life balance’’ (WLB) is a relatively
modern expression. However, there is no novelty in the core concept, as resistance to
excessive incompatibility between work roles and personal roles has a history that
predates contemporary struggles for a decline in unnecessary work–life conflict.
Researcher has focused on to resolve of key individuals, especially women, including
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labor leaders and activists, who contributed to labor reform and served as early
proponents for WLB.
2.3.5.2 Management of paid work alongside other parts of Life (Family):
Phipps & Prieto (2014) brought out that the term ‘‘work–life balance’’ (WLB) is quite
new. In fact, Lockwood (2003) asserts that in the United States, WLB was coined in
1986, although its usage in everyday language was sporadic for a number of years.
Issues relating to WLB are also increasingly receiving a great deal of attention. In an
attempt to create, maintain, and/or improve balance, organizations may introduce
initiatives such as flexible work schedules, compressed work weeks, job sharing,
telecommuting, child and dependent care options (including subsidies and time), leave
options (including maternity and paternity leaves), and stress management workshops
(Auster et al. 2005; De Cieri et al. 2005; Hill et al. 2001; Marchese et al. 2002; Tausig
and Fenwick 2001). However, evidence of the pursuit of work–life balance precedes
our era. Lewis et al. (2007) state that dilemmas relating to the management of paid
work alongside other parts of life, especially family, have been the focus of research
for several decades.
2.3.5.3 Marriage, Children, and Careers: Responsibility for the nurturing of
children: Vicious alternative—marriage or career:
Phipps & Prieto (2014) brought out that there is also record of the acknowledgement
of the need for some equilibrium between job demands and personal life since the
1800s and early 1900s. Ethel Puffer Howes (1872–1950) was one of the first women
who, having completed graduate (PhD) work at Harvard, was conferred a Radcliffe
College PhD, but WW lived in an era where academic hiring practices viewed
married women as inappropriate candidates for teaching positions and thus her
marriage brought her career in psychology to a halt (Prieto 2012; Scarborough and
Furumoto 1987). Howes (1922) articulated that the basic inhibition still operating to
suppress the powers of women is the persistent vicious alternative—marriage or
career—full personal life versus the way of achievement. Researcher argued that
women were both inevitably ‘‘impelled to, and interdicted from,’’ marriage, children,
and careers (Howes 1922). As long as the culture defined careers as all-consuming,
and as long as women were assigned all the responsibility for the nurturing of
children, there could be no solution to the dilemma (Scarborough and Furumoto
1987).
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2.3.5.4 To effectively manages their work and non-work realities: To Preserve
Stability and Equilibrium:
Phipps & Prieto (2014) emphasized that at critical transition points in work and
family role systems, patterns of task accomplishment in one sphere affect those in the
other (Rapoport and Rapoport 1965). Therefore, an effort needs to be made to
minimize conflicts between both spheres and to preserve stability and equilibrium
between them. This equilibrium is termed WLB.
2.3.5.4.1 Coordinate Synchronize, and Integrate work and non-work aspects of
their lives:
Phipps & Prieto (2014) emphasized that WLB can be defined as the maintenance of a
balance between responsibilities at work and at home (De Cieri et al. 2005).
Employment requires attention and presence, and workers necessarily adopt practices
by which they coordinate, synchronize, and integrate work and non-work aspects of
their lives (Felstead et al. 2002). WLB practices, therefore, may be defined as those
that enhance the flexibility and autonomy of workers in this process so they may
negotiate attention and presence in employment (Felstead et al. 2002). To maintain
this balance, numerous organizational strategies (e.g., flextime, counseling, etc.) have
been developed. WLB strategies, therefore, can include any policies, practices, or
programs that are designed to increase workers’ freedom and ability to effectively
manage their work and non-work realities.
2.3.5.5 WLB: Women reported more work interference in family than men:
Lakshmi K. Santhana(2015) has findings in her literature review that a number of
individual variables, viz. gender, age, marital status, family size, number of
members in family, disability status of children related to work life balance/work-
family conflict have been studied. Studies by Gutek et al. (1991), Williams and
Alliger (1994); Higgins et al. (1994); Loscocoo (1997); Aryee et al. (1996b),
Grzywacz et al. (2007), Rajadhyaksha and Velgach (2009) reported gender
differences with respect to work-family conflict. Gutek et al. (1991) indicated that
women reported more work interference in family than men, despite spending
about same number of hours in paid work as men. Although women spent more
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hours in family work than men, they reported the same level of family
interference in work.
2.3.5.6 Both family to work and work to family spillovers were stronger for
women than men:
Lakshmi K. Santhana(2015) has findings in her literature review that Williams and
Alliger (1994) found that spillover of unpleasant moods occur both from work to
family settings and from family to work though evidence for the spillover of
pleasant moods was weak. Both family to work and work to family spillovers were
stronger for women than men. Further, it was found that the extent to which
work interfered with family for a given day was found to be positively
related to self reported job involvement for that day. The extent to which
family interfered with work on a given day was found to be positively related to
distress in family roles during the day, family intrusion into work during the
day and self reported family involvement for that day.
2.3.5.7 Family Domain Variables & Work Family Conflict: Three Sources-
Time, Strain and Behavior:
Lakshmi K. Santhana(2015) has findings in her literature review that Loerch et al.
(1989), examined the relationships among family domain variables and three
sources of work family conflict (Time, Strain and Behavior based) for both men
and women. Family domain variables examined included Time based (Number of
Children, Spouse work hours per week, Couple’s employment status) Strain
based (conflict within family, Spouse Support, quality of experience in spouse or
Parent Role) and Behavior based antecedents, family intrusions (Parental,
Marital, Home responsibilities) and role involvement.
2.3.5.8 Time-based work demands were strongly associated: Work-Family
Conflict:
Lakshmi K. Santhana(2015) has findings in her literature review that Steiber (2009)
found that Time-based work demands were strongly associated with the experience
of work-family conflict both among women and men. Long working hours,
working non-day schedules or at weekends and having to work overtime at short
notice (‘Unpredictable Work Hours’) showed an aggravating effect on conflict, with
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long and unsocial hours being more strongly related to Time based conflict than to
Strain based conflict.
2.3.5.9 WLB-Strategies in relation to Non-Work: Separation, Integration,
Respect:
Lakshmi K. Santhana(2015) has findings in her literature review that Organizations
adopt strategies such as ‘separation’ and ‘integration’ as responses to non-
work. Kirchmeyer (1995) identified three types of organizational responses to non-
work (Separation, Integration, Respect) and used the data collected from 221
managers, active in multiple domains, to assess the effectiveness of these
organizational responses. “Separation” was a response where employers
were concerned mainly with workers’ fulfilling their work responsibilities, and
viewed workers’ non work lives as solely the concern of workers themselves. In
the case of “Integration” response, employers treated work and non-work as
related worlds that affected one another, and acted to reduce the gap between
them in an effort to help workers manage their multiple domains. “Respect”
referred to the employer acknowledging and valuing the non-work participation of
workers, and committing to support it. The effectiveness of these responses was
assessed in terms of their ability to reduce the negative spillover from non-work, and
to enhance both organizational commitment and the positive side of spillover.
Integration and respect responses revealed positive correlations with organizational
commitment, whereas separation response showed a negative correlation. It was
found that the type that enhanced the flexibility of the work-non-work boundary and
involved the employer in providing resources for workers to fulfill non-work
responsibilities themselves proved most effective.
2.3.5.10 Incompatibility of Flexible Options (Flextime / Working from Home)
with a Senior Management Post-in Long Hours” Culture:
Drew and Murtagh (2005): The greatest obstacle to achieving Work Life
Balance is the “Long Hours” Culture, in which availing one of Flexible Options
(e.g. Flextime/ Working from Home) is incompatible with holding a Senior
Management Post.
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2.3.6.1 Organizational Support to WW: Motherhood:
Female workers’ job performance and their decisions to have children and to
return to work after giving birth (WLB): Psychological Contract:
Patricia Meglich et al. (2016) brought out that with the increase in the proportion of
women holding leadership positions work-based support has been identified as an
important issue in female workers’ job performance and their decisions to have
children and to return to work after giving birth (WLB). Further, researchers brought
out, how mothers develop these perceptions about support at the workplace and how
these perceptions in turn affect their decisions and behavior. Job performance (both
task and contextual), work attitudes, and retention of female workers with children
(RAC) are influenced by the psychological contract expectations reflected in the
perceived level of support provided by organizational, supervisor, and peer sources.
Researchers hasve proposed a comprehensive model linking perceived multi-
dimensional work-based support for motherhood with different work-related
outcomes in order to more fully explain the decisions and behaviors of working
mothers and how organizations (OS) might better accommodate the specific needs of
this important contingent of the workforce (WW).
2.3.6.2 Support for mothers to utilize those policies and benefits related to giving
birth and subsequently raising a child (RAC):
Patricia Meglich et al. (2016) emphasized that job performance and retention of
mothers with young children are influenced by three types of supports, organizational,
supervisor, and peer support factors (Leschyshyn & Minnotte, 2014). Employees
evaluate organizational support through the extent to which the organization
values their contributions and cares about their well-being (Eisenberger, Huntington,
Hutchison, & Sowa, 1986). For example, offering family-friendly benefits to help
employees manage work and family responsibilities may be perceived as
organizational support (OS). While overall organizational practices and policies
establish a general philosophy and culture towards mothers, it is the immediate
supervisor’s and peers’ actions that signal positive or negative support for mothers to
utilize those policies and benefits related to giving birth (RAC) and subsequently
caring for children. For example, supervisors or coworkers may make mothers in
general, and young mothers in particular, feel undervalued and even undermined at
work (Gatrell, 2013) and may discriminate against them when it comes to career
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advancement (PCWW).
2.3.6.3 Perceived work-based support for motherhood (PWSM): A Conceptual
Model:
Patricia Meglich et al. (2016) further emphasized that the important issue is the actual
organizational practices and policies matter less than mothers’ perceptions of the level
of support provided (Glazer, 2006; Jahn, Thompson, & Kopelman, 2003). Most of
previous studies focused on either a single source of support or a combination of two
(organization and supervisor or supervisor and coworker) sources of support.
However, researches believed it was important to study the combined effect of
perceived support from all three sources (the organization, supervisors and peers),
which they labeled perceived work-based support for motherhood (PWSM). In turn,
this perceived support could influence mothers’ organizational commitment, job
satisfaction, task performance, and extra-role behaviors.
2.3.6.4 Perceived Support at Work: Reciprocity, Exchange and Justice:
Patricia Meglich et al. (2016) emphasized that theoretical perspective embedded in
reciprocity, exchange, and justice to explain mothers’ decisions and conduct related to
the perceived support at work. Three interrelated theories are relevant to this
perspective – the norm of reciprocity, social exchange theory, and psychological
contract theory. Organizational justice is subsumed under these exchange concepts.
2.3.6.5 The norm of Reciprocity: Expectation that good deeds will in fact be
returned to the giver:
Patricia Meglich et al. (2016) emphasized that the norm of reciprocity is the
foundation on which both social exchange theory and psychological contract theory
are built. Gouldner’s (1960) seminal work in the social science tradition presented
reciprocity as a universal moral duty such that individuals can legitimately expect fair,
equitable reward in exchange for beneficial acts they bestow on others. It codifies an
expectation that good deeds will in fact be returned to the giver (Zagenczyk,
Restubog, Kiewitz, Kiazad, & Tang, 2014).
2.3.6.6 Social Exchange Theory: Individuals act with some expectation of
reciprocity when dealing with others:
Patricia Meglich et al. (2016) emphasized that Social Exchange Theory posits that
individuals act with some expectation of reciprocity when dealing with others (Blau,
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1964). The concept has been connected with justice, organizational citizenship,
deviant workplace behavior, and employment relationships (Colquitt, Baer, Long, &
Halvorsen-Ganepola, 2014). The extant theoretical grounding rests on the notion that
when an individual voluntarily behaves in a helpful manner there is an inherent
expectation of receiving similar benefits in exchange (Blau, 1964). The quality of the
relationship between the exchange partners is therefore influenced by how each
partner perceives the equivalence of benefits proffered and received. Blau identified
two distinct kinds of exchange relationships. Long-term, open-ended relationships
built on an obligatory exchange were called social exchanges while economic
exchanges were defined as more transactional and short-term in nature (Colquitt et al.,
2014).
2.3.6.7 Psychological Contract Theory: Expectations for exchange in an
employment relationship:
Patricia Meglich et al. (2016) emphasized that closely tied to social exchange theory,
psychological contract theory developed to explain the expectations for exchange in
an employment relationship. Individual perceptions of what workers expect to give to
their employer and what they expect to receive form the basis of the psychological
contract (Rousseau, 1989). The psychological contract is a subjective, personal
assessment of what each employee believes is “owed” by each partner in the
employment relationship. Similar to the two types of social exchange relationships,
psychological contracts may be of two types, transactional and relational (Shih &
Chen, 2011; Zagenczyk et al., 2014). Transactional psychological contract
expectations focus on discrete, well-identified economic exchanges in a quid pro quo
approach. An employee expects to receive sufficient compensation and job security as
a reward for fulfilling obligatory work requirements. Conversely, relational
psychological contracts entail longer-term, more amorphous expectations of
organizational support and concern for the employee’s wellbeing and career progress
in exchange for a less strict interpretation of employee work obligations (Zagenczyk
et al., 2014). Managers and supervisors play an integral role in the establishment and
fulfillment of an employee’s work-based psychological contract (Botsford Morgan &
King, 2012; McDermott, Conway, Rousseau, & Flood, 2013). As the primary
representative of the organization, an employee’s direct supervisor interprets and
enacts explicit and implicit organizational exchanges thereby serving as the exchange
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partner to the employee.
2.3.7.1 Support: WLB-Strategies: Federal Parental Leave Benefit and Leave
Act- Policy-Germany:
Mathias Huebener et al. (2016). This research paper is in relation to Parental Leave
benefit given to DCC (WM & WW), in relation to, its impact on parental labor
supply, the division of labor between parents, fertility, and indicators that reflect the
well-being of parents and children have been examined from a variety of perspectives.
This has been forced in Germany since 01 Jan 2007. The parental leave benefit is an
earnings-replacement benefit that substitutes part of the net earnings from
employment. It is based on the 12-month period before childbirth. Parental leave
benefits are only granted if the relevant parent does not work more than 30 hours per
week. Families who have another child under three or at least two older children
under six will also receive a “sibling bonus” of ten percent of their parental leave
benefits. The minimum sibling bonus is 75 Euro.
2.3.7.2Gender Equality- Fathers to participate more actively in raising their
children:
If both parents work part-time simultaneously—i.e. between 25 and 30 hours a
week—they will receive four additional “parental leave benefit plus” months. Parents
receive parental leave benefits for 12 months. The entitlement period is extended to
14 months if the second parent also takes parental leave for at least two “partner
months.” Single parents with full custody also have the option of receiving parental
leave benefits for up to 14 months. It is also possible to receive parental leave benefits
for up to 24 or 28 months. In this case the monthly payments are cut in half.
The parental leave benefit was adopted with a set of goals in mind. Most importantly,
it aimed at providing a “protected phase” for parents with children under one. It
supports families as they “become accustomed to family life with a minimum of
financial hardship and allows them to focus on taking care of their children.” Second,
its design as an earnings replacement benefit means that the parental leave benefit
allows both parents to preserve their personal economic independence. This aspect
encourages mothers to participate in the labor market. Third, the parental leave benefit
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aims at improving gender equality: the aforementioned points intend to increase the
incentive for fathers to participate more actively in raising their children.
2.3.7.3 Children’s development and their attachment to their parents: Improved
work-family balance (WFB):
Without doubt, the parental leave benefit has changed the family policy landscape in
Germany and supported many families during a crucial phase of life for children’s
development and their attachment to their parents. One family policy achievement is
its contribution to assuring the economic stability of families. The parental leave ben-
efit promotes the goal of improved work-family balance and pursues gender equality
goals.
2.3.8.1 Support: Polish Labor Code: Discrepancy between Legal Order and
everyday practice of applying law in Poland (Legally Guaranteed WLB
Solutions):
2.3.8.2Availability of benefits depended on the specificity of industry and a
profession:
Aleksandra Andysz, et al. (2016), Polish Labor Code provides employees with a
range of solutions (benefits) supporting them in achieving balance between work and
private life. This paper was aimed at indicating availability and the use of legal
benefits supporting work-life balance (WLB) among Polish workers of small and
medium enterprises. The study sample included 219 respondents, aged 22–64,
working in small and medium enterprises and employed on the basis of employment
contracts for at least a year. The respondents completed a questionnaire on availability
and the use of benefits guaranteed by the Polish Labor Code, referring to their current
workplaces. Most frequently the studied employees took sick leave because of one’s
own illness and leave on demand. Out of total Respondents, 45% of the women took
maternity leave and 26% of the men took paternity leave. The respondents took
educational and parental leave the least frequently. More than half of the respondents
(58%) did not return to the same position after leave devoted to childcare, even
though they had such a possibility. In fact, most of work-life balance benefits
guaranteed by law were available to the employees of small and medium enterprises,
regardless of their gender. Availability and the use of the majority of benefits were
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similar among the women and men. Availability of benefits depended on the
specificity of industry and a profession, thus, future research on work-life balance
policy should control for variables related to the character of work.
2.3. 8.3 Distribution of Time, Energy and Engagement between work and family:
Aleksandra Andysz, et al. (2016), Work-life balance (WLB) reflects distribution of
time, energy and engagement between work and family. The balance is a very
subjective matter, which depends on many factors, e.g., private situation or the value
an individual associates with each sphere. Thus, time, energy and engagement may be
distributed unequally between different spheres and still guarantee achievement of
WLB. Each person considers different distribution as optimal and this optimum may
change with time due to a changing personal or professional situation.
2.3.8.4 Employers violate the rights of the contracted workers:
Aleksandra Andysz, et al. (2016), emphasized that the fact that still quite a large
number of SME workers had the feeling that legally guaranteed WLB solutions were
not available to them in their workplaces is alarming. This shows the discrepancy
between legal order and everyday practice of applying law in Poland, and suggests
that employers violate the rights of the contracted workers. A proper assessment of
the efficiency of WLB policy requires investigation into the reasons of not using such
benefits – whether it is the lack of need for such help or lack of a possibility to use
them due to a financial situation, or other reasons.
2.3.8.5 Issue of Legal WLB Benefits Availability and Use:
Aleksandra Andysz, et al. (2016), Legislators and employers attempt to respond to
employees’ need for WLB and they implement various solutions or benefits aimed at
facilitating reconciliation between work and private lives (WLB benefits). Studies on
availability and the use of WLB initiatives in Poland are rare, especially when it
comes to legal solutions.
In this paper, researches addressed the issue of legal WLB benefits availability and
use. They assessed the practical availability and use of legally guaranteed solutions
for employees of small and medium enterprises (SME) with employment contracts.
They chose employees with employment contracts since the benefits they discuss do
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not apply to the self-employed and those employed on the basis of civil law contracts.
2.3.8.6 WLB benefits guaranteed by the Polish Labor Code: (09 legal WLB solu-
tions guaranteed by the Polish Labor Code):
Aleksandra Andysz, et al. (2016), Legal WLB benefits in Poland guaranteed by the
Polish Labor Code may be divided into three groups: flexible forms of work, leave
and days off, and benefits for working parents.
2.3.8.7 Flexible forms of work:
There are a few options of flexi-time schedules: an employer can introduce a task-
based working time system and set the time necessary to complete the assigned task,
an employee may choose when to start and finish work, at the request of an employee;
he or WW may work a shortened working week by extending the daily working time.
Apart from “flexi-time” there is also a “flexi-place” possibility. An employer may
permit employees to work away from the company premises, on a regular basis and
with the use of telecommunication (“Telework”).Contrarily to the solutions described
below, the above ones are only optional and an employer can, but does not necessarily have
to, enable employees to use them.
2.3.8.8 Leave and days off:
As per Aleksandra Andysz, et al. (2016), the most common option is annual leave,
also called “holiday.” Each employee has a right to uninterrupted, paid leave,
amounting to 20 or 26 days (in the case of job tenure exceeding 10 years). Under such
annual leave, in every calendar year an employee is entitled to four days off on
demand – these days are usually taken in crisis and an employer should not refuse
such a request. There is also paid educational leave – 6 days for employees preparing
for studies exams, secondary school final exams or professional exams, and 21 days
for employees writing and/or defending their thesis. Eventually, at the request of an
employee, an employer can grant unpaid leave. Moreover, the Polish law guarantees
financial security for employees unable to work. In the case of an illness or in order to
take care of ill family members, they retain the right to sick leave and remuneration
equivalent benefit. Finally, in some cases absence at work is legally justified without
using leave days: appearance on the demand of authorities, employee’s wedding, birth
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of his or her child, and a funeral of family members.
2.3.8.9Benefits addressed to working parents:
Aleksandra Andysz, et al. (2016), this group of benefits has changed most over the
last few years in Poland. Firstly, six weeks before the expected birth date, a mother
can take 20 weeks of maternity leave. Immediately after that, WW may also apply for
additional maternity leave of up to 6 weeks, which is a novelty. Another novelty is
that fathers gained a right to 2 weeks of paternity leave (before a child reaches 1
year). During these 3 types of leave, a parent is entitled to maternity benefit,
amounting to 100% of his or her remuneration. Subsequently, both parents are entitled
to parental leave that in total cannot exceed 26 weeks. During this period, an
employee gets 60% of his or her remuneration. However, if a mother declares to take
maternity leave, additional maternity leave and parental leave, one after another, WW
is entitled to maternity benefit equal 80% of remuneration. Working parents can also
take unpaid childcare leave for up to 36 months. This leave may be granted only until
a child reaches the age of 5. What is more, a mother has a right to 2 half-hour breaks
each day for breastfeeding, and all employees raising a child under 14 are entitled to 2
days off each year to take care of their child. After maternity, paternity or parental
leave, employees have a right to return to the same position at work. Moreover,
working parents having children aged < 4 as well as pregnant women may travel in
business only on an employer’s request and they have a right to refuse.
2.3.9.1 HR Strategies: Family-Friendly Practices in Company: Relationship of
HR (Employer) with WLB (Employee):
2.3.9.2 Perceived Improvement in Organizational Outcomes:
Nabergoj et al. (2016) studied that the co-ordination of work and family life from the
organizational perspective by analyzing the effects of introducing family-friendly
practices into a company. Researcher found that several transition economies had
witnessed a decreased state support for work-life balance, which was called for a
more active role and increased support offered by employers itself. Consequently,
companies started implementing a wide array of family-friendly practices; however
there was very little understanding about the main organizational effects of
introducing family-friendly practices in the context of a transition economy. It was
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proposed and tested a model of the relationship between family-friendly practices at
the organizational level and their effects on the organization. Researcher offered a
detailed investigation of the impact of eight groups of family-friendly practices on the
perceived improvement in organizational outcomes.
2.3.9.3 Eight groups of Family-Friendly Practices:
Nabergoj et al.(2016), investigated the impact of introducing eight groups of family-
friendly practices on a set of indicators, including attracting best employees,
improved retention rate, investment in employees, attractiveness of employer,
motivation of employees, productivity, employee loyalty, organizational climate,
customer satisfaction, WLB of employees, support for employees with family,
employee satisfaction with family-friendly practices and employee demand for
additional family-friendly practices.
They analyzed data over the span of five consecutive years, following companies in
Slovenia that had systematically implemented family-friendly corporate practices.
They analyzed the perceived changes in 20 identified organizational outcomes. Using
a linear regression model, they tested which practices would have been most able to
explain the perceived improvement. Researcher found that the introduction of family-
friendly practices had a positive perceived improvement in most (70 percent) of the
identified areas, though none of them exhibited a significantly greater impact.
Practices affecting workplace arrangements, information and communication and
services for families were the groups of practices that had the greatest effect on the
perceived positive effects for companies.
2.3.9.4 Socio-Economic, Demographic, and Cultural changes:
As per Nabergoj et al. (2016), Present socio-economic, demographic, and cultural
changes require that companies develop new ways to organize work and thereby
encourage innovation in organizational and public policies. In the labour market, there
is a rapid rise in women’s level of participation (Berg et al. 2014; DeMartino et al.
2006; Kuhn/ Wolpe 2013). There is also a growing number of single-parent families
faced with the time-related challenges associated with working and raising children
(Bakker/Karsten 2013; Bianchi/Milkie 2010). At the same time, contemporary social
views and values are evolving towards more egalitarian gender and parental roles, and
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stressing the importance of men’s direct involvement in care activities (Hertz 2008;
Stephenson 2010) with regard to both children and elderly family members. Due to
these trends, employees are finding it increasingly difficult to balance their
professional and family responsibilities (Kossek et al. 2011).
2.3.9.5 Employee Engagement:
Nabergoj et al. (2016) emphasized out that the implementation of family-friendly
practices is expected to bring beneficial effects for employees (Gupta et al. 2006);
previous studies have examined the effects at the individual level in detail
(Beauregard/Henry 2009; Jang 2009; Parkers/Langford 2008). While the effects at the
organizational level have been studied (Bloom et al. 2011; Nord et al. 2002), most
previous studies have focused on the single relationship between a selected family-
friendly practice and an outcome measure, such as employee engagement
(Parkers/Langford 2008) or productivity (Yang/Zheng 2011).
2.3.9.6 Work and Family Life is to be dealt at three different levels:
Nabergoj et al. (2016) brought out that Coordinating work and family life is a
complex task that is dependent upon the interplay between factors at three different
levels (Cohen/Kirchmeyer 1995): the governmental level (i.e., national legislation
and the institutional framework), the organizational level (i.e., the practices and
policies of employers), and the individual level (i.e., the strategies of employees).
Family-friendly policies pay off in terms of positive return on investments (Knaflič et
al. 2012; Nord et al. 2002), with financial benefits being accrued by employers, the
national economy, and society in general (Gray 2002).
2.3.9.7 Family-Friendly Company Certificate Program: Background Theory
Nabergoj et al. (2016) brought out that in 2007, the nation-wide “Family-Friendly
Company Certificate” program was introduced in Slovenia by the Ministry of
Labour, Family and Social Affairs in partnership with an audit institution (Ekvilib
Insitute 2014). The “European Family Audit” system developed by the German
organisation Berufundfamilie (Beruf und Familie 2015) was the inspiration for
introducing this certificate. At the time, the certification program was already being
used in Germany, Austria, Hungary, and Italy. Since the program was launched in
Slovenia, thanks to government support, the number of companies with the certificate
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has grown each year—from 32 in 2007, to over 60 in 2011, to more than 130 in 2014
(Ekvilib Institute 2014). Companies can obtain the certificate after completing an
audit process. The function of the audit is to assess and advice employers as to which
tools could help them better manage their human resources in terms of reconciling the
WLB of their employees. Through an internal process, companies determine which
objectives they would like to achieve and then, in co-operation with a consultant from
the auditing institute Ekvilib, select measures to be implemented. According to the
internal assessment and with the help of the external consultant, the company
introduces solutions to help improve the work environment so as to better reconcile
the WLB of the employees.
2.3.9.8 European Family Audit Program:
Nabergoj et al. (2016) brought out that several transition economies looked to the
family-friendly corporate practices developed in Western European economies, one
example being the European Family Audit program (Beruf und Familie 2015)
designed to help companies implement the most appropriate set of family-friendly
practices. This program was initially developed in Germany, subsequently used in
Austria and Italy, and later adopted nation-wide by companies in Slovenia, as they
looked to fill the gap in WLB support and introduce family-friendly practices at the
organizational level (Ekvilib Institute 2014).Slovenian companies and governmental
agencies launched the national “Family-Friendly Company Certificate” program in
order to implement family-friendly practices in organizations.
2.3.9.9 Eight Groups-150 Family-Friendly Practices:
Nabergoj et al. (2016) brought out that the leading German organization behind the
European Family Audit (Beruf und Familie 2015) compiled a comprehensive list of
over 150 family-friendly practices that organizations can implement and grouped
them into eight groups, as presented in Table 2.3.1
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Table 2.3.1: Groupings of the Family-Friendly Practices the organization can
introduce
Gr
oup
Groups of family-
friendly
Practices
Examples of family-friendly practices the
company can introduce
1 Working time
Flexible working time, shift work, part-time
work, time bonus, condensed working week,
job sharing, extra personal leave, shortened
work time for parents, working time by life-
phases, child-time bonus, flexible holiday
planning, flexible work breaks
2 Organization of work
Corporate team for WLB support, health and
wellness programs, innovation in work
processes and flows, employee replacement
strategies, team work, job replacement, job
sharing
3 Workplace
arrangements
Telework, work from home, financial and
technical support for remote work
4 Information and
communication
WLB education programs, annual WLB
survey, employee meetings, company open
day, annual interviews
5 Leadership skills
Social skills, continuous education on WLB
and wellness issues for the leadership, 360°
analysis, share of women in leadership
positions
6
Human resources
development
Interviews, career planning, education
programs during work time or with organized
childcare, management training, gender
equality opportunities, minorities
employment, paternal leave
7 Compensation and
rewards
Gifts for newborns, scholarships, loans,
compensation for free time activities,
psychological counseling, education for
parents, housing support
8 Services for families
Counseling, child care, vacation offers, on-site
childcare facilities, family room, family
activities for employees, summer activities for
school-aged children, relaxation room, New
Year celebration and gifting for children
Source The groups are based on classification and grouping by European
Family Audit (Beruf and Familie 2015)
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2.3.9.10 Organizational Effectiveness and Employees’ Well-Being:
Nabergoj et al. (2016) brought out that Implementation of a family-friendly policy
offers benefits to both employees and employers; employees find it easier to combine
their work and family obligations, while employers have the potential to achieve
better business results. Therefore, the use of such practices can lead to a win-win
situation, positively impacting companies’ organizational effectiveness and
employees’ well-being (Beauregard/Henry 2009).
Nabergoj et al. (2016) brought out that companies should give equal opportunities to
and redistribute work between those employees who have a greater burden of work
and those who do not, especially since the responsibilities a person has outside of
work can change several times throughout his or her career. As a result, individuals
need different kinds of support at different stages of their personal life and career.
2.3.9.11 Theory of Supports and its relationship with WLB: Small Business
Owner (SBO)
2.3.9.12 Work–Family Enhancement (WFE): Positive effect on Job, Family and
Life Satisfaction: but not mental health:
Hieu Nguyen & Sukanlaya Sawang (2015) brought that this study responds to calls
for theory and research on work–family aspects in entrepreneurship research. This
study examines the role of work–family conflict, work–family enhancement and
social support on small business owners’ (SBOs) well-being. Drawing from The
Household Income and Labour Dynamics in Australia (HILDA) panel data, the
sample is restricted to SBOs, married with children under the age of 14 during 2010–
2011 (two waves), totaling 167 SBOs. Results revealed that work–family conflict has
a negative direct effect on mental health, job, family and life satisfactions. Similarly,
work–family enhancement was found to have a direct positive effect on job, family
and life satisfaction but not mental health. A significant interaction term also
suggested that work–family enhancement moderated the relationship between work–
family conflict and SBOs’ job satisfaction. Finally social support was found to have
positive main effect on both subjective and psychological well-being. The
interventions to well-being of SBOs should aim to balance the work and family lives
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of SBOs as well as making sure they have adequate social support networks. For
public policy makers, support programs should extend from traditional means to
balancing work–family matters for this particular occupation.
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Section-IV
Parental Leave Policy-India- Central
Government / Public Sectors / Private Sectors
Section-A Qualitative literature on Maternity & Paternity Leave-
Public View
Section-B Provision of Maternity and Paternity Leave in different
Organizations
Section-C Summery / Provisions on Maternity & Paternity Leave in
Indian and Foreign Organizations
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2.4 Section-A-Qualitative Literature on Maternity & Paternity
Leanve! Public View
2.4.1 Now, firms give Bereavement Leave to Staff- Vipashana VK & Reeba
Zachariah [Sep 10 2017: The Times of India (Ahmedabad)]
When Facebook COO Sheryl Sandberg lost her husband in 2015, CEO Mark Zuckerberg
told her to take as much time off as WW needed to cope with the loss. In doing so, he set
off a new trend in HR policies -bereavement leave. Earlier this year, Sandberg, on her FB
page, admitted how difficult it had been for her to join work immediately after the loss,
and how much the leave had helped her cope and then announced a 20-day bereavement
leave for Facebook employees, the maximum any company offers as grief leave.
The Sandberg incident has had a ripple effect around the globe, including India. Now,
several companies here offer anything from a day to five days off to mourn the passing of
loved ones. These include majors such as Tata Consultancy Services, Infosys, Cipla and
Hilton India. Earlier, an employee was expected to apply for privilege leave. Thomas
Kuruvilla, managing partner in Arthur D Little, a consultancy firm that offers three days
of bereavement leave, says it was introduced to ensure that employees spend at least a
few days with their families in their hour of crisis. “We consider the immediate family a
part of our group, “he said.
In most cases, bereavement leave covers only immediate family members (spouse,
children, parents, siblings, grandparents, grandkids) and not extended relatives. In select
cases, it includes pets too. “They are as much an immediate family, “said Ahmed Aftab
Naqvi, cofounder and CEO of Gozoop, a digital marketing company which offers pet
bereavement leave. While there is no law mandating bereavement leave as in the case of
maternity leave, companies believe going the extra mile will help increase engagement
with employees.
“A study conducted in 2017 has shown how organizations are increasing their overall
benefit offerings to attract and retain top talent. And they are making compassionate leave
part of paid time-off benefits,“ said Prabir Jha, global chief people officer of Cipla.
Along with providing time off, companies provide support to employees through
counseling, if required, for their emotional well-being.
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At Carlson Rezidor Hotel Group, the bereavement leave policy is also applicable to
people who are on probation, said its CEO Raj Rana. The chain, which owns Radisson
and Park Plaza brands, offers four days of paid grief leave in case of the death of an
immediate family member or distant relative.
Some companies also consider flexi timings or work-from-home options for bereaved
employees. “We are sensitive to such requests during personal exigencies,“ said B
Venkataramana, group president, human resources, Landmark Group, which runs the
Lifestyle chain.
2.4.2 Cummins Gives 30-Days Paternity Leave-Namrata Singh-Mumbai [Feb 23
2017: The Times of India (Ahmedabad)]
When it comes to parental leave, it appears companies in India are competing to offer
the best leave possible. Over the last few years, companies have upped the game on
paternity leave -with some offering a week, to a few progressive companies moving to
a fortnight. Cummins India has now set a new benchmark of sorts. It has become the
first among manufacturing companies to come up with a path-breaking 30 days of
paternity leave for its employees, which can be availed of during the first six months
of becoming a father.
Vikas Thapa, VP (HR), Cummins Group in India, told TOI, “We want to create a
culture of inclusion and promote gender parity. In line with this, we have made our
parental leave gender-neutral, focusing on both primary and secondary care givers.
The primary care giver can now avail six-month maternity leave, while the secondary
care giver can take the newly introduced 30-day paternity leave. We believe much
like mothers, fathers too need to bond with the newborns.
A number of companies are breaking gender stereotypes through a fresh outlook on
parental leave. Starting this calendar year, Deutsche Bank de-linked parental leave
from gender and offered the same quantum of childcare leave-maternity leave of six
months in India -to men as well, if they happen to be primary caregivers. It is usually
assumed that the woman mother is the primary caregiver since WW gives birth to the
child. But there is a growing trend of men partaking in childcare responsibilities. A
study by Avtar Group and Working Mother Media reveals that 86% of companies
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introduced paternity policies at workplace as an aid for young working mothers. Most
progressive companies offer 7-15 days paternity leave.
According to a Mercer global parental leave report, 38% of companies globally
provide paid paternity leave above the statutory minimum and several countries
mandate a parental leave program for employees. In Asia-Pacific, 41% of the
companies provide paid paternity leave above the statutory minimum to their
employees with India being among the top-10 countries.
2.4.3 Maternity Leave for Central Staff having children via surrogacy [Feb 08
2017: The Times of India (Ahmedabad)]
New Delhi: The department of personnel and training (DoPT) has instructed all
central ministries and departments to implement a 2015 order of the Delhi high court
for granting maternity leave to women employees who choose to have a child by via
surrogacy.
Such leave would include both the pre-natal and post-natal period.
The Delhi HC had in July 2015 pronounced a judgment on plea by a Kendriya
Vidyalaya teacher who had a pair of twins through a surrogate mother but was denied
the 180-day maternity leave on the ground that WW was not the biological mother.
Reasoning that the commissioning mother is legal mother of the child, HC filled a
vacuum in law since the Centre or state governments have no maternity benefit policy
for women employees who opt to have children via surrogacy.
As instructed by the court, the commissioning mother would be entitled to apply for
maternity leave under sub rule (1) of Rule 43 of CCS (Leave) Rules. The competent
authority would decide the timing and period for which the maternity leave is to be
granted. Under Rule 43(1), female government employees are entitled to maternity
leave up to 180 days. While the scrutiny would be keener and detailed when leave is
sought by the commissioning mother in the pre-natal stage, the competent authority
would ordinarily grant leave sought at the post-natal stage.
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2.4.4. Two Month Paternity Leave for FB Boss- San Francisco: REUTERS [TOI 22
Nov 2015]
Facebook Inc chief executive officer Mark Zuckerberg said on Friday he will take two
months of paternity leave after his daughter's birth, a strong statement from one of the
busiest and most powerful United States executives on the importance of family time.
Silicon Valley technology firms have rushed to extend parental leave allowances and
other benefits in an attempt to recruit and retain talent, but many workers do not take
advantage for fear of falling behind at work or missing out on promotions.
Facebook, the world's biggest online social network, allows its US employees to take
up to four months of paid maternity or paternity leave, which can be used all at once
or throughout the first year of their child's life, a policy which is generous by US
standards. Zuckerberg announced in July that he and his wife, Priscilla Chan, were
expecting a baby girl.
A 2015 study by the Society for Human Resource Management found that 21% of
employers it surveyed offered paid maternity leave, and 17% provided paid paternity
leave. “This is a very personal decision,“ Zuckerberg wrote on his Facebook page,
along with a picture of a stroller, a yellow baby carrier and his dog, Beast.
Zuckerberg, 31, did not say who would be running the company while he is out.
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2.4.5 Kind Cut - Child care leave for Single Dads-Bharati Jain
[TOI 21 Nov 2015]
Single male parent must be granted child care leave (CCL), a facility now extended
exclusively to women government employees (who can take a maximum two years
off during their entire service to take care of up to two minor children). This is a key
recommendation of the Seventh Pay Commission that has otherwise favored status
quo for most categories of leave. “The Commission notes that in the event a male
employee is single, the onus of rearing and nurturing the children falls squarely on his
shoulders. Hence extension of CCL to single male parents is recommended, “The
panel said. The commission has spared a thought for single mothers as well.
Recognizing their additional responsibility, it has suggested that conditionality of
allowing only three spells of CCL in a calendar year be relaxed to six spells.
Another key recommendation is that CCL be granted at 100% of the salary for the
first 365 days, but at 80% of the salary for the next 365 days.
2.4.6 Daddy Leave [LUBNA KABLY, TNN,| Oct 18, 2015, 06.49AM IST], [TOI-
18 Oct 2015]
India’s laws mandate three months of fully paid maternity break, but do not provide
for any paternity leave.
Young men who want to play a bigger role in child care than their dads did are now
getting a chance to do so. In a small but significant step, some Indian companies are
encouraging male employees to take a short, paid paternity break to share the
responsibility of parenting with their spouses. This fully paid paternity leave typically
ranges between three and ten days.
Anshuman Ray, senior director, international HR, Synopsys, says the move is in tune
with the changing times. "It takes cognizance of the shared responsibility that spouses
have towards the family."
India's laws mandate three months of fully paid maternity break but do not provide for
any paternity leave. However, central government employees and more recently,
those of public sector banks, have been allowed paternity leave of 15 days. But when
it comes to the private sector, it is up to individual companies to decide. This is also
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the case in the US, where some companies like Netflix, Facebook and Microsoft offer
generous, fully-paid paternity leave of a few months.
India isn't the only country which doesn't mandate paternity leave. While 167 of the
173 countries covered in a World Bank report titled Women, Business and the Law
(2016), legislated maternity leave, only 80-odd countries provided for paternity leave.
Nordic countries, like Iceland, Finland and Sweden, are the best for new dads.
Sweden has a gender-neutral parental policy of 480 days, with 60 days (now proposed
to be extended to 90) of non-transferable paternity leave. The salary during this
period, in Nordic countries, is typically partly paid and generally funded by the
government. Among India's neighbors, Afghanistan, China, Hong Kong and
Singapore grant a few days of paternity leave.
Table-2.4.1 Table of Paternal Leave – Foreign Countries
Paternity leave doesn't just help dads bond with the baby; it's also good for the child.
A research paper of The Organization for Economic Co-operation and Development
(OECD) — a think-tank of developed countries — says children with 'more involved'
fathers fare better during their early years. Well-designed paternity leaves with
flexible work policies facilitate such participation.
Dr Minnu Bhonsle, psychotherapist and relationship counselor, believes fathers
should play a significant role in child-rearing. "Early bonding will ensure a softer,
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sensitive father-child relationship going forward. It also offers support to the new
mother who could be feeling overwhelmed and possibly experiencing post-partum
blues," WW says.
Also, with the joint family system on the decline, fathers need to pitch in to help with
newborns. "Paternity leave allows the father to support his spouse at a critical time,"
says Madhavi Lall, MD & head (HR), at Deutsche Bank, India which offers five-day
paternity leave.
Fasihuddin Shaikh, chief manager at Kotak Mahindra Bank, acknowledges the
importance of the three-day leave he got. "I was there for my wife when WW needed
me the most," he says. The father's presence also helps deal with sibling anxiety. Says
Pankaj Singh Adhikari, a manager at Sapient who took the five-day paternity leave
offered by his company: "I guided my older daughter on how to behave with the new
baby."
Godrej has recently extended its paternity leave from seven to 10 working days,
which can be availed of in not more than two installments, up to two months after the
baby's birth.
At start-up, Vedantu, where a majority of its 90-odd male professionals are in the age
group of 20-30, co-founder Anand Prakash says the company encourages new fathers
to take at least 15 days of paid paternity leave, with an option to extend if required.
"This leave flexibility allowed me to take up extra responsibility in child rearing,"
says 35-year-old, Amit Kumar, VP, digital marketing at Vedantu.
Paternity leave is also viewed as a powerful tool for boosting gender diversity, at the
workplace, especially when coupled with flexi hours, or work-from-home options for
the new father.
"Paternity leave is our signal to our male employees: go and do your duty as a father
as well as enjoy fatherhood," says Chandrasekhar Sripada, president & global head
(HR), at Dr Reddy's. This company offers five days of staggered leave within three
months of the baby's birth. In addition, new fathers can take up to two hours off every
day for up to six months.
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At Infosys, new fathers are eligible for a paid five-day paternity leave as well as
work-from-home options.
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2.5 Section-B-Provisions of Maternity and Paternity Leave in
different Organizations
2.5.1 Aviation
(SOURCE–AIR INDIA WEBSITE -
http://click.airindia.in/data/AI%20Service%20Regulation%20Workman.pdf)
Maternity Leave
Permanent female employees with less than two surviving children shall be eligible
for grant of Maternity Leave with full pay which may extend up to 135 days.
However in other cases, the Provisions of Maternity Benefit Act 1961 would apply. A
member of the flying crew must Report to the Medical Officer of the Company in
case of missed menstruation, not later than 42 days from the first day of the last
menstrual period.
(a) On confirmation of pregnancy, the Medical Officer Will advice the
concerned section/department not to roster the flying crew member for
flying duties and the said flying crew would be deemed to be on leave
from the date WW first reported to the Medical Officer.
(b) Provided further that the Company may, at its sole discretion and having
regard to its work exigencies, make provisions for utilizing such female
flying crew for ground duties for such period as may be recommended by
the Medical Officer of the Company.
(c) In case the pregnancy is not confirmed, then Medical officer would advise
the concerned section/department to roster the female flying crew member
for flying duties. If menstruation does not occur within the next fourteen
days of (reporting for flying duties, the female flying crew Member shall
report to the Medical Officer of the Company, who would advise the
concerned Section/department not to roster the Flying Crew for flying
duties. On confirmation of pregnancy, the said flying crew would be
deemed to be on leave from the day WW first reported to the Medical
officer.
(d) In case of delivery after 28, Weeks, the female flying crew member shall
not resume duties till the lapse of 42 days from the date of delivery or till
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WW is issued certificate of fitness for flying duties by the Company's
Medical Officer, whichever is later.
(e) Such leave granted to the female flying crew member in terms of clauses
(a), (d) and (e) above, 135 days shall be treated as Maternity Leave. The
female flying crew member shall have the option to adjust all or part of the
balance period of the leave against leave due to her credit, or to avail part
or whole of the balance period as Leave without pay.
Note-Maternity Leave may be combined with any other kind of leave
Paternity Leave
A male employee with less than two surviving children may be granted Paternity
Leave for a period of fifteen days from the date of delivery of the child. The medical
certificate pertaining to the delivery should be submitted for record along with the
leave application. During the period of such leave, he shall be paid leave salary equal
to the pay drawn immediately before proceeding on leave- Paternity leave may be
combined with any other kind of leave.
2.5.2 Education
Maternity Leave [MA] and Paternity Leave [PA] - Engineering College
MAEER’s MIT COLLEGE OF ENGINEERING
(SOURCE–http://mitcoe.ac.in/wp-
content/uploads/download/03_admission/04_hr/HR-Policy.pdf)
Maternity leave may now be granted to a female teacher for 180 days and only twice
in one's career. Likewise, a paternity leave of 15 days may be granted to a teacher
father.
(a) A lady employee with minimum 2 years of continuous service is entitled to
a maternity leave on full pay and allowances for a maximum period of 180
days subject to the submission of a medical certificate.
(b) A lady employee with minimum 1 year but less than two years of
continuous service is entitled to maternity leave without pay and
allowances for a maximum period of 90 days subject to the submission of
a medical certificate.
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(c) In all other cases the Principal fixes a period of leave to be granted as
Maternity Leave without pay.
(d) A lady employee, availing MA, who does not join services within the
prescribed period, will have to defend her case to the department head. In
case of recommendations, the Principal reserves the rights to consider the
continuity of services. The maternity pay benefit also may stand forfeited
even in case of reinstatement of the employee.
(e) Not more than 2 MAs can be availed by a lady employee while in service
at the Institute.
(f) Paternity Leave [PA] can be availed by the male staff / faculty for a period
not exceeding 15 days and not more than 2 PAs can be availed by male
employees while in service at the Institute.
Maternity Leave – Management Institute
(a) All women employees are entitled to maternity leave for a period of 90
days.
(b) In case of miscarriage/other related medical conditions, all employees
eligible for Maternity leave shall be entitled to leave for a period of 45
calendar days immediately following the day of her miscarriage. The
request for such leave must be supported by Medical Certificate from a
qualified medical practitioner.
(c) Complete monthly salary and benefits, shall be paid during the period of
maternity leave.
(d) Application for Maternity leave should be supported by a certificate from
the Registered attending Gynecologist starting the date of confinement/the
birth certificate of the baby.
2.5.3 IAS-Civil Services
(SOURCE:http://www.nitrr.ac.in/downloads/forms/admin/LEAVE%20RULES.pdf)
Maternity Leave
(a) A female Government servant (including an apprentice) with less than two
surviving children may be granted maternity leave by an authority
competent to grant leave for a period of (135 days) from the date of its
commencement.
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(b) During such period, WW shall be paid leave salary equal to the pay drawn
immediately before proceeding on leave.
Note:- In the case of a person to whom Employees’ State Insurance Act, 1948 (34 of
1948), applies, the amount of leave salary payable under this rule shall be
reduced by the amount of benefit payable under the said Act for the
corresponding period.
(c) Maternity leave not exceeding 45 days may also be granted to a female
Government servant (irrespective of the number of surviving children)
during the entire service of that female Government in case of miscarriage
including abortion on production of medical certificate as laid down in
Rule 19: `Provided that the maternity leave granted and availed of before
the commencement of the CCS (Leave) Amendment Rules, 1995, shall not
be taken into account for the purpose of this sub-rule.
Note-(a) Maternity leave may be combined with leave of any other kind.
(b) Notwithstanding the requirement of production of medical certificate contained
in sub-rule (1) of Rule 30 or sub-rule (1) of Rule 31, leave of the kind due and
admissible (including commuted leave for a period not exceeding 60 days and
leave not due) up to a maximum of One year may, if applied for, be granted in
continuation of maternity leave granted under sub-rule (1). (5) Maternity leave
shall not be debited against the leave account.
Paternity Leave
A male Government servant (including an apprentice) with less than two surviving
children, may be granted Paternity Leave by an authority competent to grant leave for
a period of 15 days, during the confinement of his wife for childbirth, i.e., up to 15
days before, or up to six months from the date of delivery of the child.
(a) During such period of 15 days, he shall be paid leave salary equal to the pay
drawn immediately before proceeding on leave.
(b) The paternity Leave may be combined with leave of any other kind.
(c) The paternity leave shall not be debited against the leave account.
(d) If Paternity Leave is not availed of within the period specified in sub-rule (1),
such leave shall be treated as lapsed.
Note: - the Paternity Leave shall not normally be refused under any circumstances.
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2.5.4 ONGC
(Source:https://nipm.in/knowledge_bank_docs/1040232728ONGC%20HR_Manual.p
df)
Maternity Leave
(a) A female employee with less than two surviving children may be granted
Maternity Leave on full pay for a period of 135 days from the date of its
commencement.
(b) Maternity Leave not exceeding six weeks may also be granted in case of
miscarriage including abortion on the recommendations of the Medical
Officer.
(c) Maternity leave may be combined with leave of any other kind. In addition
to the Maternity leave of 135 days, leave of the kind due and admissible
(including commuted leave up to 60 days and leave not due) up to a
maximum of one year may, if applied for, can be granted in continuation
of the maternity leave.
(d) Any other type of leave, as may be admissible, may also be granted in
continuation of Maternity leave in case of illness of a newly born baby
subject to the employee producing medical certificate to the effect that the
condition of the ailing baby warrants the mother’s personal attention and
her presence by the baby’s side is absolutely necessary.
Paternity Leave
A male employee with less than two surviving children may be granted
Paternity Leave on full pay for a period of 15 days during the confinement of
his wife based on documentary evidence.
2.5.5 Reserve Bank of India
(SOURCE–https://rbidocs.rbi.org.in/rdocs/content/pdfs/70979.pdf)
Maternity Leave
Maternity Leave which shall be on leave pay may be granted to a female employee of
the Bank for a period not exceeding six months on any one occasion and twelve
months during the entire period of an employee's service.
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(1) A female employee may also be granted Maternity Leave, not exceeding 6
weeks in cases of "mis-carriage", "abortion", or "medical termination of
pregnancy‟" or for undergoing hysterectomy operation, within the overall
limit of twelve months as stipulated in sub Regulation (1) above.
(2) A Competent Authority may grant leave of any other kind admissible to
the employee in combination with, or in continuation of Maternity Leave if
the request for its grant is supported by sufficient medical certificate.
Paternity Leave
(1) Paternity Leave which shall be on leave pay may be granted to a male
employee with less than two surviving children for a period of 15 days,
during the confinement of his wife for child birth.
(2) Paternity Leave which shall be on leave pay may also be granted to a male
employee with less than two surviving children, on valid adoption of a
child below the age of one year, for a period of 15 days within a period of
six months from the date of valid adoption
2.5.6 All India Services
(1) Maternity leave may be granted to a woman member of the Service with
less than two surviving children on full pay up to a period of 180* days
from the date of its commencement. During such period, WW shall be paid
leave salary equal to the pay drawn immediately before proceeding on
leave.
(2) Such leave shall not be debited to the leave account.
(3) Maternity leave may be combined with leave of any other kind.
Notwithstanding the requirement of production of medical certificate
contained in rule 13 and rule 14, leave of the kind due and admissible
(including commuted leave for a period not exceeding 60 days and leave
not due) up to a maximum of two year*, may, if applied for, be granted in
continuation of maternity leave granted under sub-rule (1).
NOTE: Maternity leave may be granted in cases of miscarriage including
abortion subject to the condition that the leave applied for does not exceed
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six weeks and the application for leave is supported by a medical
certificate.
2.5.7 State Bank of India
(SOURCEhttp://sbsuchennai.com/Admin/event/151_CIRCULAR%20NO.83.pdf)
Maternity Leave
Within the overall period of 12 months, leave may also be granted in case of
hysterectomy up to a maximum of 60 days. Leave may also be granted once during
service to a childless female employee including to permanent part-time employees
for legally adopting a child who is below one year of age for a maximum period of six
months. The child adoption leave shall also be available to biological mother in cases
where the child is born through surrogacy.
On and from Ist day of April 2000 leave up to a period 06 month at a time may be
granted by way of maternity leave including in respect of post natal period or at time
of miscarriage or abortion or for medical termination of pregnancy:
Provided that not more than 12 months of such leave shall be available during the
entire period of service of the officer.
Leave may also be granted once during service to a childless female employee for
legally adopting a child which is below one year of age till the child reaches the age
of one year, subject to a maximum period of 2 months on the following terms and
conditions:
(a) Leave will be granted for adoption of only one child.
(b) The adoption of a child should be through a proper legal process and the
employee should produce the adoption deed to the bank for sanctioning
such leave.
Paternity Leave
Male employees with less than two surviving children shall be eligible for 15 days
paternity leave during his wife’s confinement and may be availed before or upto 6
months from the date of delivery of the child.
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2.6 Section-C-Summary / Provisions on Maternity &Paternity
Leave in Indian and Foreign Organizations
Table-2.4.2 -Summary / Provisions on Maternity &Paternity Leave in Indian
and Foreign Organizations
TOI
dated
Name of the
Company
Days
of
Leave
Type of
Leave Remarks & Objectives
Central Government Organizations / Public Sector Organizations
Dec 29
2017
SBI 01
Week
Bereavement SBI has introduced a
special leave for
employees who have
suffered bereavement in
the family. This will be a
one-week paid leave on
the loss of a family
member.
Mar 21
2017
Central Govt.
Employees
[Central Civil
Services (Leave)
Amendment Rules,
2017]
90
Days
Sexual
Harassment
of Women at
Workplace
Women employees have
the option of getting 90
days paid leave during
pendency of the inquiry
under the Sexual
Harassment of Women at
Workplace (Prevention,
Prohibition and
Redressal) Act, 2013.
Feb 08
2017
Maternity leave for
Central Govt.
Staff having
Children via
surrogacy. [Under
sub rule (1) of Rule
43 of CCS (Leave)
Rules.]
180
Days
Maternity As instructed by the
court, the
commissioning mother would be entitled to
apply for maternity
leave. The competent
authority would decide
the timing and period for
which the maternity
leave is to be granted.
Mar 27
2017
Aug 14
2016
Maternity leave for
Central Govt.
Staff having
Children
(Maternity Benefit
Act, 1961)
26
Week
s
Maternity 1. The new bill puts
India in the same
bracket as Ireland
and Poland and
ahead of France and
the US
2. Rajya Sabha has just
amended the
Maternity Benefits
Act, mandating 26
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TOI
dated
Name of the
Company
Days
of
Leave
Type of
Leave Remarks & Objectives
weeks of paid leave
for mothers against
the existing 12
weeks.
Nov 21
2015
Women
Government
Employees(Sevent
h Pay Commission)
& Single Male
Parent
02
Years
Child Care
Leave
(CCL)
Single male parent must
be granted child care
leave (CCL), a facility
now extended
exclusively to women
government employees
(who can take a
maximum two years off
during their entire service
to take care of up to two
minor children). Six
spells of CCL in a
calendar year
CCL be granted at 100%
of the salary for the first
365 days, but at 80% of
the salary for the next
365 days.
Oct 18
2015
1. Central
Government
Employees
2. Public Sector
Banks
15
Days
Paternity Central Government
Employees and more
recently, those of Public
Sector Banks, have been
allowed paternity leave
of 15 days
Indian Private Companies / Conglomerates
Sep 10
2017
Tata Consultancy
Services, Infosys,
Cipla and Hilton
India
01
Day
to 05
Days
Bereavement There is no law
mandating bereavement
leave as in the case of
maternity leave,
companies believe going
the extra mile will help
increase engagement
with employees.
Apr 04
2017
Small Steel
company in
Mumbai
02
Days
Menstrual 1. A small steel
company in
Mumbai has been
granting two days
paid leave to women
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TOI
dated
Name of the
Company
Days
of
Leave
Type of
Leave Remarks & Objectives
since 2010
2. A company in
Hyderabad and
Kathmandu have
also started granting
two paid leave to
women employees
3. Italy might be the
first western country
to grant menstrual
Leave.
4. A company in
Bristol UK has been
also following this
Practice since 2007.
Feb 23
2017
Cummins Group in
India, [Vikas
Thapa, VP (HR)]
30
Days
Paternity 1. It can be availed of
during the first six
months of
becoming a father. 2. While the secondary
care giver can take
the newly
introduced 30-day
paternity leave.
3. Company believe
much like mothers,
fathers too need to
bond with the
newborns.
Feb 23
2017
Cummins Group in
India, [Vikas
Thapa, VP (HR)]
Six
Mont
hs
Maternity 1. The primary care
giver can now avail
six-month maternity
leave.
2. Culture of
inclusion and
promote gender
parity.
Feb 23
2017
Deutsche Bank Six
Mont
hs
Paternity Deutsche Bank has de-
linked parental leave
from gender and offered
the same quantum of
childcare leave-maternity
leave of six months in
India -to men as well, if
they happen to be
primary caregivers.
Feb 23 Deutsche Bank Six Maternity
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TOI
dated
Name of the
Company
Days
of
Leave
Type of
Leave Remarks & Objectives
2017 Mont
hs
Oct 18
2015
Kotak Mahindra
Bank
03
Days
Paternity
Oct 18
2015
Godrej 10
Days
Paternity Godrej has recently
extended its paternity
leave from seven to 10
working days, which can
be availed of in not more
than two installments, up
to two months after the
baby's birth.
Oct 18
2015
Vedantu 15
Days
Paternity Company encourages
New Fathers to take at
least 15 days of paid
paternity leave, with an
option to extend if
required.
Oct 18
2015
Dr Reddy's. 05
Days
Paternity 1. This company offers
five days of
staggered leave
within three months
of the baby's birth.
2. In addition, new
fathers can take up
to two hours off
every day for up to
six months.
Oct 18
2015
Infosys 05
Days
Paternity 1. At Infosys, New
Fathers are eligible
for a paid five-day
paternity leave 2. As well as, work-
from-home options.
Foreign Conglomerate
Sep 10
2017
Facebook 20
Days
Bereavement When Facebook COO
Sheryl Sandberg lost
her husband in 2015,
CEO Mark Zuckerberg
told her to take as much
time off as WW needed
to cope with the loss.
In doing so, he set off a
new trend in HR policies
-bereavement leave.
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TOI
dated
Name of the
Company
Days
of
Leave
Type of
Leave Remarks & Objectives
The maximum any
company offers as grief
leave.
Nov22
2015
Facebook, 04
Mont
hs
Maternity or
Paternity
Facebook, allows its US
employees to take up to
four months of paid
maternity or paternity
leave, which can be used
all at once or
throughout the first
year of their child's life
Oct 18
2015
Netflix, Facebook
and Microsoft
Few
Mont
hs
Paternity US, where some
companies offer
generous, fully-paid
paternity leave of a few
months.
Policy of Foreign Countries
Oct 18
2015
Nordic countries,
like Iceland,
Finland and
Sweden
480
Days
Gender-
Neutral
Parental
Policy
1. Sweden has a
gender-neutral
parental policy of
480 days, with 60
days (now proposed
to be extended to
90) of non-
transferable
paternity leave.
2. Nordic countries,
like Iceland, Finland
and Sweden, are the
best for new dads.
The salary during
this period, in
Nordic countries, is
typically partly paid
and generally
funded by the
government.
Oct 18
2015
Afghanistan,
China, Hong Kong
and Singapore
Few
Days
Paternity Afghanistan, China,
Hong Kong and
Singapore grant a few
days of paternity leave.
American
Companies
No Paternity For the more than 40% of
American mothers who
take unpaid maternity
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TOI
dated
Name of the
Company
Days
of
Leave
Type of
Leave Remarks & Objectives
leave, since the federal
government doesn't
require employers to pay
workers during a parental
leave, the situation
becomes infinitely more
challenging.
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CHAPTER-3
RESEARCH METHODOLOGY
Section-I : Research Methodology
Section-II : Model of Research- Dependent &
Independent Variables
Section-III : Concept of Research [Progression Career of
Working Woman (PCWW)]
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Section-I : Research Methodology
3.1.1 Introduction
Research methodology is a way to systematically achieving objectives of the study.
There are various steps involved in the process of achieving objectives. With
reference to the objectives set for the study, detailed methodology is designed
for the study. This methodology determines the frame work with in which the entire
research study was undertaken. This chapter contains details about all methodological
aspects which highlight the crucial elements to provide the perspectives and the
backdrop needed to understand the components.
3.1.2 Research Gaps
This research is on to find out, How to grow Future Cognitive (Competitive)
Workforce (FCWF) or Cognitive Child (Intellectual Child) (CH / IC)? WW (DCC)
may be the best option, being Literate Parents or to be very precise, working
Mother (working woman-WW). But, DCC & WW needs, to be looked after, in terms
of Personal Satisfaction (RAC) and Professional Satisfaction (PCWW).Basic
contention of this research is to concentrate on RAC (or to have a Cognitive Child).
To have Cognitive (Intellectual) Child, emotional stability is a great attribute (of a
Child).It comes from or depends on Parents (DCC) or special contributor is Mother
[T S Saraswathi & Ranjana Dutta (1987)]. (A specific Literature Review has been
done on cognitive child, mentioned as a separate section under Chapter-02, as
Section-II). Second important attribute, on which, this research concentrates, i.e. “To
en-cash on emotions of mother” [T S Saraswathi & Ranjana Dutta (1987)]. These two
attributes (emotional stability of Child and emotions of mother) can be further grown /
being explored here, to have a Cognitive (competitive) Child (to turn out Competitive
workforce) by strengthening working mother, on all aspects. This is the main research
gap; which has been found out from the extensive literature review. That is the main
objective / contention of this research. There are many other factors responsible for
Cognitive Child as Home, Environment, Status of Family, Literacy of Parents (DCC)
& Mother, marital relationship of parents, importance / vitality of relationship of
working Mother and son during initial 03 years of journey of his arrival in this
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universe etc. Those are all inclusive and represented symbolic by working mother, in
this research. That’s how working mother becomes so important or to be looked after.
Literate & Working mother has lot of advantages than non-working mother in
development of Child (Personality, Intelligence and cognitiveness) found out from
literature review [T S Saraswathi & Ranjana Dutta (1987)].To obtain these two
attributes of mother, towards the Child development, WW needs lot of Supports, what
are those?
To be a successful professional working mother is a tedious process or big challenge,
to any woman in Indian Organizations / Indian society (more in a NF). Especially for
those three years, after marriage, during pregnancy and to grow child of three years
after delivery. During this period she needs lot of support to maintain Job
Organization (JO) and Home Organizations (HO).In this bargain she lands up in
WLB. Otherwise, there could be thousands other reasons of WLB; those could be
related /responsible for working mother. Those have been elaborated / found out from
literature review in Table-21.1 and 2.1.2 in chapter-01.
3.1.3 Rational of the Study:
Children are the future of a nation and they constitute the most important section of
society. Child rearing is a skill which is very essential for the parents to acquire and it
depends on various factors like parental relationship and family environment. Parents
have the most potent effect on the personality development of their children.
Children learn a lot from them both in a formal and informal manner through
imitation, suggestion and identification. Parent’s marital relationship and family
environment have an important role in the development of behavior and
formation of a positive attitude in the child (Mcneal and Amato, 1998; Baharudin
and Luster, 1998).
Transition to parenthood is a challenge and dramatic experience for every
couple. The qualities of parents affect their children’s cognitive and social
competence. The negative home environment and marital conflict between parents
can seriously affect the development of a child.
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In Gujarat, the pattern of Industrialization/Urbanization is very progressive. The rate
of Urbanization/Migration is speeding up in Gujarat (CENSUS, 2011).
Upbringing of Children is a very crucial role of the parents in transformation, of
Whole Society. Overprotection or rejection from the part of parents may lead
to deviant behavior or withdrawal of Children (Overbeek et al., 2006). Majority
of the behavioral problems in childhood have relation with child rearing practices
of family (Biglan and Taylor, 2000). Most children, who express behavioral
problems (Cognitive / Personality), has some relation with the problems in their
home environment or marital relationship of their parents. So the researcher has
interest to find out the Stress free Working Mother / DCC to rear a Healthy Cognitive
Child, who is the future competent workforce of India.
Main crux of the problem is, “How to make a Indian working mother comfortable?”
So, she can play her role towards, turning /making a cognitive Child. She needs lot of
cooperation and change of mind set and supports. Broadly, these Supports could be
Family Support, Social Infrastructure Support and Organization Support. Government
Policies have not been discussed or taken in account, here. Basically, Indian WW
(DCC) looks forward, all the Support from either Family of self or Spouse. Present,
Workforce is Gen Y. Now, in case of Nuclear Family (NF) along with, Gen Y, WW
(DCC) may not get support from either of the Family. It is a contemporary issue.
What happens, if, there is “No Support” to WW (DCC)) from either of the Family?
This situation has been faced by lot many personnel, those are all on India services
(Pan India), either in Govt. or Private Jobs. What is the perception on this problem, of
Gen Y, NF, WW (DCC) of Gujarat in relation to RAC?
3.1.4 Significance of the Study:
A study like this is expected to throw light on the importance / vitality of cognitive
child, different solutions and the practices on cognitive child / support of raising of
child (RAC) / child rearing of DCC (WW). Based on the findings of the study, support
polices can be formed to support, working mother (WW) and DCC. By this, a
change in t he mind se t and their practices can be brought. It is also expected to
give insight to all those concerned with WW & DCC, the Family and Child welfare
agencies, social welfare organizations, Social Infrastructure (Market), Industries and
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the Government to develop Programs / Polices for the generations, of future
competitive workforce of India.
3.1.5 Definition of the Problem:
This Study is an effort to realize the importance on Quality of Human Capital / Core
Competency/ Competitive (Intellectual) workforce through working mothers (and
Raising a Child). Incidentally, DCC is the likening, of our present Gen Y, Workforce.
Gen Y, Workforce wants working wife. We can say, how to Support our Gen Y,
DCC? That is the main contention of this Study, to have Cognitive (Intellectual)
Child, who shall be future workforce. In this process, we are trying to find out, where
the career of working women is getting blocked in Indian Organizations. Prominent
reasons could be Birth of a Child, Raising of Child or Caring Attitude of working
women. Those have not been dealt properly. At this, full potential of working women
has not been utilized.
Working Woman has to be engaged, motivated. She must have intrinsic motivation,
participation, and progression of career. She must be kept enthusiastic and energetic
(vibrant) for the better progress of the Country. She must be kept always Stress free
for the development of Child and providing Competent Human Capital (CHC) to
the Nation.DCC can be very helpful in growing Competent (Intellectual)
Workforce(Human Capital).
While, this research intends to find the solution, in absence of Support, either from
wife's Parents or from her in-Laws, what is the next alternative for a DCC? And, what
is role played by Indian Organizations, towards WW (DCC)?
3.1.6 Research Questions
In the context of the research gap, a number of questions emerged warranting a
comprehensive research on WLB specific to RAC. Such a research need to address
all factors affecting WLB apart from highlighting the constituents of dimensions of
a strong WLB model. For this purpose this study addressed the following research
questions.
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1. Whether RAC has any correlation with PCWW in case of WW (DCC) in a
NF, in Indian Organizations?
2. What are the variables/dimensions that compose Cognitive Child, future
workforce of India?
3. How these essential Supports to a WW (DCC) in a NF, can be obtained
from?
4. How the mindset / perception of all the stake holders can be changed on WW
(DCC) in a NF?
5. To identify the determinants of Professional and Personal Satisfaction on
WW (DCC) in a NF.
6. To identify the different Organizations of WW (DCC) in a NF based on the
professional pride.
7. To determine the appropriate HR Intervention / Policies Supporting
WLB in Various Indian Organizations for WW (DCC) in a NF.
8. To find out whether it possible for Gen Y workforce- dual career couple
(DCC), to be professional (Both peruse a promising career) in 21st century by
being a nuclear family (NF)? To find out, what are the strategies to be
followed?
9. To find out, if she is married and has a child, does she need any support, help
and assistance to be a WW?
10. To find out, what measures are used in organization on WLB? What is the
concern, shown by management on WLB to WW (DCC)?
3.1.7 Objectives of the Study:
1. To Study Challenges faced in raising a child (RAC) by Gen Y, dual career
couple (DCC), in a Nuclear Family (NF) with working wife (WW) in Indian
organizations.
2. To study the issues arising out of Work-Life Balance (WLB) on Gen Y, dual
career couple(DCC), in effective Transformation of Indian organizations.
3. To find out Strategies (Flexibility) to be followed in an Indian Organization on
Work-Life Balance (WLB) -specific to raising a child (RAC).
4. To find out combinations of jobs, organizations, conditions of family, those
permit smooth sailing of a dual career couple in job.
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3.1.8 Hypotheses-Our hypothesis are:
1. H01: There is no significant association between rearing a child and
continuation of job for a working woman living in nuclear family.
2. HA1: There is a significant association between rearing a child and
continuation of job for a working woman living in nuclear family.
3. H02: Type of family (divorce, widower, single parent or married without
child) is not affecting professionalism of Gen Y, working woman in Indian
organization.
4. HA2: Type of family (divorce, widower, single parent or married without
child) is affecting professionalism of Gen Y, working woman in Indian
organization.
5. H03: Gen Y, dual career couple can be Professional, by being a nuclear
family in Indian Organizations.
6. HA3: Gen Y, dual career couple cannot be Professional, by being a
nuclear family in Indian Organizations.
7. H04: It is possible; to pursue a promising career as Gen Y officer, in
Indian defence services, as a dual career couple by being a nuclear family,
along with raising a child.
8. HA4: It is not possible; to pursue a promising career as Gen Y officer, in
Indian defence services, as a dual career couple by being a nuclear family,
along with raising a child.
9. H05: Raising a child is not hurdle in career progression for working
women.
10. HA5: Raising a child is a hurdle in career progression for working women.
11. H06: Delay child/Surrogacy/Adoption of a child is not a solution, in
Career progression of a working woman.
12. HA6: Delay child/Surrogacy/Adoption of a child is a solution, in Career
progression of a working woman.
[Rejection of Null Hypothesis (H0) or Alternative Hypothesis (HA) is
accepted]
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3.1.9 Scope of Work:
This Study is an effort to find out practices being followed (Criteria) in relation to
Working Woman (WW), Gen Y, Married, Having an Child, Dual Career Couple
(DCC), Nuclear Family (NF) and HPJ (High Profile Job).
Progression of Career of WW (PCWW) depends on Age, Qualification, Type of Org.,
Kind of Job, Experience, Income, Type of Profession, Present Position and
Organization falls under which Sector. This is the Scope of the Study.
WW (DCC) is not getting Full Support in most of the Indian Organizations. Due to
this, WW remain very selective in choosing one particular Stream/Profession/Career.
WW (DCC) cannot venture out in any Stream/Profession/Career, similar to Working
Men (WM).
Image of women has been caring, docile and soft. In relation to workforce too, similar
perception of woman has continued. She has been considered more appropriate for
marriage and raising a child.
Previous researches have proved that WW has to look after two fronts, Home
Organization (HO) & Job/Office Organization (JO). To be a Professional Women
Workforce, she needs Support. WW may be Guilty, if she gives more priority to her
Career. As per existing research, her career get affected by HO. WW has more
opportunities in lower status and traditional jobs. There is difference in type of jobs of
male and female gender. There is a difference (more or less) in percentages of
workforce as male and female, almost in all Countries.
There are three types of Supports, Family, Organization and Socio infrastructure
(Market). How effectively these are working and also, up to what extent, these
Supports have been explored by WW (DCC) of Gujarat? WW (DCC) must have
Career Progression(CP). This has not been possible in case of WW (DCC). WW
(DCC) has lot many reasons to have break in their progression of career. That’s why;
Graph of Progression of Career of WW (PCWW) is in general, inferior to Male
(WM). Further, it leads to inequality of compensation. There is very less
representation of female in Board Room Level(Top Level) at Indian Organizations
perhaps with exception of Banks. Gender Parity, Diversity and Glass Ceiling are very
prevalent in relation to Working Women (WW).
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To overcome, on such hurdles they have been provided Flexible Work
Arrangements/Facilities (FWA) by the Organizations. These FWA have lot many
merits/demerits towards Organization/WW. Ultimately, due to these FWA facilities,
WW, become the part of Peripheral Workforce. WW gets deprived of HRD activity of
the Organization. They get severely, effected, whenever any eventuality like
recession/slow down/ financial crunch is faced by an Organization.
Lack of Infrastructures (SUPPORTS), is main root cause in Progression of Career of
working women (PCWW) in Indian Organizations. WW can’t be relived/get rid of,
from their basic duties of Birth of a Child, Raising of a Child and Caring. Some
Solution could have been, possibly opted, in case of WW (DCC) in the form of
Delayed Child or Surrogacy. Majority of WW have not shown the consent on “No
child” in Indian Organizations. It may impact Future Human Capital or Intellectual
Workforce of Country. It may also impact the Core Competency. This is an effort to
find out that “What all Support may be provided to any Working Women”.
WW could have Career in India, mostly due to Family Support. How, organizations
can support her in this respect? So, she can survive as a workforce and subsequently
contributes, in adding up Future Intellectual Workforce. How, Work –Life policy may
have more implementation irrespective, of Government or Private Organizations.
How there could be a possible change of perception on WW (DCC) in the India to be
considered.
Working Women has a great importance as a Workforce: It is already been
explained in previous studies. This relationship has been proved. WW has significant
impact on efficiency, productivity and Outcome of Organizations It is a great loss of
Human resource/ Human Capital to the Organization, whenever any WW resigns.
Descriptive research design was followed in this research, a sample of 409 responses
were utilized for the present study from various Sectors of Indian Organizations
situated in Gujarat. The samples were collected within a period of one year (May
2015 – Mar 2016). The convenient sampling technique is used. It is Non – Probability
sampling technique where subjects are selected because of their convenient
accessibility and proximity to the researcher.
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WLB is a BIG Attribute of 21st Century. It is very important Human Capital. Every
competitor has to be very cautious about it. It is one of measuring unit of Satisfaction
or Happiness. It can be explored for any HR. It is beyond KSAOs. It is total sum of all
Strengths/Capital- as Individual, Group/Team, Organization, Home and Environment.
It gives ultimate Satisfaction or HAPPINESS! It is a great cause of Motivation.
Environment may consist of power of Culture, Institution, Ethics and Good
Governance in relation to WLB. Present Human resource has been dealt and to be
dependent on all these.WLB is a new dimension of measuring Efficiency and
Effectiveness of a Human Resource. It may be measured in Quality and Quantity.
Individual Outcome is being measured in terms of WLB. WLB also makes the
Environment. It becomes ultimately Passion or Fire in Belly to WW (DCC). It control
final Outcome of any Individual/ HR.WLB is attitude/behavior of environment, in
relation to an Individual (Human Resource/ Capital).
This Study attempts to address the following four issues:
1) Raising of a Child (RAC)-Cognitive Development-Future Competitive
Workforce
2) Working Mother (WW) – For Cognitive Child-through DCC Route
3) SUPPORT-Progression of Career of WW(PCWW)
4) Work Life Balance(WLB)-Integration of Home(Family) & Office(Job)-
STRESS Free WW(High Job Satisfaction or Life Satisfaction)
3.1.10 Organizations from which the dual care couple (DCC)
(Respondent) were selected
1) Air Force /Army
2) Govt. Offices-IAS/IRS
3) LIC
4) Various Industries
5) Oil Refinery
6) IIM, Ahmadabad
7) GTU, Ahmedabad
8) Parul University, Baroda
9) Medical Colleges
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10) Dental Colleges
11) MSU, Baroda
12) KV Schools
13) New Era School
14) DPS
15) GPS
16) Cygnus
17) Govt. Banks- SBI,BOB
18) Private Banks- ICICI,HDFC,AXIS
19) Officers/Executives/Authorities of various Organizations/Industries
3.1.11 Research Design:
The research design for this study is primarily exploratory and descriptive in nature.
It is exploratory because at the first stage it involved the provision of insights into the
research topic and comprehension of the problem situation. This has led me to
formulate the research problem, develop the objectives of the study, isolate the key
parameters of the study and plan the future course of action.
The descriptive research attempts to describe systematically a situation, problem,
phenomenon, service or program; it also describes the characteristics of the
respondents and the degree of association or relationship between the variables being
studied. It helps to make specific predictions.
3.1.12 Sources of Primary Data Collection: Various Sectors
To find out best established solutions for WW, serving various
Organizations/Sectors of Gujarat, to have Life Satisfaction as a DCC as well as
provide Cognitive/Competitive Workforce (Future) of India.
1) Education
2) Medical
3) IT
4) Telecommunication
5) Bank
6) Pharmaceutical
7) Aviation (Civil Airlines)
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8) Indian Administrative Services, IAS/IPS
9) Defense Officer (Army/Air Force/Navy)
10) Service (White collar)
11) Manufacturing (Blue Collar)
12) Management-(HR/Finance/Marketing/ FMCG/Operation)
13) Specify if any other-(e.g. BPO, Hospitality, Logistic, Food Chain)
14) Dental/BAMS/Physio Therapy
Primary data was collected from the working women in selected Organizations of
Gujarat. The tool used for collecting primary data was Questionnaire.
3.1.13 Data Collection Method: Survey Method- (Personal Interview)
Primary data is collected through direct communication with respondents through
Questionnaires and personal interview.
3.1.14 Data Collection Instruments:
Focused on Group Interview, for the purpose of collecting WLB perceptions, in the
Organizations. Structured Questionnaire was designed and pre-tested with about 57
WW during pilot Survey. Considering learning from pilot study, the final
questionnaire was developed.
In the present study, researcher will identify WW (DCC) and its impact/ effectiveness
on in various Organizations/ Industries, with reference to RAC. A structured
Questionnaire was prepared which included all the items of 03 basic Independent
Supports as Family, Organization and Socio-Infrastructure and 01 dependent factor as
WLB (RAC and PCWW). These factors were measured on Dichotomous Scale,
multiple options and 3 or 5-point Likert scale, ranging from ‘strongly disagree’ to
‘strongly agree’; the scale was adopted from relevant prior research and adapted to
relate to the context of working women (WW-DCC). In addition, demographic
information was collected on WW (DCC).
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3.1.15 Secondary data
Secondary data was collected from research journals, periodicals reports including
commission reports , government publications, and others.
3.1.16 Target Population:
Target Population has been Gen Y, Married, Having a Child(Less than 03 Years),
Dual Career Couple, Working Wife (working woman-WW), Nuclear Family,
Transferable Job (Both) and HPJ (High Profile Job) (Both).
3.1.17 Sampling Unit (Universe):
Working Women (WW-DCC) (irrespective of Gen Y, NF, Transferable and HPJ)
those have been in service at least for 01 year after marriage and having a Child of
any age.
Women professionals in three different cities in Gujarat- Ahmedabad, Vadodara and
Surat and various professional Groups (Doctors, Engineers, Pharmacist, Chartered
Accountants, Bank Professionals, Defense, various Industries, Professors and
Teachers) constituted the sample for the study.
My Target Group (Respondents) is mostly Migrants, serving away from their Home
Town. Those are mostly in Central Govt. Organizations / Undertakings, such as
Defense Services (ARMY/IAF/NAVY), IAS, ONGC, NTPC, HAL, Indian Railways,
RBI, KVs, SBI Banks, Air India, Indian Air Lines; DGCA (Pilot).
My Target Group (Respondents) among Private Organizations is TCS, HUL, L&T,
RIL, ABB, and TOI etc.
3.1.18 Sample Size:
A sample as the name implies is smaller representation of a larger population, where
the observation of same phenomenon in WLB in RAC would involve such a mass of
data. For present study, researcher had approached around 5500 respondents through
e-mail / phone calls / personal meeting / through known relatives-friends. Researcher
had tried hard to contact and find out required respondents to collect information and
to fill up questionnaires through known contacts. After constant persuasions of
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respondents, finally 448 filled questionnaires were obtained. Among these
questionnaires, few questionnaires were found partially filled which were discarded
from the study. Finally the researcher has chosen questionnaires of 409 WW (DCC)
of various professional background/ organizations/ industries situated in state of
Gujarat.
3.1.18a Sample Calculation:
Calculation-01-Formula
Explanation-Minimum 5448 respondents required for present study to get proportion
of working women around 22% with 5% relative precision and 95% confidence.
N = Z2 * P*Q/L
2
Where, Z = value from normal table, =1.96
P = assumed proportion=22
Q = 100-P =100-22=78
L = relative precision=5% of “P”=0.05*22=1.1
L2 =1.1*1.1=1.21
Calculation-02-As per Census 2011
Table-3.1.1-Sample Calculation-As per Census 2011
Nomenclature Numbers Percentage
Total Urban Population 2,57,45,083 35.7(WPR)
Working Population Urban (Person) 91,97,655
Total Urban Working Female 35,59,492
Total Urban Working Female in Private
+ Public (14.6%) 5,20,397 1.05%
Explanation-For sampling procedure, out total working female population (91,
97,655), the number of total working women was 35, 59,492. Out of this population,
the researcher looked for working population in private and public which was found
1.05% of the total female urban working population of Gujarat.
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For the objectives of the research, the research kept inclusion criteria for the 1.05%
working urban female populations. The criteria were as follows,
By filtering the above-mentioned population as per the inclusion criteria, around 5500
urban female working respondents were approached for the data collection, out of
which 409 valid data were selected as a sample of the study for further data analysis.
3.1.19 Sampling Technique:
Non-probability Convenient Sampling Technique was used for selection of
respondents for present study.
Primary concern / priority were to interact with working women (WW-DCC).
However, this was just coincidence of availability of anyone out of working Couple
(DCC) in Office during Survey, who could share information / Data, on behalf of
DCC. Out of Couple (DCC), only one was allowed / permitted to fill Questionnaire.
They have filled Questionnaire in consultation with spouse.
As it is very tough to find working couple with other criterions form community,
researcher had selected convenient sampling technique for data collection. Total 5500
(approx.) respondents were approached to get filled the questionnaires. Researcher
had tried hard to collect information from selected respondents. After two-three
follow-ups, finally 448 filled questionnaires were received. Among these
questionnaires, few were found partially filled which were discarded form the study.
Finally analysis was done for 409 Questionnaires.
Dual Career Couple
Married Minimum One Child
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Table 3.1.2 –Demographic Characteristics of the Respondents – Sectoral Back
Ground of Respondents:
Organization comes under
which Sector / Classification
Working
Women(WW)
Working
Men(WM)
Frequency Percentage
% Frequency
Percentage
%
Education 205 50 64 16
Medical 20 5 37 9
Physio Therapy /BAMS/Dental 20 5 12 3
IT 16 4 21 5
Telecommunication 2 0.5 3 1
Bank 36 9 24 6
Pharmaceutical 43 10 39 10
Aviation(Civil Airlines) 2 0.5 4 1
Indian Administrative Services,
IAS/IPS 3 1 1 0
Defence Officer(Army/Air Force/
Navy) 6 1 14 3
Service (White collar) 25 6 71 17
Manufacturing (Blue Collar) 14 3 52 13
Management-
(HR/Finance/Marketing/FMCG/O
peration)
17 4 41 10
Specify if any other-(e.g. BPO,
Hospitality, Logistic, Food Chain) 0 0 26 6
3.1.20 Period of study:
Descriptive research design was followed in this research, a sample of 409 responses
are utilized for the present study from various sectors of Indian organizations situated
in Gujarat. The primary data (sample) was collected within a period of one year
(May 2015 – Mar 2016) through a Sample Survey. The Convenient Sampling
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Technique is used. It is Non – Probability sampling technique where subjects are
selected because of their convenient accessibility and proximity to the researcher.
3.1.21 Tools of Analyses
Table 3.1.3 – Tools of Analyses:
Sr.
No. Objectives/ Hypothesis Tools Used Justification
Objectives
1 To Study Challenges faced in
raising a child (RAC) by Gen Y,
dual career couple (DCC), in a
Nuclear Family (NF) with working
wife (WW) in Indian organizations.
1.Descriptive
Statistics
2.Chi-Square
test
3.SEM
(Structural
Equation
Modelling)
1.To summarise
data using
frequency and
percentage
2.To check
association
between RAC, Gen
Y, DCC, NF and
WW
3.To Test
Hypotheses about
relationships
between variables
2 To study the issues arising out of
Work-Life Balance (WLB) on Gen
Y, dual career couple(DCC), in
effective Transformation of Indian
organizations.
Chi-Square
Test
To check
association
between Gen Y,
DCC and WW
3 To find out Strategies (Flexibility)
to be followed in an Indian
Organization on Work-Life Balance
(WLB) -specific to raising a child
(RAC).
Descriptive
Statistics
To summarise data
using frequency
and percentage
4 To find out combinations of jobs,
organizations, conditions of family,
those permit smooth sailing of a
dual career couple in job.
Nested Chi-
Square Test
To check
association
between two
variables when
others are kept
constant
(confounders)
Hypothesis
H01: There is no significant
association between rearing a child
and continuation of job for a
working woman living in nuclear
family.
Chi-Square
Test
To check
association
between NF and
leaving job
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H02: Type of family (divorce,
widower, single parent or married
without child) is not affecting
professionalism of Gen Y, working
woman in Indian organization.
Descriptive
Statistics
To summaries data
using frequency
and percentage
H03: Gen Y, dual career couple
cannot be Professional, by being a
nuclear family in Indian
Organizations.
Nested Chi-
Square Test
To check
association
between Gen Y,
DCC and
Professional with
confounder NF
H04: It is possible; to pursue a
promising career as Gen y officer, in
Indian defence services, as a dual
career couple by being a nuclear
family, along with raising a child.
Chi-Square
Test
To check
association
between Gen Y,
DCC and NF for
only defence
services
H05: Raising a child is not hurdle in
career progression for working
women.
Frequency Summary
Statistics
H06: Delay
child/Surrogacy/Adoption of a child/
Policy on WLB is not a solution, in
Career progression of a working
woman.
Descriptive
Statistics
To summaries data
using frequency
and percentage
3.1.22 Statistical Techniques to be used:
The analysis of the data helps the researcher to reach conclusion and findings of the
study. Appropriate statistical techniques will be used in the study to analyze data.
However, the researcher proposes following statistical techniques for data analysis.
3.1.22.1 Descriptive Statistics
a) Pearson Correlation
b) Factor Analysis
c) Cross Tables with Chi-Square Test
d) Structural Equation Modeling (SEM)
For this research study, above mentioned statistical techniques are used to identify
difficulties faced by WW (DCC) in raising a Child (RAC) and measure its impact on
Job Satisfaction(WW–DCC),Enhancement of efficiency & effectiveness of
Organizations, evolution of Human Capital of India.
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3.1.23 Limitation of the study:
1. Limitation of required Respondent of required criterion i.e. Gen Y, NF, DCC,
HPJ (BOTH), Transferable Job (BOTH), having a Child of less than
03Years of age and Minimum 01 Year experience of WW (DCC) after
marriage. Among DCC, Majority have expressed the feelings, either they are
not “Gen Y” or they are staying in “Joint Family” or they are not having a
Child. Probably, these three particular conditions have been existing
maximum in Gujarat. It may be true in other States of India too.
2. Q17, During Survey, a main criterion has been to locate maximum Dual Career
Couple (DCC), irrespective of any specific Sector or Type of Organization.
3. Researcher wanted to compare “Type of Profession” in relation to (among)
WW & WM. But it could not have been possible except Engineers, Professors,
Doctors, Management Professionals, Teachers and Pharmacist. Because
required number of respondents (samples) were not available under other
disciplines/ Professions.
4. The present study has taken into consideration the needs of DCC /
Professional working women(WW) in various organizations of Gujarat and
may not be applicable to all DCC / Professional working women and
contextualized for other States of India. Three essential Supports (Family /
Organization / Social Infrastructure) may be varying at other Locations/
Sectors of Organizations. Indian cultures by and large remain same in relation
to RAC and supports needed by WW, in most of the part of Country.
5. Working Mothers / working women have been considered in relation to dual
career couple only. Singleton Mother, Living in Relationship Mother /
working women is not taken into account or not a part of this Research Study.
It may be much more applicable in case of Developed Countries.
6. To have a separate Analysis of Medical Classification M Pharma has been
kept along with Medical Graduation classification. Left over Braches/
Degrees, shall either fall in Graduation or Post Graduation. This Criterion of
Classification is taken in perception of related Life Style in India. It may not
be true, in other Countries. This is the Limitation of this Study.
7. The present study shows that professional women, have problems with regard
to Progression of Career. Support is the main link, in absence of a through
support, working women can’t survive. Limitation of the study includes, only
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very few variables were taken into consideration. All women professionals
were not considered in this research.
8. Followings are not the main contentions / focus of this Study in relation to
work life balance (WLB) of WW in a DCC of NF, as- attitude towards
career, unhelpful attitude of superiors, unhelpful attitude of colleagues,
unhelpful attitude of family members or relations, children have a
disability, more than one Child or Girl Child or special need and work life
balance program. These problems are not given main
attention/preference/focus, and presumed not existing. Researcher is trying
to find the Solution of basic problems of a WW (DCC) in relation to RAC.
9. Respondents have not understood Q38 & Q39 properly, those Social
Infrastructure (Market) Supports availed or expected from them (WW-DCC),
while child has been reared after delivery and at least, up to the age of 2.5
years.
10. In a married couple (DCC) for Analysis, WW has been considered, those are
meeting Gen Y criterion. Their spouses (Husbands) may not be Gen Y.
11. Among Doctors Classification, we have BAMS, Physio, Dental (BDS)/ MBBS
degree holders also. But, there Life Style / prosperity is very different, in
general, from Dental (MDS) /MD/MS Doctors. Ultimately, it impacts WLB.
12. Govt. Organizations / undertakings have been contacted personally by
researcher, with highest possible Rank. They have supported and shared
Information. They have been explained by researcher and shown all the
contents of Questionnaire that No secret information regarding Organization
or No personal information about any Personnel, has been enquired in the
Questionnaire. Normal/Sacrosanct reply had been that “Organization Policy
does not permit, sharing any information with Outsiders”.
13. Govt. Organizations such as Army, Indian Air Force and Indian Navy have
been pursued constantly by the reseacher then some data could be procured.
This Research pertains much more to such type of Organizations. This study
could have been more fruitful, provided more respondents would have been
from Defence Services. Researcher could contact few of them only.
14. Respondents have confirmed that their children have been managed by Mother
or Mother in Law during Office Hours. It means, even by being Nuclear
Family of respondents, their parents stay in nearby vicinity of their residence
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ain same city. So, respondents could leave their ward to their Parent’s House for
Raising of Child. It could be misnomer of Nuclear Family in India. This
Facility/Support is not available /availed by Transferable Respondents.
15. If, Answer of Q-24(Questionnaire) has “Yes” answer, means it is almost Extended
Family. Researcher cannot say that it is a Nuclear Family. But; it does not qualify to
be a “Nuclear Family”. Or, Researcher can conclude that Nuclear Family gets support
from either her parents or in Laws. While my research aims on to find the
answer/solution in case of “No Support” either from wife's Parents or from her in-
Laws. Then, what is the alternative for DCC? As well as, what is role played by
Indian Organizations, towards WW (DCC)?
16. Government Policies (IV) (SUPPORT-S4) on working women (WW), is not in
purview/ Scope of this Research.
17. Wherever, “son” word, has been used, it is symbolic of both genders (i.e. mail &
female). It is not gender biased. Rather it is more focused on female gender because
of their role and importance / vitality, towards making competitive workforce, in 21st
century.
18. This study: Target Groups (Audience) are mostly Migrants, serving away from their
Home Town. Those are mostly in Central Govt. Organizations/Undertakings, such as
Defence Services (ARMY/IAF/NAVY), IAS, ONGC, NTPC, HAL, Indian
Railways, RBI, KVs, SBI Banks, Air India, Indian Air Lines; DGCA (Pilot).
19. This study: Target Groups (Audience), among Private Organizations (PAN India)
are TCS, HUL, L&T, RIL, ABB, and TOI etc. Researcher could contact few of them
only.
20. Largely, it depends on types on Industries, selected for Survey, as well as, which
part of Country; this Survey has been carried out. For example Bangalore, Chennai,
Hyderabad and Pune, may find, lot many WW (DCC), in IT and Telecommunication
Sector, even on convenient and random sampling. Gujarat Region does not record
that phenomenon.
21. Cities those have Highly Qualified, Gen Y, and Dual Carrier Couples, such as
Chennai, Mumbai, Delhi, Bangalore, Hyderabad, Chandigarh, Pune, NOIDA,
Gurgaon, may have Migrants in majority / in large Strength and may reveal more
variety of results in the this study. Presently, Ahmedabad, Surat and Vadodara may
not have those types of Migrants.
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Section-II
Model of Research- Dependent &
Independent Variables
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3.2.1 Model of Research: Most important predictors of Work Life Balance
(WLB) are as follows-
3.2.2 Control / Situational Variables-(Personal Variables & Demographic
Variables)- (CRITERION) - Constant (K) (IV) – Considered / Chosen for this
Research / Study (Q 01 to Q 07 & Q29)
(a) Dual Career Couple (DCC)-[Married-Working Woman-Working Wife (WW)]
(b) Bearing a Child-Raising a Child-(Less than 03 Years)
(c) Gen Y
(d) Nuclear Family(NF)
(e) Transferable Job (Both)
(f) High Profile Job (HPJ)
3.2.3 Personal Variables & Demographic Variables: (SCOPE) - (IV) – (Q 08 to
Q17)
(a) Gender
(b) Age
(c) Qualification
(d) Type of Service/Org.
(e) Kind of Job
(f) Experience
(g) Income
(h) Type of Profession
(i) Present Position
(j) Sector / Classification of Organization
3.2.4 Work Life Conflicts ( W L C ) (Pleck et al. 1980) Factors were associated
with experiencing Work Life Conflicts, which in turn was also related to Low
Job Satisfaction and Low Commitment with Life in general.
3.2.5 Negative to Turnover Intentions: When employees are not satisfied with
their job and are not able to balance between the two domains of Work and
Family they tend to withdraw from their work related activities ( Greenhaus,
Parsuraman and Collins (2001).
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Greenhaus et al. (1989) discussed about the level of stress that the employee possess
in the organization leads to work life conflict which then lead to quitting of the job
and interference with family to be significantly and positively related to turnover
intentions, and employee perceptions of control over managing Work and Family
to be significantly negative to turnover intentions. Turnover intentions are the direct
outcome of Work Life Conflict or WFI or FWI [Boyar et al. (2003)].
(a) Long Excessive Hours at Work,
(b) Less Job Flexibility,
(c) No Support from Organization
(d) Psychologically Demanding Work
3.2.6 Family Related Variables: [Aryee (1992), Aryee, Luk et al., (1996b), Frone
(2003)] - Family Responsibility and Family Stressors (conflict within the
family)- Predictors to Family to W o r k Interference (FWI)
(a) Family Responsibility,
(b) Parental Responsibility,
(c) Role of Spouse( Lack of Spouse Support)
(d) Family Dependents Responsibility,( Number of Dependants at the
Family)
(e) Leisure Time and other Activities with Family.
(f) Demands from Household Chores
3.2.7 Work Related Variables: [Frone (2003), Lingard & Francis, 2002] have
been identified as the most important variables affecting dual earner couples
(DCC-RAC) with children specific- Predictors to Work to Family
Interference(WFI)
(a) Job Demands,
(b) Task Variety,
(c) Job Autonomy,
(d) Working Hours,
(e) Irregularity of Work Hours
(f) Flexible Work Schedules
(g) Non Standard Work Schedules
(h) Role Responsibility,
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(i) Organization Citizenship Behavior,
(j) Work Load
3.2.8 Contextual Variables: [Lakshmi K. Santhana (2015)]
Attitude towards different contextual variables such as, Under mentioned
Factors Impact/Effect the WW pertaining to Doctors/Nurses. Similar
/ different factors may be there at varying degree in different
profession Sectors of Professions/ Organizations in relation to WW.
(a) Activities at Home,
(b) Occupational Hazards /Biological Hazards,(e.g. HIV, Hepatitis B&C,
Needle Injuries-in case of a Medical Sector to Doctors/Nurses)
(c) Committing Errors,
(d) Impact of Overtime,
(e) Fatigue,
(f) Empathy -in relation to Medical Profession –Doctors/Nurses (empathy
towards self and customers that impact Professional WW)
3.2.9 Professional Satisfaction on Work Life Balance (WLB): [Progression
Career of WW (PCWW)]
There is No’s of reasons impact, in all, to Professional Satisfaction of a WW (in
relation to WLB). Under mentioned reasons are interrelated to Professional
Satisfaction. But this research is on specific issue to PCWW specific to Raising a
Child (RAC) (in relation to Professional WW-DCC). That’s why other reasons are
not focused /elaborated here.
(a) Overall Satisfaction on respective Profession & Personal Life of WW
(b) Maintaining Good Communication with colleagues
(c) Job Security
(d) Job Outcome fulfill my satisfactory level
(e) Self Respect by others
(f) Work Recognized by others
(g) Fringe Benefits
(h) Decision Making regarding my Profession
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(i) Organization will be successful in the employees have a Good Balance of
Work and Life
(j) I am able to Balance the amount of Work Load
(k) I am able to pursue a Course of Study or Training
(l) Childcare Responsibilities
(m) To Pursue Hobbies
(n) Happy with my Job Living
(o) Ideal/Best Life
3.2.10 Personal Satisfaction of Respondents (RAC) in Indian Originations:
While Customer satisfaction is important, WW status of mind is more important.
But often the WW are exposed to different challenges at their domestic and
professional end causing enormous stress affecting their Psychological and
Physiological conditions. The reflection of this bound to influence the quality of
services rendered by them and also the Customer/Organization.
Most of the under mention reasons, Impact Personal Satisfaction of WW (in relation
to WLB). But this research is on specific issue of RAC along with “No Support”
from Family, (in relation to Professional WW). That’s why other reasons are not
focused /elaborated here.
Rest all other factors are interrelated with Personal Satisfaction of WW. To keep
Individual Alive, Energetic, Happy and Survive-
(a) Elders to look after at your Home,
(b) Enough Sleep, Exercise & Healthy Food,
(c) Care for Self,
(d) Household Activities,
(e) Study,
(f) Spending time with Friends,
(g) Hobbies during working days,
(h) Study or Training,
(i) Spend as much time with your loved ones,
(j) Keep Healthy and Fit,
(k) Shopping for necessaries,
(l) Take part in community activities or fulfill religious commitments,
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(m) Take Care of Family and Spend Time with them,
(n) Attending Family Functions,
(o) Spouse Helps at the House Hold Work
3.2.11 Different Factors impacting Work Life Balance (WLB) of WW:
Frone (2003) discussed about the Psychological Involvement of the person in the
organization as well as on the family front. A high degree of Psychological
Involvement with context to role of an individual i.e. Job Role and Family Role
would prioritize the individual to be somewhat mentally preoccupied with their
performance in that role; such imbalance in performance will have significant
implications on work to family and family to work interference.
(a) Demographic Profile and Biographic Profile
(b) Perception towards Hours of Work, Work Logistics and Lifestyle Choices
(c) Professional Satisfaction and Willingness to continue in the Present
Assignment
(d) Organizational Support
(e) Chance for Correction of Errors while performing of Tasks
(f) Expectation of Facilities at workplace and Enhancement of Skills
(g) Superior Interaction at Work
(h) Facing Occupational/ Biological Hazards while Performing Tasks
(i) Impact of Stress on Self
(j) Understanding Emotions, Role of Empathy while Performing Tasks
(k) Perception towards different components for WLB Policies
3.2.12 Organizational Effectiveness and Workplace Dynamism: (Allen, 2001;
Shepard et al., 1996)
The rationale for supporting under mentioned activities is usually linked with the
assertion that there is a link or relationship between work-life balance of an
employee and Organizational Effectiveness.
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3.2.13 Benefits Given By Employers: (Estes & Michael, 2005; Perry-Smith &
Blum, 2000)
Those are additionally given by employers to make sure of employee’s Mental,
Spiritual and Physical Well-Being in relation to Work Life Balance.
(a) Remote Working or Flexible Working Options,
(b) Over-Time Options,
(c) Leaves and Vacations,
(d) Job-Sharing Options,
(e) Employees’ Family Health options, and
(f) Other Benefits or Bonuses
3.2.14 Impact of Overtime and Consequences on WW: [Hughes and Rogers, A.
E. (2004). Altevogt et al., (2006) and Lockley, (2007)]
The under mentioned subjects must be addressed in relation to working women (WW)
and dual career couple (DCC).
(a) Flexible Time Arrangements (FTA),
(b) Women Supportive Measures (WSM) and
(c) Financial Perks
3.2.15 Summary of Work Life Balance (WLB) Interventions & Flexibilities in
Indian Originations:
Under mentioned Options / Benefits / Facilities / Flexibilities may be given by
employers. The rationale for supporting such activities is usually linked with the
effectiveness of the Organizations.
(a) Remote Working or Flexible Working Options,
(b) Flexi Time Arrangement(FTA)
(c) Over-Time Options,
(d) Paid-Time Off
(e) Leaves and Vacations,
(f) Job-sharing Options,
(g) Breast Feeding Support Group
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(h) Day Care Centre
(i) Life Balance Program
(j) Peer Support Group
(k) Cafeteria
(l) Food & Transport
(m) ATM & Concierge Facility
(n) Personal Health Care
(o) Employees’ Family Health Options,
(p) Staff Counseling
(q) Social Club
(r) Women’s Network
(s) Educational Facilities
(t) Loans Facility
(u) Insurance
(v) Pension Plan
(w) Company Credit Card
(x) Pre-Retirement Club
(y) Other Benefits or Bonuses
3.2.16 Flexibility in Working Hours: in Indian Organizations
(a) Flexi Working Hours
(b) Mutually Acceptable Schedule
(c) Reaching the Committed Goals
(d) Care on Child
(e) Care on Parent
(f) Care on Health Issues
(g) Care on formal Education Program
(h) House Rent Allowance
(i) Leave Travel Assistance
(j) Medical Reimbursement
(k) Special Allowances
(l) Paid Leave
(m) Sabbatical Leave
(n) Career Break Leave
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(o) Public Holidays Leave
(p) Sick Leave
(q) Maternity Leave
(r) Study / Exam Leave
(s) (Paternity Leave)
3.2.17 Supports:
Social Support: In the Work Life literature review some studies has confirmed
that the presence of Social Support reduces the negative consequences of work
related stressors and work family conflict (Thomas & Ganster, 1995; Goff, Mount &
Jamison, 1990). It is anticipated that, when supervisors or co-workers support is
high, job satisfaction and employee commitment is also very high. This leads to a
better work life balance for employees.
Social Support is defined as the availability of people (e.g., family members or
colleagues) on whom an individual can rely for physical, emotional, instrumental,
informational and social aid (Michel et al. 2010). Social Support is understood as the
perception and actuality that one has assistance from other people (Michel et al.
2010).
3.2.18 Perceived Organization Support (POS):
The extent to which favorable or unfavorable treatments perceived by the employees
concerning the extent to which the organization values their contribution and cares
about their well being is termed as Perceived Organization Support(POS).
Casper et al. (2002) explored that employees who work in supportive or
organizations are likely to experience less amount of stress and more organizational
commitment. This in turn leads to less work life conflicts and greater affective
commitment towards the organization.
3.2.19 Supervisor:
Supervisors play a particularly important role in the work arrangements and
controlling access over employees (Walkins 1995). Having a Supportive Supervisor
has been reported to reduce the negative impact of Work family Conflict
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(Thomas & Ganster 1995). It has been examined that if the supervisor is
supportive it leads to low level of stress, low psychological strain and reduced work
life conflicts.
3.2.20 Job Satisfaction: (Boles, Howards & Donrio, 2001)
When the Supervisor is Supportive it also leads to Flexi Work Arrangements
(FWA), Gender Favors, Reduced Employee Working Hours and Low Amount of
Work Responsibilities.
Those with high levels of supervisor support reported less conflicts and less
psychological strain than those with unsupportive Supervisor Support. In most of
the studies, Job Satisfaction has been directly linked with Work Life Conflict.
3.2.21 Supportive Work Environment: (Thompson et al, 1999; Allen, 2001)
Organizational and support from co-workers and supervisors have always been an
influential variable for the study of work life balance issues. Thompson et al and
Allen demonstrated that, in order for employees to have better work life balance it is
equally important that they get Supportive Work Environment.
Frances, 2004 revealed that employees who reported their organizations to be
supportive of their family commitments, they are satisfied with their job and face
les Work Life Conflicts . In contrast, under mentioned factors leads to negative
commitment on job and work life conflicts issues in organizations.
(a) Unsupportive Work Environments,
(b) Stressful Job,
(c) Long Working Hours,
(d) Negative Supervisors Support
3.2.22 Job Dissatisfaction:
It has been observed that when high amount has been observed that when work life
conflict increases it creates the negative impact on job satisfaction and the
employee tends to lose interest in working in the organization. Bruck, Allen and
Spector (2002) framed the relationship between work life conflicts and job
satisfaction. The relationship was formed by using two interfaces that is work to
family and family to work and any discrepancy leads to Job Dissatisfaction.
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3.2.23 Work-Life Imbalance and Mental Health Issues: (Hammig and Bauer,
2009) Investigated and discovered that when work-life Imbalance and Mental Health
Issues developed in males as well as females, they tend to develop further issues such
as
(a) Negative Emotions,
(b) Depression,
(c) Low Energy,
(d) Pessimism,
(e) Fatigue and
(f) Sleep Disorders
Under mentioned factors shall impact RAC for WW / DCC tremendously. While,
specific and separate Questions have not been asked/inquired in present research.
However, these factors shall occur to a WW, because of RAC as well as subjecting on
type of profession and shall impact WLB of WW/DCC profusely.
(a) Fatigue[Yoder (2010), Kunert et al.,(2007) and Eriksen (2006)]
(b) Sleep deprivation-[Hughes and Rogers, A. E. (2004). Altevogt et al.,
(2006) and Lockley, (2007)]
(c) Higher Somatic Stress
(d) Feeling Depressed
Perception towards Fatigue on Job and Sleep Deprivation are of the major issues
with Work Life Balance (WLB). Perceiving to suffer with Fatigue and Sleep
Deprivation were cross tabulated in the Research [Lakshmi K. Santhana(2015)]
respectively, with perception towards with-
(a) Heavy Work Load,
(b) Working Long Hours,
(c) Man Power Shortage,
(d) Work Place Hazards,
(e) Unsafe Work Environment,
(f) Friction with Colleagues,
(g) Inappropriate Task,
(h) Insufficient Skill,
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(i) Poor Self Management
(j) Unsafe Working Condition
3.2.24 Factors of passion, responsible, towards various profession of WW has
to be found out
This study is about for all working women (Professional) irrespective of any
particular discipline/stream/Profession. That’s why Factors of passion, responsible
towards various passions couldn’t be found out. Probably that task can be undertaken
in next study. Presently, focus has been to establish relationship between RAC,
PCWW and WLB for WW.
.3.2.25 Benefits of Work Life Balance for Organizations:
These ‘‘profits’’ for family life do yield returns for organizations. Organizations that
promote WLB experience important gains such as increased employee job
satisfaction, employee commitment, productivity, and business performance (Ezra
and Deckman 1996; Hobson et al. 2001; Rodgers and Rodgers 1989; Thomas and
Ganster 1995; Beauregard and Henry 2009).
Counterproductive Work Behaviors (CWBs) can result in negative outcomes for
organizations such as increased turnover, lower productivity, and higher employee
absenteeism and medical expenses (Bennett & Robinson, 2000; Berry, Carpenter, &
Barratt, 2012). Institutional deviance is often the result of perceived injustice by the
organization as well as job dissatisfaction (Berry et al., 2012). Psychological contract
breaches lead to various forms of CWB (Bordia et al., 2008) which are not mitigated
by organizational policies prohibiting CWB (Jensen et al., 2010).
3.2.26 Work-life Balance (WLB)-DV: (in relation to Organization) [Nabergoj et
al. (2016)]
It brings, Customer Satisfaction, Employee’s Satisfaction and Long Term Success
of the Organization. It is must as a Long Term Strategy in 21st Century, increased
intake of skilled workforce, reduced Turnover, increased Job Satisfaction,
Commitment, Dedication and Positive Provisions at large.
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3.2.27 Correlation between Questionnaire & Objectives: Broadly divided under
following Headings-
3.2.28 Progression of Career of WW (PCWW)-(DV)[Professional
Satisfaction/ Job Satisfaction]:(Q18-20-23-24-25-26-27-28-29-45-46-49.1To
49.3-50.1To 50.5)
(a) Age of youngest child
(b) Who looked/looks after them, during office hours (during initial 03 years
of age of your youngest Child)?
(c) Did/ Does anyone of the following stayed with you during raising a child?
(At least-during initial 03 years of age of your youngest Child)
(d) Whether wife’s Parents/In Laws stayed in same city Break /resigned the
job because of raising a child
(e) Break /resigned the job because of raising a child-How many Times?
(f) Reasons for Leaving (Separation) a job
(g) Dual career couple-How many years
(h) Transferable job
(i) Professional Career/ Career Progression, of a Working Woman in an
Indian Org.
(j) Possibility of Pursuing a Professional job of a Working Woman/Dual
Career Couple
(k) Delayed Child(Issue Gap)/Surrogacy/Adoption of a Child/No Child
(l) Compulsory & Proper Policy on WLB by Organizations on working
women/Dual career couple
3.2.29 Raising of a Child (RAC)-(DV) [Personal Satisfaction]:(Q20-23-24-21-
22-29-47)
(a) Who looked/looks after them, during office hours (during initial 03 years
of age of your youngest Child)?
(b) Did/ Does anyone of the following stayed with you during raising a child?
(At least-during initial 03 years of age of your youngest Child)
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(c) Whether wife’s Parents/In Laws stayed in same city Break /resigned the
job because of raising a child
(d) Who takes care of their study
(e) Issues/ problems pertaining to children’s school
(f) Transferable job
(g) Raising of a child with the help of maid
3.2.30 Work-life Balance (WLB)-(DV): (Q31-32-33-34-42-44) (Stress, Life
Satisfaction)
(a) Relation of Work with WLB(OFFICE & HOME)
(b) because of pressure of work -miss out any Quality Time
(c) Activity -help you in managing your this issue of WLB
(d) To know & Make Policy on Work-life Balance (WLB) by Org.
(e) Could you move freely like your husband, freely, being a working
woman
(f) Could you (WW) manage Home Organization and Job Organization
successfully?
3.2.31 Support-S1-Family-(IV): (Q19-23-24-40-43-48)
(a) To Find out Support, whether Internal or External
(b) Support for Raising A Child(RAC)
(c) Parents/In Laws stayed at place of working
(d) Support to a WW from Husband's Family
(e) Gender Superiority or Cast/ Custom/ Traditions of Earning Man stops
helping
(f) Raising of a child with the help of Family ,for a working
couple(Woman) in Indian organization
3.2.32 Support-S2-Infra-(IV): (Q38-39)
(a) Support Social Infrastructure-Perception
(b) Support Social Infrastructure-Actually Existed
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3.2.33 Support-S3-Organisation-(IV): (Q35-36-37-38.6-41)
(a) No of days of maternity leave
(b) Supports under the Policy were even existed? If yes, were these
Facilities ever availed?
(c) Organization will be more Effective and Productive
(d) For a working couple, whether, following mentioned Help/ Supports are
needed, to raise a child?
(e) Support for working woman from the Job organization of your Husband
3.2.34 Prominent Definitions - Difference between Career & Job:
Madeline & Jamie (2016) found a career from different perspective is like long term,
a job individual might have for a real long time. Something, that pays really well too.
Jobs are different from careers. Careers provide social status, long-term financial
support, and opportunities for self-actualization. There is the privilege of choice when
selecting a career, whereas an individual finds a job to meet financial needs.
A career is something that individual dream about, that individual think about, that
individual hope for. It is longer term. A career obviously makes individual money, but
it isn’t just the money. Individual do that, individual find it or come to it because
individual decide individual want to do it, not because individual have to do it.
A career is something that one has the privilege to choose: “A career is something
long terms that individual wants. Everyone wants a job that they like.
A career is long term, and like a job that individual wants to stay in for a long time, a
job with longevity. There is a support and benefits, something individual would retire
from.
A career would be a really good job. Like, a job where individual could pay all
individual’s bills, have time off, individual know to take vacations. Have retirement;
be able to take sick days if individual’s child is sick or something, Health insurance.
Those are all big things that careers would give individual but jobs would not. Jobs,
that is like hourly.
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In addition to the economic privileges offered by careers, a career offers status and
prestige. A job is just something to pass time and make money.
Social Exchange Theory: The extant theoretical grounding rests on the notion that when an
individual voluntarily behaves in a helpful manner there is an inherent expectation of
receiving similar benefits in exchange (Blau, 1964).
Stakeholder Theory: declaring that it is the role of the manager to accept and own
the problems which result from the failure of the organization to meet stakeholder
needs. The following assertion was made: For each major strategic issue, the effects
on a number of stakeholders must be considered, and processes that take into account
the concerns of many groups are needed. For each major stakeholder, those managers
responsible for that stakeholder relationship must identify the strategic issues that
affect that stakeholder and understand how to formulate, implement, and monitor
strategies for dealing with that stakeholder group (Freeman 1984). Therefore,
according to the stakeholder approach, it is the responsibility of management to
develop, effectuate, and monitor plans and policies to ensure that balance is achieved
according to the needs of these employees.
Gist of Research
WLB: It is organizational Citizenship Behavior (OCB) of Organization towards
employee. Or it’s Organization’s behavior towards the employees of their
Organization.
Migration: This Research focuses on basically migrated DCC or those do not have
any support from their both individual Families to look after/ Support DCC Home.
This Research is an effort to find some Solution at least for first three years of after
birth of a Child for a DCC. Bagger et al. (2008)] & Janssen et al. (2004) examined
the interactive effects of family identity salience, family interference with work and
gender on two outcome variables- job satisfaction and job distress.
Moreover need has been felt for some Policy on WLB-RAC towards having
Intellectual workforce of 21st Century of India.
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New born Child cannot be neglected at least for initial 03 Years. All the Stake holders
have to play the Roles. WW must be looked after again by all stake holders. It is not
possible to neglect her any more. It is a core issue may affect almost all Organizations
of India.
Thompson et al. (1999) also presented strategies for policy development for
companies including time-based strategies, information-based strategies,
money-based strategies, and direct services.-Could be useful in my Objectives.
Issues related to work pressure, longer working hours, harassment etc can be
addressed by introducing flexi-timing, job rotation, career growth, family
get-together, children school funds, child care centers etc, which will motivate the
employees to work at place and give their 100% to their job.
This aspect is given importance and different variables relating to demography,
biography and work related variables are studied in present research.
For the present study strategies such as time based, money based, gender
oriented and direct services are suggested.
3.2.35 Basic Diagram showing the relationship of RAC, PCWW & WLB or
Concept of Research: on “Work Life Balance Strategies: Progress & Problems in
Indian Organizations-Specific to Raising a Child”
FIGURE 3.1: Detailed Concept: Work Life Balance Strategies: Progress &
Problems in Indian Organizations-Specific to Raising a Child
FIGURE 3.2: Research Specific : Work Life Balance Strategies: Progress &
Problems in Indian Organizations-Specific to Raising a Child
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3.2.36 Nomenclature of Diagram
TABLE 3.2.1 Work life Balance Strategies: Progress & Problems in Indian
Organizations-Specific to Raising a Child:
Block
No. Nomenclature Abbreviation Attributes/ Background Concept
1 Money MN
2 Work-Job/
Service
WJ Job Description(JD) & Job
Specification (JS), HPJ (High
Profile Job)
3 Workforce WF Job Satisfaction, Job Involvement,
Job Commitment, Perceived
Organizational Support (POS)
4 Human Capital HC KSAOs
5 Personality PY
6 Criterion-
Constant
CC Gen Y, WW (DCC), NF, Age of
Child<= 03 Years, HPJ &
Transferable Job
7 Dual Career
Couple
DCC Highly Educated Parents
(Professionals),
8 Scope SC Qualification, Types of Service
Org., Kind of Job, Total Experience,
Yearly Income Type of Profession,
Present Position, Type of Sector
(Organization),
9 Control Group CG Married, WW (DCC), , Having an
Child (Any Age),
10 Working Women WW Women Workforce / Professional
Working Women / Working Mother
11 Basic Supports BS
12 Family Support FS Child care, Spouse Emotional &
Attitude Support
13 Infrastructure
Support
IS Child care
14 Organizational
Support
OS Motivation, Reward, Pay,
15 Organizational
Additional
OAS Maternity Leave, Crèche, Child
Care, Job Sharing, Paternity Leave,
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Block
No. Nomenclature Abbreviation Attributes/ Background Concept
Supports Sabbatical Leave, HR Strategies,
HRD Intervention , OD Intervention
Time based
Family Support
Policies
Parental Leave, Time off for Family
Work Family
Organizational
Support
Supportive Work Family Culture
17 Government
Policies
GP
18 Work
Environment
WEE
19 Work Life
Conflict
WLC Family Stressors, Work Stressors ,
Work Schedule Stressors [Multiple
Roles, Long Excessive Hours at
Work, Less Job Flexibility, No
Support from Organization,
Psychologically Demanding Work
(PDW)]
20 Family
Interference with
Work
FWI Old Parental demand, Responsibility
of Husband Chores, Lack of Spouse
Support
21 Work
Interference with
Family
WFI / WIF Task Variety, Task Complexity,
Task Autonomy, Role Conflict,
Role Overload, Role Ambiguity,
Time Commitment to Work, Work
Role Expectations
Managerial
Work Demands
Time spent at work, Travel & No.
of Subordinates
22 Family Domain FD (WIPL) Work interfere with Resources
allotted to the Personal Life(FD),
Combat Resource Drain
23 Work/ Job
(Professional)
Domain
WD/ JD
(PLIW)
Personal Life interfere with
Resources allotted to the Work Life
(WD)
24 Raising/ Rearing
a Child
RAC Cognitive Child, Innovative
Employee (IE) , FWFI , HC
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Block
No. Nomenclature Abbreviation Attributes/ Background Concept
25 Progression
Career Working
Women
PCWW Satisfied WW
26 Personal
Satisfaction
PS Self & Family Serving (RAC)
27 Organizational
Role Stress
ORS
28 Professional
Satisfaction
PFS Accomplishment of Task
29 Enhance Your
Skill
30 Enhancing Skill
Like
31 Superior Interact
32 Feeling about
Work
33 Work Family
Imbalance
WFI Differentiating Factors (DF)
impacting WLB, Time, Strain &
Behavior based Conflict (03)
Work Family
Balance
WFB Time Balance, Involvement Balance
& Satisfaction Balance (03)
34 Coping
Strategies
CS Family, Friends, Organization,
Supervisor, Coworker & Other
Support
35
Work Life
Balance
WLB Personal & Professional Satisfaction
(POS), Equilibrium/ maintain
overall Harmony of the Life
Work Family
Conflict
WFC WLB or WFC used interchangeably,
can replace each other. Both effect
Job Satisfaction, Family
Satisfaction, Life Satisfaction,
Career Satisfaction & Job Stress
Overall
Appraisal
Approach
AAO Covering the Entirety of Life
Situation
36 Work Life
Balance
WLBI Financial perks to DCC to produce
Cognitive Child, Family Friendly
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Block
No. Nomenclature Abbreviation Attributes/ Background Concept
Interventions Policies
Enabling
Resources
Autonomy & Learning
Opportunities
Psychological
Rewards
Respect & Meaningful work
37 Flexible Work
Arrangements/M
ethods
FWA/FWM Remote Working, Telecommuting,
Flexible Work Schedule
38
Perceived
Organization
Support
POS Women Supportive Measures, DCC
Polices, Similar to CSR
Emotional
Exhaustion
Psychological Job Demand,
Workplace Support
39 Supervisor/
Initiating Officer
IO
40
Work & Personal
(Family) Life
Enhancement/
Enrichment
WE / PE [WE+PE=Job Satisfaction,
Affective Commitment & OCB]
Work Personal Satisfaction, Induces
Positive Impact in other Roles
Work to Family
Enrichment
WE JCM Model ( job Characteristics),
Skill Variety, Task Identity, Task
Significances, Autonomy &
Feedback
Personal
(Family) to
Work
Enrichment
PE Family Satisfaction ( Family
Support & Supervisor Support)
41 Occupational
Attitude
OA
42 Job Satisfaction JS WLB, Work Pressure, Improper
Working Environment, Growth
Pressure (Extrinsic Factors of JS),
JS= Job Control +Workplace Social
Control
43 Quality Work
Life
QWL To make sure of employees’ Mental,
Spiritual & Physical Wellbeing,
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Block
No. Nomenclature Abbreviation Attributes/ Background Concept
HAPPINESS
44 Work Life
Enhancement
WLE High Level of Positive Wave,
Work , Family and Life
Satisfaction (LS), Feeling of
Fulfillment
45 Cognitive Child CC Competitive, Intellectual
46 Future
Workforce of
India
FWFI
47
High
Performance
Work System
HPWS Development of Motivational
Culture
High
Involvement
Variables (05)
Power to make Decision,
Information precision, Reward,
Knowledge of the Job,
& Team Working (Self Managed
Team)
48 Innovative
Employee
IE JCM Model, Organization
Citizenship Behavior(OCB), Job
Satisfaction, Intrinsic Motivation,
Individual Output
49 High
Productivity
HP Accomplishment of Task/ Goal,
High Performance
50 Contextual
Variable
CV Role Conflict,
51 STRESS Physical Health (Biological
Dysfunctions), Mental
Health(psychological Diseases)
52 After Effects AE Absenteeism, Turnover, Deviant
Workplace Behavior (DWB), Job
Dissatisfaction
53 Extreme Effect EE
54 Fatigue FT
55 Sleep
Deprivation
SD
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Block
No. Nomenclature Abbreviation Attributes/ Background Concept
56 Higher Somatic
Stress
HSS
57 Feeling
Depressed
FD
58 Resignation RG
59 Accomplishment
of Task
AOT
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Section-III
Concept of Research [Progression Career of
Working Woman (PCWW)]
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3.3.1 Concept of Research-at a Glance-Gist:
1. First Research problem is on, No Support to DCC, Gen Y, NF, Child <= 03
Years. Then, in this relation RAC, Q 21 & 22 becomes applicable only when
Child grew more than 03 years. Although, play School start at 2.5 years.
2. Second Research problem is to Support a WW (DCC) for that period (at
least, those 03 to 04 years, while, Mother (WW) is carrying and growing, till
the Child is able to survive in this Universe), when she in Transferring Her
Energy in her Child (RAC). That makes a difference for a Child throughout
her Life. Probably, after 03 years of age of Child, she can communicate, Speak
walk, eat express her feelings to others members of Society except then
Mother. On attaining the age of 03 years, by Child, types of problems of a
WW (DCC) are different, in relation to RAC.
3. Third Research problem is Career of a WW (DCC), because of that period
(at least those 03 to 04 years, when she is carrying and till growing the Child
to survive in this Universe), when she in Transferring Her Energy in her
Child. WW Career (PCWW) must not get shattered because of RAC.
4. This Research has measured / scaled WW (DCC) under three Attributes of
RAC, PCWW and WLB [in relation to WW (DCC)].These have been
constructed or found out based on set of Questions. These Attributes (RAC,
PCWW & WLB), further measured / checked in terms of Problems/ Hurdles.
Subsequently, these Attributes get converted into respective Problem (RAC
Problem, PCWW Problem & WLB Problem). Then, finally Problem (RAC
Problem, PCWW Problem & WLB Problem) checked on three basic Supports
(Family, Infrastructure & Organization).
5. These Supports (Family, Infrastructure & Organization) have been
measured/ scaled, constructed or found out based on set of Questions.
6. Finally, for my Environment (Target Population), endeavourers are to find
out the reading in between Problems/ Hurdles (Imbalance) and Supports
(Enabler/ Enhancement). That’s what the WLB is.
7. Dependent Variable is WLB in relation to WW (DCC). It depends on RAC
(Personal Satisfaction) and PCWW (Professional Satisfaction).
8. Variables : Broadly divided under following Headings-
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9. Independent Variable (IV)
10. Dependent Variable (DV)
11. Concept of other Variables:
12. CRITERION-CONSTANT (K) (IV)
13. SCOPE (IV)
14. Formula Used: e.g. F=M.A [Force=K X Mass X Acceleration- Based on
what, Criterion i.e. N.T.P]
3.3.2 Logic for This Research:
1. WLB =K(WW-DCC) X SCOPE(WW-DCC) X SUPPORT(WW-DCC)
2. WLB =K X SCOPE X SUPPORT
3. Work life balance (WLB) = K (Criterion- CONSTANT) X SCOPE X
SUPPORT (Help/Reinforcement)]
4. Previous Researches have proved that-WLB is nothing, but balance between
in Personal Satisfaction and Professional Satisfaction. i.e.
WLB(Satisfaction/Life Satisfaction/ Job Satisfaction )=Personal Satisfaction+
Professional Satisfaction
5. Professional Satisfaction and Personal Satisfaction are the key
constructs which are likely to improve Job Satisfaction of WW, Frone
(2003).
6. Job Satisfaction has been directly linked with Work Life
Conflict.(WLC) (Boles, Howards & Donrio, 2001).
7. WLB=RAC+PCWW or F=F1 +F2
8. Means, RAC effect and control, PCWW in case of WW or Could be vice versa
9. OR, We can say WLB is directly depends on RAC and PCWW, where-
10. Personal Satisfaction(WW)=RAC(Raising of a Child)
11. Professional Satisfaction(WW)=PCWW (Progression Career of Working
Woman)
12. While this Research is an effort to know on WLB (DV) = [Directly related
with Raising of a Child (RAC) (DV) and its impacts on Progression Career of
WW (PCWW) (DV)]-This relationship has been further established through
SEM Model in later part of Study.
13. We go with the premise that-For WW in India, Life Satisfaction(Greatest) is
RAC
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3.3.3 Explanation: Types of Main Variables
1. WW-DCC (Working Woman in relation to Dual Career Couple) (Scope)
(Independent Variable)
2. WLB (Dependent Variable)
3. RAC (Dependent Variable)
4. PCWW (Dependent Variable)
5. SUPPORT (Independent Variable)
3.3.4 Supports:
1. SUPPORT-S1- Family-(IV)
2. SUPPORT-S2- Social Infrastructure Environment-(IV)
3. SUPPORT-S3- Organization-(IV)
4. SUPPORT-S4- Government Policies-(IV)-Not in purview/ Scope of
this Research
3.3.5 Control/ Experimental Groups:
1. Experimental Group - WW of Combined Attributes of Gen Y, NF, DCC
and Age of Child <= 03 Years (with Ideal conditions / Research Problem)
2. Control Group –Gen Y, NF, DCC, Bearing a Child (Age of Child < 03
Years), HPJ(BOTH), Transferable Job (BOTH)-Stand alone Attributes
3.3.6 Criterion as Defined: (obtained from respective Questions)
1. DCC -QNo-28-(Ans.-Minimum 01 Year experience of WW(DCC) after
marriage)
2. Gen Y -QNo-09- (Ans.-Below 36 Years of Age)
3. NF - QNo-24- (Ans.-No)
4. Transferable- Q No-29-(Ans.-BOTH)
5. HPJ -QNo-30-(Ans.-BOTH)
6. Married, Having an Child, Dual Career Couple, Working Wife (working
woman-WW) were only selected for Survey/given the Questionnaire
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3.3.7 Details in relation to Concept of Research:
1. Total concept of Research has been reinvented again. Earlier Criterion and
Scope had been considered less than one heading, both as Constants. Although
both are Independent Variable (IV).Now, Criterion and Scope have been
defined specifically.
2. Criterion covers Gen Y, Married, Having a Child, Dual Career Couple,
Working Wife (working woman-WW), Nuclear Family, Transferable Job
(Both) and HPJ (High Profile Job) (Both).
3. This is a Criterion of my research and kept as constants and accordingly
Sample/ Data have been chosen.
4. Scope covers Age, Qualification, Type of Org., Kind of Job, Experience,
Income, Type of Profession, Present Position and Organization falls under
which Sector.
5. All these parameters have variation even by having same basis (Criterion) of
Study. To know correlation of all these with WLB (RAC-PCWW) and its
impact on Working Woman (WW)[ Dual Career Couple-DCC] and vis-à-vis
PCWW (progression career of working woman).
6. It is not possible to consider those as a Participant/Respondent, until unless,
wife is in Job. She has to be a working woman ever. Earlier it was whole
universe to find out dual career couple. It increased No. of questions.
7. 14 Sectors (Q17) are identified, although it may vary, for Spouse.
8. Nuclear Family:
9. If, Answer of Q-24(of my Questionnaire) has “Yes” answer, means it is an
Extended Family. I cannot say that it is not a Nuclear Family. But; it does not
qualify to be a “Nuclear family” for my study. Or, I can conclude that Nuclear
Family gets support from either her parents or in Laws. While this research
aims on to find the answer/solution in case of “No Support” either from wife's
Parents or from her in-Laws.
10. Even, if these Respondents have Nuclear Family but their Extended Family
would have been available in the same city or staying in nearby
locality/vicinity. That’s how they could avail the Support from their Extend -
Family (Parents/ In-laws/Others).
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CHAPTER-4
Data Analysis and Interpretation
Section-I
4.1 Introduction:
The study dealt with respondents drawn from various Organizations located in the
State of Gujarat in India. Responses from the WW (DCC) were solicited to test
theoretical model based on RAC organization effectiveness. This chapter tests the
validity of the scales used by administering Factor Analysis and Content Validation
by Subject Experts. It is followed by the testing of hypotheses by applying Correlation
and Cross Tables. It also comprises of descriptive statistics reflecting characteristics
of sample. Standard Statistical Package for Social Sciences version 13.0 and STATA-
13 software were used for analyzing data. SPSS 13.0 is useful versatile software that
provides descriptive analysis for each variable. STATA-13 is used for SEM modeling.
4.2 Empirical Analysis:
Before starting the analysis and the interpretation of the data, it is necessary to
examine the extent to which the Questionnaire used for collecting data, was reliable
and valid.
The validity of the contents of the Questionnaire was verified with earlier literature
study, apart from obtaining the confirmation of subject Experts. Five HR
Executives/Faculties of different Organizations/Institutions were consulted and sought
guidance on Questionnaire. Hence the Questionnaire was validated for content before
final implementation for the main data collection for present study. For the purpose of
reliability the content of the questionnaire were classified into 06 sections (as given
below) and Chron-bach Alpha was calculated. The desired value of Reliability is 0.5.
Any value above this indicates that the reliability of the questionnaire is good.
Detailed discussions had taken place on number of times (at length) along with
Guide, DPC and Annual Review Board Experts. This confirmed the Content
Validity. Prior to Final Survey (Final Data Collection), a Pilot Study was carried out
with 57 respondents to ascertain the validity of the Questionnaire. Based on the
results of the pilot testing, revisions and additions were made to the Questionnaire.
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4.3 Reliability of the Instrument in - Internal Consistency - Cronbach Alpha
Reliability is the ratio of true variance to the total variance yielded by the
measuring instrument. It indicates stability and also the internal consistency of a test.
The reliability of a measure indicates the stability and consistency with which the
instrument measures the concept and helps to assess the ‘goodness’ of a measure.
TABLE 4.1a–Reliability of the Instrument used for the study- Internal
Consistency - Cronbach Alpha
Scale Reliability
Issue of WLB (Measurement of Stress) (Q.33.1 to 33.5) 0.762
Support / Facilities Provided by the Organization (Q36.1 to Q.36.9
& Q36.1a to Q.36.9a) 0.730
Support / Facilities needed to Raise Child (Q 38.1 to Q 38.6) 0.837
Support / Facilities Availed / Provided by the Infrastructure (Market
availability-Social Infrastructure Environment) (Q 39.1 to Q 39.5) 0.938
Possibility of Professional Career of Working Woman (PCWW)
with reference to Type of WW (Q 49.1 to Q 49.3) 0.895
Possibility of Professional Career of Working Woman(PCWW) with
reference to raising a child (Q 50.1 to Q 50.5) 0.524
4.4 Initial Background of Research
1. Target Population (Control Group) has been Gen Y, Married, Having a
Child (Less than & equal to 3 Years), Dual Career Couple, Working Wife
(working woman-WW), Nuclear Family, Transferable Job (Both Spouses)
and HPJ (High Profile Job) (Both Spouses).
2. While, practically (Experimental Group), Working Women (WW-DCC)
(irrespective of Gen Y, NF, Transferable and HPJ) who have been in
service at least for 01 Year after marriage and having a Child of any age,
are part of Universe.
3. Initially, separate Questionnaire had been formed for Working Woman
(WW) and Working Man (WM). But it turns out to be much more
cumbersome and complicated. Therefore, a common questionnaire was
formed and used.
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4. In cases, where DCC has nuclear Family but its extended Family residing
in same City. Such DCC is not considered as NF, as they could avail
Support from its extended Family.
4.5 Research Objectives:
1. To Study challenges faced in raising a child (RAC) by Gen Y, dual
career couple (DCC), in a Nuclear Family (NF) with working wife
(WW) in Indian organizations.
2. To study the issues arising out of Work-Life Balance (WLB) on Gen Y,
dual career couple (DCC), in effective Transformation of Indian
organizations.
3. To find out Strategies (Flexibility) to be followed in an Indian
Organization on Work-Life Balance (WLB) -specific to raising a child
(RAC).
4. To find out combinations of jobs, organizations, conditions of family,
those permit smooth sailing of a dual career couple in job.
4.6 To Examine a Demographic and Biographic Characteristics of Working
Women-WW (DCC)
In the following Para, Analysis of demographic Factors, such as Gender,
Qualification, Types of Service Org., Kind of Job, Total Experience, Yearly
Income Type of Profession, Present Position, Type of Sectors (Organization),
are analyzed, based on data collected from respondents.
TABLE 4.1 –Demographic Characteristics of the Respondents- Gender
(Responded those answered / Filled Questionnaire)
Respondents
Gender (Female) Gender (Male)
Frequenc
y
Percenta
ge (%) Frequency
Percentag
e (%)
Gender, who answered /
replied Questionnaire on
behalf of DCC (among
Total Respondents of
409)
292 71 117 29
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TABLE 4.2 –Demographic Characteristics of the Respondents- DCC
Respondents
Working Women(WW) Working Men(WM)
Frequency Percentage
(%)
Frequency Percentage
(%)
Total Respondents as
DCC-409 409 100 409 100
4.6.1 Inference: Gender
Q8, 71% (292) Respondents, who answered / filled–up Questionnaire, on
behalf of DCC, are Female (Working Women-WW, DCC) and 29% (117)
Respondents are Male (Working Men-WM, DCC).
TABLE 4.3 –Demographic Characteristics of the Respondents- Age (in
Years)
Age (in Years) Working Women WW) Working Men (WM)
Class Interval Frequency Percentage
(%) Frequency
Percentage
(%)
<=25 5 1 2 0.5
26-30 82 20 36 9
31-35 124 30.5 130 32
36-40 71 17.5 82 20
41-45 59 14.5 46 11
46-50 35 9 64 14.5
51-55 21 5.5 24 6
56-60 6 1 16 4
>=60 6 1 9 2
TOTAL 409 100 409 100
4.6.2 Inference: Age (in Years)
1. Majority of the WW (DCC) 50% (206) have been in the age group from
26 to35 years. Then second highest No. of WW 32% (130) has been in
the age group from 36 to 45 years.
2. Q9.1, 52% (211) WW and 41% (168) WM are Gen Y. From the Age
Slab in Q9, it is evident that in general, while marrying DCC, WM prefer
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lower age of WW, instead of having same age couple. There is a
difference of 11% (211-168) 43 WM, in comparison of WW. Otherwise,
there is a difference of 1 to 4 % in each slab.
3. WW in age group of 26 to 30 years, are more than double of WM, in
same age Group. On contrary, in age group of above 45, WW is less than
WM. It clearly proves that, initially, lot of Human Capital is available in
the form of women workforce (WW). That’s why; they get doubled of
the Jobs, at the time of Induction (Early Adulthood). But subsequently,
WW turn out into half, during the Job Span (Middle Adulthood). While,
in between age group as 31-35, 36-40 and 41-45 age groups have, almost
equal No. of WW & WM. It means, WW could overcome on their
additional responsibilities such as, pregnancy, raising (rearing) of Child,
education / schooling of child, look after the House etc.
TABLE 4.4 –Demographic Characteristics of the Respondents-
Qualification (Highest)
Qualification
(Highest)
Working
Women(WW) Working Men(WM)
Frequency Percentag
e (%) Frequency
Percentag
e (%)
12th
Std 0 0 0 0
Diploma 20 5 32 8
Graduation(Except
Medical Sciences) 102 25 121 29.5
MA/M Com/M
Sc/MSW/LLB 92 22.5 64 15.5
MBA/MCA/ME/M
Tech 86 21 89 22
B Pharma/M Pharma 13 3 10 2
Physio/BAMS/BDS 15 3.5 07 2
MBBS/MDS/MD/MS 52 13 52 13
PhD 29 7 34 8
TOTAL 409 100 409 100
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 203
4.6.3 Inference: Qualification (Highest)
Q10, in terms of Qualifications (Human Capital), there is no difference
between WW & WM. Q 10.1 & 10.2 brings out that both Genders , WW and
WM are having almost, equal proficiency, in relation to No. of Qualifications,
in all Discipline / Professional Courses / Curricula. It proves Objective-01.
TABLE 4.5–Demographic Characteristics of the Respondents- Type of
Service / Organization
Type of
Service/Organization
Working
Women(WW)
Working Men(WM)
Frequenc
y
Percentag
e (%)
Frequenc
y
Percentag
e (%)
Government-Central/
State 81 20 83 20.5
Private 268 65.5 231 56.5
Undertaking/Autonomo
us 31 7.5 30 7
Self Employed/
Business 29 7 65 16
Domestic Help (Not
Employed) 0 0 0 0
TOTAL 409 100 409 100
4.6.4 Inference: Type of Service / Organization
1. Q11, almost, equal No. of WW & WM is in Govt. Jobs.
2. 66% WW are employed in private Organizations, as compared to 57%
WM. 9% WW employee are more than WM in Private Organizations.
3. Q11.1, 7% (29) WW and Q11.2, 16% (65) WM are as self employed. It
proves Objective-01.
4. WM (16%) are more than doubled, in comparison of WW (7%), as Self
Employed/Business. It could be Gender Parity/ Interest /Compulsions,
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 204
towards fulfillment of WLB or because of Career Progression of DCC.
Although, all of them, started their career, by being first in service, only.
That has been ascertained during their Personal Interview, at the time
Filling of Questionnaire. It could be latest trend of Gen Y, to become
Entrepreneur or Start up or self dependent. In some cases, due to reasons
such as delivery, transfer etc, they had to quit the job and subsequently,
they could not get any job. So, they opted for self employment. It proves
Objective-01.
TABLE 4.6 –Demographic Characteristics of the Respondents- Nature of
Job
Nature of Job
Working Women(WW) Working Men(WM)
Frequency Percentage
(%)
Frequency Percentage
(%)
Permanent 289 71 319 78
Temporary 64 16 26 6
Contract - 42 10 37 9
Specify if any other 14 3 27 7
TOTAL 409 100 409 100
4.6.5 Inference: Nature of Job
1. Q12.2, (7%) More WM 78% (319) is in Permanent Jobs than WW 71%
(289) (Q12.1,).
2. (11%) More, WW 26% (64+42)106 are in Temporary & Contract Jobs
than the WM 15% (26+37)63. It deduces Gender Parity. It proves
Objective-01.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 205
TABLE 4.7 –Demographic Characteristics of the Respondents- Total
Service / Experience in Years
Total Service /
Experience in Years Working Women(WW) Working Men(WM)
Class Interval Frequency Percentage
% Frequency
Percentage
%
01- 03 Yrs
169 41.5 98 24
04- 06 Yrs
52 13 99 24
07- 09 Yrs
116 28.5 99 24
10-12 Yrs
21 5 13 3
13-15 Yrs
42 10 70 17.5
More than 15 Yrs 9 2 30 7.5
TOTAL 409 100 409 100
4.6.6 Inference: Total Service / Experience in Years
1. Q13, 41% (169) WW and 24% (98) WM are there, in 01-03 years of
experience slab. There is a difference of 18% (169-98)71. As per Q9,
there is an initial difference (more) of 11% (82-36)46 in the age Group
of 26 -30 Years of WW and WM, in DCC. Even that has been counted, it
becomes, 7% (18%-11%) WW are more in 01-03 Years of Service
Experience slab. It confirms, 28 WW (7% of 409) have break in service
because of their many Roles in Family and Society. That’s how; WW
(DCC) may be the further taxed (suffer) on PCWW. It proves
Objective-01.
2. Q13, 42 WW (DCC) have 13-15 Years Experience. This Figure (No.)
further goes down to 09 WW in next Class i.e.” More Than 15 Years
Experience”. While, correspondingly for WM, 70 DCC have 13-15
Years Experience. This Figure (No.) further goes down to 30 in next
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 206
Class i.e. “More Than 15 Years Experience”. But, we can compare these
Figure (No.) and conclude that above 12 Years of Experience, only12%
(51) WW are there in comparison to 24% (100) WM. It proves
Objectives-01 & 02.
3. Q13, 116 WW (DCC) have 7-9 Years Experience. This Figure (No.)
goes down to 21 in next Class i.e.”10-12 Years Experience”. While
correspondingly for WjM, 99 DCC have 07-09 Years Experience. This
Figure (No.) further goes down to 13 in next Class i.e. “10-12 Years
Experience”. But, we can compare these Figures (No.) and conclude that
above 06 Years of Experience, 33% (137) WW are there in comparison
to 27% (112) WM. WW has initial Human Capital to survive in the Jobs
approx. for 12 Years. It again confirms some serious obstruction in
continuation of dual Couple Career or WW, beyond 12 Years of
Service Experience. That’s why No. of Working Women, under this
Classification is more than WM.
4. Q13, 41% (169) WW DCC have 01-03 Years Experience. This Figure
(No.) further goes down to13% (52) in next Class i.e.”04-06 Years
Experience”. While correspondingly for WM, 24% (98) DCC have 01-
03 Years Experience. This Figure (No.) does not go down and found to
be 24% (99) in next Class i.e. “04-06 Years Experience”.
5. For WM, Progression remains almost even distribution, across the
different slabs of experience, for initial 09 of service of DCC or constant
in comparison to WW. Experience Curve of WW, in DCC is not similar
to WM. There are abrupt changes across different slabs, it proves by
itself some hurdles to PCWW. It proves Objectives-01 & 02.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 207
TABLE 4.8 –Demographic Characteristics of the Respondents- Yearly
Income (Rs)
Yearly Income (Rs) Working Women(WW) Working Men(WM)
Class Interval Frequency Percentage
(%)
Frequency Percentage
(%)
Below 3 Lakh 20 5 28 7
3-5Lakh 120 29 80 20
6-8Lakh 68 17 81 20
9-11Lakh 86 21 50 12
12-14Lakh 27 7 47 11
15-17Lakh 63 15 83 20
Above 17Lakh 25 6 40 10
TOTAL 409 100 409 100
4.6.7 Inference: Yearly Income (Rs)
1. Q14, 29% (120) WW DCC have “03-05 Lakh as Yearly Income” and
21% (86) WW DCC have “09-11 Lakh as Yearly Income”. While
correspondingly for WM, 20% (80) Respondents have “03-05 Lakh as
Yearly Income” and 12% (50) WM Respondents have “09-11 Lakh as
Yearly Income”. Rest all other Class / Slabs of Income, No. of WM, are
more than WW. It confirms there is a difference of Income, in relation to
Gender, while Fair Gender possess the same Human Capital, otherwise
WW would not have reached up to the income Group of 11 Lakh per
Annum, in such a large strength. It proves Objectives-01 & 02.
2. Q14, 63 WW (DCC) have 15-17 Lakh as Yearly Income. This Figure
(No.), further, goes down to 25, in next Class i.e.” Above 17 Lakh, Yearly
Income”. While correspondingly for WM, 83 Respondents have 15-17
Lakh, as Yearly Income. This Figure (No.), further, goes down to 40, in
next Class i.e. “Above 17 Lakh as Yearly Income”. But, we can compare
these Figure (No.) and can conclude that above 11 Lakh Yearly Income,
only 28% (27+63+25=115) WW are there, in comparison to 42%
(47+83+40=170) WM. It confirms some obstruction in Income of WW.
In present scenario in Indian Organizations, most of, WW get restricted at
11 Lakh per Annum of Salary. There is Gender parity and Glass ceiling.
It proves Objectives-01 & 02.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 208
TABLE 4.9 –Demographic Characteristics of the Respondents
(Continuation) - Type of Profession
Type of Profession
Working
Women(WW) Working Men(WM)
Frequenc
y
Percentag
e (%)
Frequenc
y
Percentag
e (%)
Engineer(IT/Comp/EC/Mech/E
lect/ Civil/Other) 35 8.5 112 27
Professor -(College/University) 89 22 49 12
Doctor-(MBBS/MD/Super
Specialist) 37 9 34 8
CA 4 1 4 1
Lawyer 0 0 3 1
Pilot 0 0 3 1
Management/Administration/
Account 103 25 128 31
Specify if any other-(e.g.
Teacher) 98 24 36 9
Pharmacist 28 7 29 7
Physio /BAMS/Dental 15 3.5 11 3
TOTAL 409 100 409 100
4.6.8 Inference: Type of Profession
1. Q15, WW, 9% (35) are one third of WM 27% (112) as Engineer. It
deduces that Engineering Profession is not preferred (Suitable) very
much by WW (DCC). While, as Professors, WW 22% (89) are approx.
doubled in Education Profession than WM 12% (49). While, as
Teachers, WW 24% (98) are approx tripled in Education Profession than
WM 9% (36). Doctor, CA and Management / Administration / Account,
Professions have almost equal liking (Suitable) and in No., in relation to
WW & WM. Again, Pharmacist and Physio/BAMS/BDS has also almost
equal liking and in No., in relation to WW & WM. It proves Objective-
04.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 209
TABLE 4.10 –Demographic Characteristics of the Respondents- Present
Position / Designation in Organization
Present Position/ Designation
in Organization
Working
Women(WW) Working Men(WM)
Frequency Percentage
(%) Frequency
Percentage
(%)
Office Superintendent 138 34 89 22
Junior Manager/Asst Prof 131 32 74 18
Sr. Manager/Assoc.
Prof/Lieutenant 47 11 97 24
Executive
Manager/Prof/Captain 24 6 41 10
Sr.
Executive/HOD/Dean/Major 29 7 64 16
Director/CEO/MD/Principal/
Lt. Col 19 5 30 7
Advisor/Management
Trustee/Colonel 10 2 14 3
Specify if any other 11 3 0 0
TOTAL 409 100 409 100
4.6.9 Inference: Present Position / Designation in Organization
1. Q16, there are 69% (138, 131, 11) 280 WW, as Office Superintendents and
Junior Manager (JM). While, 40% (89, 74) 163 WM, are nearly half as
Office Superintendents and Junior Manager (JM). While, Other WM
Designations / Positions are doubled in No., in comparison to WW.
2. There are 20% (24, 29, 19, 10) 82 WW, on Executive to Advisor
designation. While, 36% (41, 64, 30, 14) 149 WM, are nearly double on
Executive to Advisor designation than WW. WW among DCC, get
stagnant, much more, as office Superintendent and Junior Manager, in
relation to Position / Designation. It proves, WW are not better placed, in
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 210
terms of Designations / Positions. There is Gender parity or may be
social problems of WW. It proves Objective-01, 02 & 04.
TABLE 4.11 –Demographic Characteristics of the Respondents- Type of
Sector / Classification (Organization)
Type of Sectors
(Organization)
Working
Women(WW) Working Men(WM)
Frequency Percentag
e (%) Frequency
Percentag
e (%)
Education 205 50 64 16
Medical 20 5 37 9
Physio /BAMS/Dental 20 5 12 3
IT 16 4 21 5
Telecommunication 2 0.5 3 1
Bank 36 9 24 6
Pharmaceutical 43 10.5 39 10
Aviation(Civil Airlines) 2 0.5 4 1
Indian Administrative
Services, IAS/IPS 3 1 1 0
Defense
officer(Army/Air Force/
Navy)
6 1 14 3
Service (White collar) 25 6 71 17
Manufacturing (Blue
Collar) 14 3.5 52 13
Management-
(HR/Finance/Marketing/
FMCG/Operation)
17 4 41 10
Specify if any other-(e.g.
BPO, Hospitality,
Logistic, Food Chain)
0 0 26 6
TOTAL 409 100 409 100
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 211
4.6.10 Inference: Type of Sector / Classification (Organization)
1. Q17, in relation to WM in Gujarat, Education, Medical, Pharmaceutical,
Service (White Collar), Manufacturing and Management Sectors have
even distribution equal to 17-9.5% (64, 37+12, 39, 71, 52, and 41). While,
10% (40) WM (DCC), have even distribution in Medical, Pharmaceutical
and Management Sectors. Among WM & WW (DCC) in Gujarat,
Aviation, Defense and IAS Sectors have not responded / available/
Suitable, in more Numbers / Strength and they are almost, equal in No. It
proves Objective- 04.
2. Q17.1 &17.2, has shown 00 WW and 26 (6%) WM under Others. Either,
they are self Employed, having their own Business. Or their Job / Service
are different from the classification, mentioned in Questionnaire.
4.7 Correlation between Perceptions with Availability on mandatory, basic
Supports for RAC (Infant) of WW (DCC)
TABLE 4.12 –Correlation between Perception and Availability of
Infrastructure Support as on 24 Hrs Domestic Help
24 Hours Domestic Help 24 Hours Domestic Help
Total No Yes Not Sure
Strongly Disagree 15 9 4 28
53.6% 32.1% 14.3% 100.0%
Disagree 37 16 6 59
62.7% 27.1% 10.2% 100.0%
Neither Disagree Nor Agree 21 21 25 67
31.3% 31.3% 37.3% 100.0%
Agree 66 53 28 147
44.9% 36.1% 19.0% 100.0%
Strongly Agree 34 14 11 59
57.6% 23.7% 18.6% 100.0%
Total 173 113 74 360
48.1% 31.4% 20.6% 100.0%
Value DF P-Value
Pearson Chi-
Square 23.661 8 0.003
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 212
4.7.1 Deductions / Results: 24 Hours Domestic Help
1. Q38.1, 57% (147+59)206 DCC are in favor / Support of “24 Hrs Domestic
Support”, while, 24% (28+59)87 DCC are not in this favor / Support, in
Indian Organization.
2. Q39.1, 21 %( 74) DCC are either having Joint Family or their Children
have grown up now. That’s why they do not need 24 Hrs Domestic Help.
48% (173) DCC did not have 24 Hrs Domestic Help. This facility did not
exist at their place of working. 31% (113) DCC did have 24 Hrs Domestic
Help/ Support.
3. There is a Significant association between Perception and Availability of
Infrastructure Support on “24 hrs Domestic Help” (P=0.003).
TABLE 4.13 –Correlation between Perception and Availability of
Infrastructure Support as on Maid
Maid Maid
Total No Yes Not Sure
Strongly Disagree 9 12 2 23
39.1% 52.2% 8.7% 100.0%
Disagree 19 12 7 38
50.0% 31.6% 18.4% 100.0%
Neither Disagree Nor
Agree
13 12 8 33
39.4% 36.4% 24.2% 100.0%
Agree 48 123 26 197
24.4% 62.4% 13.2% 100.0%
Strongly Agree 16 70 2 88
18.2% 79.5% 2.3% 100.0%
Total 105 229 45 379
27.7% 60.4% 11.9% 100.0%
Value DF P-Value
Person Chi-Square 40.256 8 <0.001
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 213
4.7.2 Deductions / Results: Maid
1. Q38.2, 75% (197+88)285 DCC are in favor / Support of “Maid”, while,
16% (23+38) 61 DCC are not in this favor/ Support, in Indian
Organization.
2. While, Q39.2, 12% (45) DCC are either having Joint Family or their
Children have grown up now. That’s why they do not need maid. 28%
(105) DCC did not have Maid. This facility did not exist at their place of
working or could be staying in Joint Family. 60% (113) DCC did have
Maid Help/ Support.
3. There is a significant association between Perception and Availability of
Infrastructure Support on “Maid” (P< 0.001).
TABLE 4.14 –Correlation between Perception and Availability of
Infrastructure Support as on Cook
Value DF P-Value
Pearson Chi-Square 43.802 8 <0.001
Cook Cook
Total No Yes Not Sure
Strongly Disagree 12 7 2 21
57.1% 33.3% 9.5% 100.0%
Disagree 31 9 5 45
68.9% 20.0% 11.1% 100.0%
Neither Disagree Nor
Agree
27 25 19 71
38.0% 35.2% 26.8% 100.0%
Agree 53 92 23 168
31.5% 54.8% 13.7% 100.0%
Strongly Agree 16 42 6 64
25.0% 65.6% 9.4% 100.0%
Total 139 175 55 369
37.7% 47.4% 14.9% 100.0%
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 214
4.7.3 Deductions / Results: Cook
1. Q38.3, 63% (168+64)232 DCC are in favor / Support of “Cook”, while,
18% (21+45)66 DCC are not in this favor/ support, in Indian Organization.
2. Q39.3, 15 %( 55) DCC are either having Joint Family or their Children
have grown up now. That’s why they do not need Cook. 38% (139) DCC
did not have Cook. This facility did not exist at their place of working or
could be staying in Joint Family. 47% (175) DCC did have Cook.
3. There is a significant association between Perception and Availability of
Infrastructure Support on “Cook” (P< 0.001).
TABLE 4.15 –Association between Perception and Availability of
Infrastructure Support as on Child Care / Play Center
Child Care / Play
Center
Child Care / Play Center Total
No Yes Not Sure
Strongly Disagree 4 11 3 18
22.2% 61.1% 16.7% 100.0%
Disagree 12 5 4 21
57.1% 23.8% 19.0% 100.0%
Neither Disagree
Nor Agree
15 22 10 47
31.9% 46.8% 21.3% 100.0%
Agree 65 103 32 200
32.5% 51.5% 16.0% 100.0%
Strongly Agree 39 32 8 79
49.4% 40.5% 10.1% 100.0%
Total 135 173 57 365
37.0% 47.4% 15.6% 100.0%
Value DF P-Value
Pearson Chi-
Square 15.420 8 0.051
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 215
4.7.4 Deductions / Results: Child Care / Play Center
1. Q38.4, 76% (200+79)279 DCC are in favor / Support of “Child Care” in
residential Locality, while, 11% (18+21)66 DCC are not in this favor/
Support, in Indian Organization.
2. Q39.4, 16 %( 57) DCC are either having Joint Family or their Children
have grown up now. That’s why they do not need Child Care. 37% (135)
DCC did not have Child Care in residential Locality Support. This facility
did not exist at their place of working or could be staying in Joint Family.
47% (173) DCC did have Child Care. Q24, 44% of DCC are from non-NF
(JF).
3. There is No Significant association between Perception and Availability
of Infrastructure Support on “Child Care” (P=0.051).
4.8 Correlation of Transferable Job (Q29) and “Problems on managing the
Issues pertaining to a Child’s School” (Q22)
TABLE 4.16 Correlation of Transferable Job (Q29) and “Problems on
managing the Issues pertaining to a Child’s School” (Q22)
Transferable Job
Transferable Job
Total None Both
Only
Husband
Only
Wife
Was it a
Problem to
Manage Issues
of Children's
School
None 78 11 28 4 121
29.9% 23.9% 34.1% 20.0% 29.6%
Yes 94 26 38 13 171
36.0% 56.5% 46.3% 65.0% 41.8%
Not Sure 40 6 10 2 58
15.3% 13.0% 12.2% 10.0% 14.2%
NA 49 3 6 1 59
18.8% 6.5% 7.3% 5.0% 14.4%
Total 261 46 82 20 409
100.0% 100.0% 100.0% 100.0% 100.0%
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 216
Value DF P-Value
Pearson
Chi-Square 19.434
a 9 .022
Deductions / Results
1. First Criterion, 43(11+28+4) (29%) WW (DCC) does not have the problems on
managing the issues pertaining to a Child’s School, while, either or both of
DCC are in Transferable Job.
2. Second Criterion, 78 (30%) Non-Transferable Job, WW (DCC) does not have
the problems on managing the issues pertaining to a Child’s School.
3. It deduces that, WW (DCC) has almost same percentage, irrespective of being
on Transferable or Non -Transferable Job, on managing the issues pertaining to
a Child’s School and also overall 30%.
4. Third Criterion, 77(26+38+13) (52%) HPJ, WW (DCC) have the problems on
managing the issues pertaining to a Child’s School, while, either or both of
DCC, are in Transferable Job.
5. Fourth Criterion, 94 (36%) Non-Transferable Job, WW (DCC) has the
problems on managing the issues pertaining to a Child’s School.
6. It deduces that, WW (DCC) has more problems by 16%, on Transferable Job
than Non -Transferable Job, on managing the issues pertaining to a Child’s
School.
7. It deduces that WW (DCC) has 16% more problems, on managing the issues
pertaining to a Child’s School, while, either or both of DCC are in Transferable
Job.
8. There is a minimum variation (in %) as 46%, in case of Transfer of, “only
Husband” and maximum variation (in %) as 65%, in case of Transfer of, “only
Wife”, in relation to the problems on managing the issues pertaining to a
Child’s School, respectively. There is a difference of 19%. It proves, wife
look after/ takes care of school of a child, more than Husband.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 217
9. It further deduces that WW (DCC) has 19% more problems, on managing the
issues, pertaining to a Child’s School, while; only Wife is, on Transferable Job
than the only Husband Transfer.
10. There is a Significant association between Transferable Job, WW (DCC) (
either or both of DCC) and problems on managing the issues pertaining to a
Child’s School (P=0.022).It proves Objectives -01 & 03.
4.9 Correlation of HPJ (Q30) and “Problems on managing the Issues
pertaining to Child’s School” (Q22)
TABLE 4.17- Correlation of HPJ (Q30) and “Problems on managing the
Issues pertaining to Child’s School” (Q22)
Was it a Problem to Manage
Issues of Children's School Total
None Yes
HPJ
Yes 60 74 134
44.8% 55% 100.0%
No 119 97 216
55.1% 44.9% 100.0%
Total 179 171 350
51.1% 48.9% 100.0%
Value DF P-Value
Pearson Chi-Square 3.522 1 0.061
Deductions / Results
1. First Criterion, 74 (55%) HPJ, WW (DCC) has the problems on managing the
Issues pertaining to a Child’s School. Second Criterion, 97 (45%) Non-HPJ,
WW (DCC) has the problems on managing the Issues pertaining to a Child’s
School.
2. It deduces that HPJ, WW (DCC) has 10% more problems than Non-HPJ, WW
(DCC).
3. Third Criterion, 60 (45%) HPJ, WW (DCC) does not have the problems on
managing the Issues pertaining to a Child’s School.
4. It deduces that Majority 74 (55%) of HPJ, WW (DCC) has problems on
managing the issues pertaining to a Child’s School.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 218
5. There is No Significant association between HPJ, WW (DCC) and problems
on managing the Issues pertaining to a Child’s School (P=0.061). It proves
Objectives -01 & 03.
4.10 Correlation of HPJ (Q30) along with “Gen (Q9) Y and NF (Q24)”
TABL 4.18-Correlation of HPJ (Q30) along with “Gen Y (Q9) and NF
(Q24)”
HPJ, Gen Y and NF
NF Gen Y
Total Yes No
Yes
HPJ
Yes 55 37 92
59.8% 40.2% 100.0%
No 59 78 137
43.1% 56.9% 100.0%
Total 114 115 229
49.8% 50.2% 100.0%
No
HPJ
Yes 38 28 66
57.6% 42.4% 100.0%
No 59 55 114
51.8% 48.2% 100.0%
Total 97 83 180
53.9% 46.1% 100.0%
NF Value DF P-Value
Yes Pearson Chi-
Square 6.153 1 .013
No Pearson Chi-
Square .570 1 .450
Deductions / Results
1. First Criterion, NF and Gen Y, 55 (60%) WW is HPJ. Second Criterion, Non-
NF (JF) and Gen Y, 38 (58%) WW is HPJ. Both are almost same in
Percentage. First, Criterion is more by 2%.
2. Third Criterion, NF and Non-Gen Y, 37 (40%) WW is HPJ. Fourth Criterion,
Non-NF (JF) and Non-Gen Y, 28 (42%) WW is HPJ. Both are almost same in
Percentage. Fourth, Criterion is more by 2%.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 219
3. Fifth Criterion, NF and Gen Y, 59(43%) WW is not HPJ. Sixth Criterion,
Non-NF (JF) and Gen Y, 59(52%) WW is not HPJ. Non-HPJ Percentage is
more by 9% in Non-NF (JF), as Gen Y WW.
4. It deduces that 9% more, Gen Y, WW (DCC) are there as, Non-HPJ in Non-
NF (JF), in Indian Organizations.
5. Seventh Criterion, as NF, Gen Y & Non- Gen Y, 92 (40%) WW are HPJ (92
out of total 229 NF). Eight Criterion, as Non-NF (JF), Gen Y & Non- Gen Y,
66(37%) WW are HPJ, (66 out of total 180 Non-NF).
6. It deduces that No. of (Gen Y, Non- Gen Y and HPJ), HPJ, WW is more by
3% in NF than JF in Indian Organizations.
7. There is a Significant association between Gen Y & Non-Gen Y, HPJ, WW
(DCC) and NF (P=0. 013).
8. There is No Significant association between Gen Y / Non-Gen Y, HPJ, WW
(DCC) and Non-NF (JF), (P=0. 450).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 220
4.11 Correlation of HPJ (Q30) and Qualification (Q10)
TABLE 4.19 Correlations of HPJ (Q30) and Qualification (Q10)
Qualification HPJ
Total Yes No
12th Standard 0 1 1
.0% .4% .2%
Diploma 7 13 20
4.4% 5.2% 4.9%
Graduation 24 77 101
15.2% 30.7% 24.7%
MA/LLM/M.COM/M.SC./MSW 25 67 92
15.8% 26.7% 22.5%
MBA/MCA/ME/M.TECH 37 49 86
23.4% 19.5% 21.0%
PHYSIO/BAMS/BDS/MBBS 6 10 16
3.8% 4.0% 3.9%
B.PHARM / M.PHARM 7 5 12
4.4% 2.0% 2.9%
MDS/MD/MS 38 14 52
24.1% 5.6% 12.7%
PH.D 14 15 29
8.9% 6.0% 7.1%
Total 158 251 409
100.0% 100.0% 100.0%
Value DF P-Value
Pearson Chi-Square 45.090a 8 .000
Deductions / Results
1. First Criterion, out of total 101 Graduates, WW (DCC), 24(24%) are HPJ and
77(76%) are Non-HPJ.
2. Second Criterion, out of total 92 Plane Post-Graduates
(MA/LLM/M.COM/M.SC./MSW), WW (DCC), WW (DCC), 25(27%) are
HPJ and 67(73%) are Non-HPJ.
3. Third Criterion, out of total 86 Professional Post-Graduates
(MBA/MCA/ME/M.TECH), WW (DCC), WW (DCC), 37(43%) are HPJ and
49(57%) are Non-HPJ
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 221
4. Fourth Criterion, out of total 52 Post-Graduates (MDS/MD/MS), WW (DCC),
38(73%) are HPJ and 14(27%) are Non-HPJ.
5. Fifth Criterion, out of total 158 HPJ, majority WW (DCC), 38(24%) are
having MDS/MD/ MS, qualification and 37(23%) HPJ, WW (DCC), are
having MBA/MCA/ME/M. TECH, qualification.
6. Sixth Criterion, out of total 251 Non-HPJ, majority WW (DCC), 77(31%) are
having any Graduation, qualification and 67(27%) are having
MA/LLM/M.COM/M.SC./MSW, qualification.
7. It deduces that WW (DCC), having the Qualifications of any Graduation and
plane Post Graduation (MA/LLM/M.COM/M.SC./MSW), 15%-16%, is only
HPJ.
8. It deduces that majority of Non-HPJ (31%-27%), WW (DCC) has any
Graduation qualification and plane Post Graduation qualification
(MA/LLM/M.COM/M.SC./MSW).
9. It deduces that majority of HPJ (24%,), WW (DCC) has MDS/MD/ MS,
qualification and (23%,), WW (DCC) has MBA/MCA/ME/M. TECH,
qualification.
10. There is a Significant association between HPJ, WW (DCC) and Qualification
of WW (DCC) (P<0.001).
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© Wg Cdr V K Agrawal 222
4.12 Correlation of HPJ (Q30) and Yearly Income (Q14)
TABLE 4.20 Correlations of HPJ (Q30) and Yearly Income (Q14)
Yearly Income HPJ Total
Yes No
Below 3 Lacs 7 13 20
4.4% 5.2% 4.9%
3 - 5 Lacs 38 82 120
24.1% 32.7% 29.3%
6 - 8 Lacs 27 41 68
17.1% 16.3% 16.6%
9 - 11 Lacs 23 63 86
14.6% 25.1% 21.0%
12 - 14 Lacs 10 17 27
6.3% 6.8% 6.6%
15 - 17 Lacs 37 26 63
23.4% 10.4% 15.4%
Above 17 Lacs 16 9 25
10.1% 3.6% 6.1%
Total 158 251 409
100.0% 100.0% 100.0%
Value DF P-Value
Pearson Chi-Square 25.276 6 .000
Deductions / Results
1. First Criterion, out of total 120 WW (DCC), having 3 - 5 Lakh, as Yearly
Income, 38(32%) are HPJ and 82(68%) are Non-HPJ.
2. Second Criterion, out of total 68 WW (DCC), having 6 - 8 Lakh, as Yearly
Income, 27(40%) are HPJ and 41(60%) are Non-HPJ.
3. It deduces that WW (DCC), having the Yearly Income, in the slab of 3 - 5
Lakh, and in the slab of 6 - 8 Lakh, 32%-40%, is HPJ.
4. Third Criterion, out of total 86 WW (DCC), having 9 - 11Lakh, as Yearly
Income, 23(27%) are HPJ and 63(73%) are Non-HPJ.
5. Fourth Criterion, out of total 63 WW (DCC), having 15 – 17 Lakh, as Yearly
Income, 37 (59%) are HPJ and 26 (41%) are Non-HPJ. Majority of WW
(DCC) are HPJ under this slab.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 223
6. Fifth Criterion, out of total 158 HPJ, majority WW (DCC), 37(23%) WW
(DCC) is in the slab of 15 – 17 Lakh, as Yearly Income and 38(24%) WW
(DCC) is in the slab of 3 - 5 Lakh, as Yearly Income.
7. It deduces that majority of HPJ, WW (DCC) are in 15 – 17 Lakh, as Yearly
Income, slab and also, 3 - 5 Lakh, as Yearly Income, slab.
8. Sixth Criterion, out of total 251 Non- HPJ, majority WW (DCC), 82(33%)
WW (DCC) are in the slab of 3-5 Lakh, as Yearly Income and 63(25%) WW
(DCC) is in the slab of 9 - 11 Lakh, as Yearly Income.
9. It further deduces that 3 - 5 Lakh slab, as Yearly Income appears in both the
cases of majority of HPJ and Non- HPJ, WW (DCC).It clearly indicates that
WW (DCC) are having the Human capital (inspiration) to become HPJ, but
they have been placed in lower slab (Glass Ceiling).
10. There is a Significant association between HPJ, WW (DCC) and Yearly
Income of WW (DCC) (P<0.001).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 224
Section - II
4.13. Descriptive & Correlation Analysis-
TABLE 4.21- Criterion Characteristics of the Respondents (N=409)
Sr.
No
Demographic
Characteristics
Frequency
(N=409) Percentage %
1 Gender [WW (DCC) has
answered, the Questionnaire)
292 71
2 Gen Y 211 52
3 DCC(Dual Career Couple) 409 100
4 NF(Nuclear Family) 229 56
5 Having a Child (Age of Child<=
03 Years)
121 30
5a Having a Child 409 100
6 Transferable Job (Both)+Only
Wife
46+20=66 16
6a Transferable Job (Both)-
considered in SEM only
46 11
7 HPJ (High Profile Job) (Both) 158 39
8 Combined Group of Gen Y,
DCC, Married, Age of Child<=
03 Years & NF
30 7
4.13.a TABLE 4.22 - Questions of Dependent & Independent Variables
Types of
Variable Variables Related Questions
Dependent
Variable
RAC Q20, 21, 22, 29 and 47 (05 NO.s)
PCWW Q18,28,45,46,49.1,49.2,49.3,50.1,50.2,50
.3,50.4 and 50.5 (12 NO.s)
WLB Q26, 31, 32, 33.1, 33.2, 33.3, 33.4, 33.5,
42 and 44 (10 NO.s)
Independent
Variable
( Support)
Family Support Q20, 23, 40 & 43 (04 NO.s)
Infrastructure
Support
Q 39.1, 39.2, 39.3, 39.4 and 39.5 (05
NO.s)
Organization
Support
Q 35, 36.1, 36.3, 36.9, 36.10, 36.11 and
41 (07 NO.s)
4.14 How to find No. of Respondents, who has Support & Problem from
Recorded Data? –Calculation & Explanation
Family Support is obtained from Q20, 23, 40 & 43 (04 No.). For each Question,
overall answer was obtained by obtaining Average Value (Mode) from all
Respondents [(WW (DCC)].
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 225
Finally, Family Support was calculated by obtaining Average Answer (Mode) of
above mentioned Questions.
Similarly, it has been found out/ derived in case of Infrastructure Support and
Organization Support.
Same procedure has been adapted for obtaining, RAC, PCWW and WLB.
How this has been calculated? e.g. All the questions pertaining to Family Support
(Q20, 23, 40 & 43) have been first found on the basis of reply of participant as YES
or No, for each respondent. Then total No. of YES / NO counted, to quantify and to
go, under the “Family Support”, in case of majority replies are YES. Otherwise, it
goes under “NO Family Support”. Similarly, it has been found out/ derived in case of
infrastructure Support and Organization Support.
TABLE 4.23- Descriptive Statistics-RAC
Descriptive Statistics (1: Problem facing, 3: No problem)
RAC N Mean Std. Deviation
Q20 408 2.12 0.68
Q21 355 1.82 0.77
Q22 350 1.84 0.89
Q29 409 2.53 0.69
Q47 406 2.08 0.87
TABLE 4.24- Descriptive Statistics-PCWW
Descriptive statistics (1: Strongly Disagree, 5: Strongly Agree)
PCWW N Mean Std. Deviation
Q18 409 2.75 1.57
Q28 409 4.64 0.92
Q45 406 2.99 1.272
Q46 406 3.39 1.010
Q49.1 405 2.14 1.216
Q49.2 406 2.14 1.208
Q49.3 405 2.06 1.085
Q50.1 405 2.20 1.138
Q50.2 404 4.28 0.91
Q50.3 404 3.93 1.15
Q50.4 403 3.62 1.406
Q50.5 406 4.28 1.12
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 226
TABLE 4.25- Descriptive Statistics-WLB
Descriptive Statistics (1: Never, 5: Always)
WLB N Mean Std. Deviation
Q26 409 4.26 0.99
Q31 406 3.64 .912
Q32 408 2.91 .878
Q33.1 397 3.43 1.189
Q33.2 401 3.34 1.151
Q33.3 379 2.06 1.259
Q33.4 388 2.53 1.440
Q33.5 376 2.38 1.437
Q42 405 2.64 1.331
Q44 405 3.55 1.192
TABLE 4.26-Dependent Variables-Problems (RAC, PCWW & WLB):
(Obtained from Table-4.41)
Sr.
No
Dependent
Variables
Total Sample Size
(N=409)
Combined Group , NF
(N=30)
Frequency Percentage
% Frequency
Percentage
%
1 RAC-
Problem
65 16 1 3
2 PCWW-
Problem
287 70 16 53
3 WLB-
Problem
374 91 25 83
Inference: Problems (RAC, PCWW & WLB)
A combined Group of Gen Y, DCC, Married, Age of Child<= 03 Years & NF (N=30)
has almost the same pattern or replica with respect to Problems (RAC, PCWW &
WLB) of our Target Group of Total sample size (N=409).But all the Problems are
reduced in combined group (N=30).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 227
TABLE -4.27- Independent Variables-Supports (FS, IS, OS & OOS)
Sr.
No Type of Support
Total Sample Size
(N=409)
Combined Group , NF
(N=30)
Frequency Percentage
%
Frequency Percentage
%
1 Family Support (FS) 212 52 13 43
2 Infrastructure Support
(IS) 166 41 14 47
3 Organizational
Support(OS) 26 6 3 10
4 Support ( Overall)
(OOS) 110 27 10 33
Inference: Supports (FS, IS, OS & OOS)
A combined Group of Gen Y, DCC, Married, Age of Child<= 03 Years & NF (N=30)
has almost the same pattern or replica with respect to Supports (FS, IS, OS & OOS) of
our Target Group of Total sample size (N=409). But all the Supports are increased in
combined group (N=30) except Family Support (reduced).
TABLE -4.28- Possible Supports (FS, IS, OS & OOS) on RAC Problem
(33) of NF, DCC: (Obtained from Table-4.39)
Sr.
No
Type of
Support
RAC Problem (33)
(out of Total N=229) NF (N=229)
Frequency Percentage
% Frequency
Percentage
%
1 Family
Support (FS) 8 (89) 9 89 39
2 Infrastructure
Support(IS) 14 (92)** 15 92 40
3 Organization
Support(OS) 2 (12) 17 12 5
4
Support (
Overall)
(OOS)
4 (48) 8 48 21
Inference: Possible Supports (FS, IS, OS & OOS) on RAC Problem
1. Out of total 229 NF, DCC, 33 NF, DCC has RAC Problem out of 65 RAC
Problem. What are the types of support, they (33 NF, DCC) could get and
support (what types of) obtained by total 229 NF, has been analyzed in above
Table-4.28.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 228
2. There are total 33 NF respondents, found out from NF=229, who had RAC
problem. It has been found that NF, DCC of RAC Problem (N=33) has
obtained less support (except Organizational support) than the whole group
of NF (N=229). It concludes that NF, DCC without RAC Problem (N=229)
may able to manage as they get more support of various types.
3. It proves that NF, DCC with RAC Problem (N=33) do not get required
supports than the support secured by NF, DCC, without RAC Problem
(N=229). RAC Problem of NF, DCC (N=33) may have some peculiarities.
4.15 RAC Problem has been deduced by two ways. First, (direct Q25), through
Resignation and Second by making a Construct of many Questions (Table-4.23
& 4.32).
TABLE -4.29- Resignation (166) of either of DCC (WLB-RAC Problem),
on Criterion (Situational Variables) in their respective classification of 409
Respondents
Sr.
No
Resignation
(N=166) of either of
DCC (WLB-RAC
Problem) (N=409)
Frequency Percentage
%
Percentage
%
(N=409)
1 Gen Y 85 40
(N=211) 21
2 NF(Nuclear
Family) 91
40
(N=229) 22
3 HPJ (High Profile
Job) (Both) 61
39
(N=158) 15
4 Age of Child<= 03
Years 44
36
(N=121) 11
5 Transferable Job
(Both)+Only
Wife 24 36
(N=66) 6
Only Husband 48 59
(N=82) 12
(Both)+Either 72 49
(N=148) 18
None 94 36
(N=261) 23
4.15a Inference: Resignation in their respective classification
1. On average, 40% DCC as Gen Y, NF, HPJ, Age of Child <= 03, Years have
resigned in their respective classification (of Gen Y=211, NF=229, HPJ=158
and Age of Child<=03 Years=121) because of WLB-RAC Problem, [on
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 229
Criterion (Situational Variables) among- 409 Respondents Resignation (166)
of either of DCC].
2. While, DCC resignation varies from 36% to 59%, because of transfer
[depending to who has been transferred (Only wife, only Husband or Both)]. It
proves that Gen Y, NF, HPJ, Age of Child <= 03, Years and Transferable Job
have substantial contribution (these situations make the difference) in
resignation (36% to 59%) of either of the DCC’s job. It is more so for WW,
which has been established in Descriptive Analysis (Section-I) (Table-4.3, 4.6,
4.7, 4.8, 4.10)
3. 72 (49%) Transferable Job (Both+ Either), WW (DCC) resigned because of
WLB-RAC Problem.
TABLE -4.30- Resignation (91) of either of DCC (WLB-RAC Problem),
along with Supports, among-229 NF, Respondents (obtained from Table-
4.39)
Sr.
No
Resignation(91) on WLB-
RAC Problem along with
various Supports
Frequency
(N=229)
Percentage
%
Percentage
%
(N=409)
1 Family Support (FS) 32 36
(N=89) 8
2 Infrastructure Support(IS) 39 42
(N=92) 10
3 Organization Support(OS) 7 58
(N=12) 2
4 Support ( Overall) (OOS) 18 37
(N=48) 4
4.15b Inference: Resignation along with Supports, among 229 NF, Respondents
1. On average, 36-58% NF, DCC has resigned in relation to total resignation
(91 No.) because of WLB-RAC Problem, along with various supports
(FS, IS, OS).
2. It proves that NF, DCC has substantial No. of resignations in spite of
having various supports by NF, DCC. Reasons of this can be found out
separately and also what type of supports NF, DCC look forward.
3.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 230
TABLE 4.31- Criterion Characteristics of the Respondents with respect to
total 166 resignations
Sr.
No
Demographic
Characteristics
Resignation (N=166) of
either of DCC (WLB-
RAC Problem)
Criterion
Characteristics
(N=409)
Frequency Percentage
%
Frequency Percentage
%
1 Gender [WW
(DCC) has answered, the Questionnaire)
292 71
2 Gen Y 85 51 211 52
3 NF(Nuclear Family) 91 55 229 56
HPJ (High Profile
Job) (Both) 61 37 158 39
4 Having a
Child (Age of
Child<= 03 Years)
44 27 121 30
5
Transferable
Job
(Both)+Only
Wife 24 14 (46+20=)66 16
Only Husband
48 29 82 20
(Both)+Either 72 43 148 36
4.15c Inference: Resignation on Criterion (Situational Variables) with respect to
total 166 resignations
1. On average, 27-55% DCC as Gen Y or NF or HPJ or Age of Child <=
03, Years have resigned in relation to total resignation (166 No.)
because of WLB-RAC Problem, [on Criterion (Situational Variables)
among- 409 Respondents Resignation (166) of either of DCC].
2. While, DCC resignation varies from 14% to 43% because of transfer
[depending to who has been transferred (Only wife, only Husband or
Both)].
3. It proves that Gen Y, NF, HPJ, Age of Child <= 03, Years and
Transferable Job have substantial contribution (these situations make
the difference) on resignation (14% to 55%) of either of the job of DCC.
4. It further proves that it also follows almost similar ratio (%) of
resignation, in whatever proportion demographic Characteristic has
their portion in total target sample. (Table-4.31)
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 231
4.16 Objectives -01-Analysis 1 – Association / Criterion (Situational Variables)
with Resignation (166) of either of DCC (WLB-RAC Problem), among
409 Respondents
TABLE-4.32-Association of Criterion (Situational Variables) (Gen Y, NF,
HPJ, Age of Child <=03 Years) with Resignation (166) of either of DCC
(WLB-RAC Problem), among 409 Respondents
Attributes Attributes Have you or Spouse had a
Break/Resigned because of WLB RAC Yes No Total
Gen Y
Gen Y 85 126 211
40% 60% 100%
Non-Gen Y 81 117 198
41% 59% 100%
Pearson Chi-Square 0.017
P-Value 0.898
NF
NF 91 138 229
40% 60% 100%
Non-NF or JF 75 105 180
42% 58% 100%
Pearson Chi-Square 0.155
P-Value 0.693
HPJ
HPJ 61 97 158
39% 61% 100%
Non-HPJ 105 146 251
42% 58% 100%
Pearson Chi-Square 0.418
P-Value 0.518
Age of
Child<=03
Years
Age of Child <=03 Years 44 77 121
36% 64% 100%
Age of Child >03 Years 122 166 288
42% 58% 100%
Pearson Chi-Square 1.271
P-Value 0.260
Transferable
Job
Both & Only Wife 24 42 66
36% 64% 100%
Only Husband 48 34 82
59% 41% 100%
Non- Transferable 94 167 261
36% 64% 100%
Chi-Square 13.706
P-Value 0.001
Deductions / Results
4.17 Resignation of either of DCC (WLB-RAC Problem)
Out of 409 WW (DCC), there are Gen Y (211) (52%), NF (229) (56%),
HPJ (158) (39%), Age of Child<=03 Years (121) (30%) and 66(16%)
Transferable Job (Both & Only Wife), Criterion, WW has been varying in
each classification, separately.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 232
1. Gen Y
Out of 211(52%) Gen Y, WW (DCC), 85 (40%) Gen Y, WW (DCC)
resigned because of WLB-RAC Problem. 126 (60%) Gen Y, WW (DCC)
did not resign because of WLB-RAC Problem.
Out of 198(48%) Non-Gen Y, WW (DCC), 81 (41%) Non-Gen Y, WW
(DCC) resigned because of WLB-RAC Problem. 117 (59%) Non-Gen Y,
WW (DCC) did not resign because of WLB-RAC Problem.
Resignation (WLB- RAB Problems) of Non-Gen Y, WW (DCC), is more
by 1% than Gen Y, WW (DCC). It deduces that WLB- RAC Problems are
almost same irrespective of Gen Y or Non- Gen Y. Only differences, Type
of Problems keep on changing.
There is No significant association between Resignation and Gen Y
(P=0.898).
1. NF
Out of 229(56%) NF, WW (DCC), 91 (40%) NF, WW (DCC) resigned
because of WLB-RAC Problem. 138 (60%) NF, WW (DCC) did not
resign because of WLB-RAC Problem.
Out of 180(44%) Non-NF, WW (DCC), 75 (42%) Non-NF, WW (DCC)
resigned because of WLB-RAC Problem. 105 (58%) Non-NF, WW (DCC)
did not resign because of WLB-RAC Problem.
Resignation (WLB- RAC Problems) of Non-NF, WW (DCC), is more by
2% than NF; WW (DCC).It deduces that WLB- RAB Problems are almost
same irrespective of NF or Non- NF. Only differences, Type of Problems
keep on changing.
There is No significant association between Resignation and NF
(P=0.693).
2. HPJ
Out of 158(39%) HPJ, WW (DCC), 61 (39%) HPJ, WW (DCC) resigned
because of WLB-RAC Problem. 97 (61%) HPJ, WW (DCC) did not
resign because of WLB-RAC Problem.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 233
Out of 251 (61%) Non- HPJ, WW (DCC), 105 (42%) Non-HPJ, WW
(DCC) resigned because of WLB-RAC Problem. 146 (58%) Non-HPJ,
WW (DCC) did not resign because of WLB-RAC Problem.
Resignation (WLB- RAB Problems) of Non-HPJ, WW (DCC), is more by
3% than HPJ, WW (DCC). It deduces that WLB- RAB Problems are
almost same irrespective of HPJ or Non- HPJ. Only differences, Type of
Problems keep on changing.
There is No significant association between Resignation and HPJ
(P=0.518).
3. Age of Child <= 03 Years
Out of 121(30%) Age of Child <= 03 Years, WW (DCC), 44 (36%) Age
of Child <= 03 Years, WW (DCC) resigned because of WLB-RAC
Problem. 77 (64%) Age of Child <= 03 Y-ears, WW (DCC) did not resign
because of WLB-RAC Problem.
Out of 288 (70%) Age of Child> 03 Years, WW (DCC), 122 (42%) Age
of Child> 03 Years, WW (DCC) resigned because of WLB-RAC
Problem. 166 (58%) Age of Child> 03 Years, WW (DCC) did not resign
because of WLB-RAC Problem.
It deduces that WW (DCC) has the more Resignation (WLB- RAC
Problems) by 6% on Age of Child> 03 Years, than Age of Child <= 03
Years; WW (DCC).
There is No significant association between Resignation and Age of Child
< 03 Years (P=0.260).
4. Transferable Job
Stand alone, (59%), DCC (Only Husband), resigned (maximum), among
all three Classifications as, i.e., Transferable Job (Both + Only Wife),
Transferable Job (Only Husband) and Non- Transferable Job (irrespective
of Gen Y, NF, HPJ, Age of Child <= 03 Years).
There is a phenomenal difference on Resignation by DCC (Only
Husband), it could be because of adjustment by WW (DCC) or because of
WLB (DCC) (RAC and PCWW Problems).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 234
It is evident from Table-4.29 & 4.32 also, that maximum resignations %
falls under the category of “Only Husband” transferable i.e. 59%. It
confirms that under this classification WW (DCC) get effected /
penalized more because of culture (dominance of male), prevailing social
practice, survival of Husband’s Job; to look after child (Rearing, Raising
& Education) and home, mostly WW resigns. It confirms WLB is an
issue in case of working mother or WW (DCC) in a NF, Age of Child
<=03 Years.
Further, it deduces that Resignation (WLB- RAC Problems) is more by
23%, on WW (DCC) (Only Husband) than Transferable Job (Both+ Only
Wife).
94 (36%) Non- Transferable Job, WW (DCC) resigned because of WLB-
RAC Problem. 167 (64%) Non-Transferable Job, WW (DCC) did not
resign because of WLB-RAC Problem out of 261 (64%) Non-
Transferable Job, WW (DCC).
While, WW (DCC) among, i.e., Transferable Job (Both + Only Wife),
and Non-Transferable Job are equal i.e. (36%), irrespective of Gen
Y, NF, HPJ, Age of Child <= 03 Years.
There is a significant association between Resignation and Transferable
Job (P=0.001).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 235
4.18 Objectives -2- Analysis 2 – Association of Supports with Resignation of
either of DCC (WLB-RAC Problem)
TABLE-4.33-Association of Supports (Family, Infrastructure and
Organizational Supports) with Resignation (91) of either of DCC (WLB-RAC
Problem) in relation to NF (229)
Supports Attributes
Have you or Spouse had a
Break/Resigned because of WLB
RAC
Yes No Total
Family
Support
Family Support 32 57 89
36% 64% 100%
No- Family Support 59 81 140
42% 58% 100%
Pearson Chi-Square 0.870
P-Value 0.351
Infrastructure
Support
Infrastructure Support 39 53 92
42% 58% 100%
No- Infrastructure
Support
52 85 137
38% 62% 100%
Pearson Chi-Square 0.452
P-Value 0.501
Organizational
Support
Organizational
Support
7 5 12
58% 42% 100%
No- Organizational
Support
84 133 217
39% 61% 100%
Pearson Chi-Square 1.829
P-Value 0.176
Overall
Support
Overall Support 18 30 48
38% 63% 100%
No- Overall Support 73 108 181
40% 60% 100%
Pearson Chi-Square 0.127
P-Value 0.722
Deductions / Results
4.19 Resignation of either of DCC (WLB-RAC Problem)
Out of 409 WW (DCC), there are total, 166(41%) Resignations. 91(40%)
NF (Total 229 NF) and 75(42%) Non-NF (Total 180 Non-NF) (Table-
4.32), have resigned either of Spouse, out of DCC, because of WLB-
RAC Problem. There is a increase in No. of resignations by 2% (4%)
WW (DCC) among Non-NF (JF) than NF.
1. Family Support & Resignation
Out of 229 NF, WW (DCC) (91 resigned because of WLB-RAC
Problem), 32(36%) NF, WW (DCC) resigned along with Family Support
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 236
and 59(42%) NF, WW (DCC) resigned without Family Support. 59(42%)
WW do not get Family Support, also.
It deduces that resignation reduced by 6% with Family Support.
On average, 60% NF, WW (DCC) do not resign in spite of having WLB-
RAC Problem i.e. irrespective of Family Support.
There is No Significant association between Family Support and
resignation because of WLB-RAC Problem (P=0.351).
2. Infrastructure Support & Resignation
Out of 229 NF, WW (DCC) (91 resigned because of WLB-RAC Problem),
39(42%) NF, WW (DCC) resigned along with Infrastructure Support and
52(38%) NF, WW (DCC) resigned without Infrastructure Support. 52(38%)
NF, WW (DCC) does not get Infrastructure Support, also.
It deduces that resignation is more by 4% with Infrastructure Support.
On average, 60% NF, WW (DCC) do not resign in spite of having WLB-
RAC Problem i.e. irrespective of Infrastructure Support.
There is No Significant association between Infrastructure Support and
resignation because of WLB-RAC Problem (P=0.501).
3. Organizational Support & Resignation
Out of 229 NF, WW (DCC) (91 resigned because of WLB-RAC
Problem), 7(58%) NF, WW (DCC) resigned along with Organizational
Support and 84(39%) NF, WW (DCC) resigned without Organizational
Support. 84(39 %) WW do not get Organizational Support, also.
It deduces that resignation is more by 19% with Organizational Support.
42% NF, WW (DCC) do not resign in spite of having WLB-RAC
Problem i.e. irrespective of Organizational Support.
There is No Significant association between Organizational Support and
resignation because of WLB-RAC Problem (P=0.176).
4. Overall Support & Resignation
Out of 229 NF, WW (DCC) (91 resigned because of WLB-RAC
Problem), 18(38%) NF, WW (DCC) resigned along with Overall Support
and 73(40%) NF, WW (DCC) resigned without Overall Support. 73(40%)
WW do not get Overall Support, also.
It deduces that resignation reduced by 2% with Overall Support.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 237
On average, 60% NF, WW (DCC) do not resign in spite of having WLB-
RAC Problem i.e. irrespective of Overall Support.
There is No Significant association between Overall Support and
resignation because of WLB-RAC Problem (P=0.722).
5. Summary
1. Out of 229 (56%) NF, WW, 91 (40%) NF, WW (DCC) has resigned,
because of WLB-RAC Problem.
2. Out of 229 (56%) NF, WW (DCC) has resigned, (because of WLB-RAC
Problem) without any type of Support; those are as follows. There are
59(42%) WW, without Family Support, 52(38%) WW, without
Infrastructure Support, 84(39 %) WW, without Organizational Support and
73(40%) WW, without Overall Support. Resignations of NF, WW (DCC),
have been varying in the range of 38% to 42%, (on various attributes) in
absence of any known Support. Those are phenomenal in No. and needs to
be addressed.
3. Out of 229 (56%) NF, WW, 91 (40%) NF, WW (DCC) has resigned
(because of WLB-RAC Problem and) along with, some known Support.
Resignations of WW (DCC) are as follows, 32(36%) WW with Family
Support, 39(42%) WW with Infrastructure Support, 7(58%) WW with
Organizational Support and 18(37%) WW with Overall Support.
Resignations of NF, WW (DCC), have been varying in the range of 36% to
58%, along with various Supports. Those are phenomenal in number and
needs to be addressed.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 238
4.20 Analysis 3 – Association of Criterion (Situational Variables) with WLB
(RAC& PCWW) for DCC
TABLE -4.34- Association of Criterion (Situational Variables) [as-Gender
(WW, WM), Gen Y, NF, HPJ, Child Age <=03 Years] with RAC, PCWW and
WLB for 409 Respondents
Variable Attributes RAC PCWW WLB
Proble
m
No
Proble
m
Total Proble
m
No
Proble
m
Total Proble
m
No
Proble
m
Total
Gender
Working
Women
(WW)
46 246 292 209 83 292 266 26 292
16% 84% 100
% 72% 28%
100
% 91% 9%
100
%
Working
Men(WM)
19 98 117 78 39 117 108 9 117
16% 84% 100
% 67% 33%
100
% 92% 8%
100
%
Chi-Square 0.015 0.962 0.157
P-Value 0.903 0.327 0.692
Gen Y
Gen Y 27 184 211 117 94 211 190 21 211
13% 87% 100
% 56% 44%
100
% 90% 10%
100
%
Non-Gen Y 38 160 198 170 28 198 184 14 198
19% 81% 100%
86% 14% 100%
93% 7% 100%
Chi-Square 3.126 45.125 1.084
P-Value 0.077 <0.001 0.298
NF
NF 33 196 229 156 73 229 203 26 229
14% 86% 100%
68% 32% 100%
89% 11% 100%
Non-NF or
JF
32 148 180 131 49 180 171 9 180
18% 82% 100
% 73% 27%
100
% 95% 5%
100
%
Chi-Square 0.855 1.044 5.199
P-Value 0.355 0.307 0.023
HPJ
HPJ 21 137 158 110 48 158 141 17 158
13% 87% 100
% 70% 30%
100
% 89% 11%
100
%
Non-HPJ 44 207 251 177 74 251 233 18 251
18% 82% 100
% 71% 29%
100
% 93% 7%
100
%
Chi-Square 1.303 0.037 1.595
P-Value 0.254 0.847 0.207
Age of
Child
Age of
Child <03
Years
17 104 121 65 56 121 108 13 121
14% 86% 100
% 54% 46%
100
% 89% 11%
100
%
Age of Child >03
Years
48 240 288 222 66 288 266 22 288
17% 83% 100%
77% 23% 100%
92% 8% 100%
Chi-Square 0.437 22.221 1.050
P-Value 0.509 <0.001 0.306
Transferabl
e Job
Both & Only Wife
Trans.
20 46 66 49 17 66 57 9 66
30% 70% 100%
74% 26% 100%
86% 14% 100%
Only
Husband
Trans.
16 66 82 55 27 82 80 2 82
20% 80% 100
% 67% 33%
100
% 98% 2%
100
%
Non-Transferabl
e
29 232 261 183 78 261 237 24 261
11% 89% 100
% 70% 30%
100
% 91% 9%
100
%
Chi-Square 15.521 0.899 6.234
P-Value <0.001 0.638 0.044
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 239
Deductions / Results
4.21 Association of Gender with RAC, PCWW and WLB
1. Gender & RAC
Out of 65 RAC Problem, 46(16%) WW and 19(16%) WM are having
RAC Problem. There is almost equal in RAC Problem (16%), irrespective
of Gender (WW & WM).It deduces that perception of RAC Problem is
similar /same among DCC, i.e. irrespective of whom (Gender) (WW &
WM) has answered, the Questionnaire.
Out of 344, No- RAC Problem, 246(84%) WW and 98(84%) WM are
having No-RAC Problem. There is almost equal in No-RAC Problem
(84%), irrespective of whom (Gender) (WW & WM) has answered, the
Questionnaire.
84 % WW (DCC) may have Successful Career Progression as WW
(DCC), irrespective of whom (Gender) (WW & WM) has answered, the
Questionnaire.
There is No Significant association between Gender (WW & WM) and
RAC Problem (P=0.903).
2. Gender & PCWW
Out of 287 PCWW Problem, 209(72%) WW and 78(67%) WM are
having PCWW Problem.
There is a difference in PCWW Problem among Gender. Gender wise,
there is PCWW Problem is with 209 (72%) WW. It is more by (5%) with
WW- Gender.
28 % Respondents (WW+WM) does not have PCWW Problem i.e.
irrespective of who (Gender) (WW & WM) has answered, the
Questionnaire. 28% WW may have Successful Career Progression as WW
(DCC), i.e. irrespective of whom (Gender) (WW & WM) has answered,
the Questionnaire.
There is No Significant association between Gender (WW & WM) and
PCWW Problem (P=0.327).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 240
3. Gender & WLB
Out of 374 WLB Problem, 266(91%) WW and 108 (92%) WM are having
WLB Problem. There is almost equal in WLB Problem (92%),
irrespective of Gender (WW & WM).It deduces that perception of WLB
Problem is similar /same among DCC, i.e. irrespective of whom (Gender)
(WW & WM) has answered, the Questionnaire.
Out of 35, No- WLB Problem, 26(9%) WW and 9(8%) WM are having
No-WLB Problem. There is almost equal in No-WLB Problem (9%), i.e.
irrespective of whom (Gender) (WW & WM) has answered, the
Questionnaire.
9% WW may have Successful Career Progression as WW (DCC), i.e.
irrespective of whom (Gender) (WW & WM) has answered, the
Questionnaire.
There is No Significant association between Gender (WW & WM) and
WLB Problem (P=0.692).
Deductions / Results
4.22 Association of Gen Y with RAC, PCWW and WLB
1. Gen Y & RAC
Out of 65 RAC Problem, 27(13%) Gen Y and 38(19%) Non-Gen Y, WW
is having RAC Problem.
There is a difference on RAC Problem among Gen Y, WW. Among Gen
Y, It deduces that with Non-Gen Y, WW and RAC Problem increases by
6%.
81 % WW does not have RAC Problem i.e. irrespective of Gen Y/ Non-
Gen Y. 81 % WW may have Successful Career Progression as WW
(DCC) irrespective of Gen Y.
There is No Significant association between Gen Y and RAC Problem
(P=0.077).
2. Gen Y & PCWW
Out of 287 PCWW Problem, 117 (56%) Gen Y and 170(86 %) Non-Gen
Y, WW is having PCWW Problem.
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© Wg Cdr V K Agrawal 241
There is a difference in PCWW Problem among Gen Y, WW. It deduces
that with Non-Gen Y, WW and PCWW Problem increases by 30%. It
proves Objective-02.
14% WW does not have PCWW Problem i.e. irrespective of Gen Y. 14 %
WW may have Successful Career Progression as WW (DCC) irrespective
of Gen Y.
There is a significant association between Gen Y and PCWW Problem
(P<0.001).
3. Gen Y & WLB
Out of 374 WLB Problem, 190(90%) Gen Y and 184 (93%) Non-Gen Y,
WW is having WLB Problem.
There is a difference in WLB Problem among Gen Y, WW. It deduces
that with Non-Gen Y, WW and WLB Problem increases by 3%.
7% WW does not have WLB Problem i.e. irrespective of Gen Y. 7% WW
have Successful Career Progression as WW (DCC) irrespective of Gen Y.
There is No Significant association between Gen Y and WLB Problem
(P=0.298).
Deductions / Results
4.23 Association of NF with RAC, PCWW and WLB
1. NF & RAC
Out of 65RAC Problem, 33(14%) NF and 32(18%) Non-NF, WW is
having RAC Problem.
There is a difference in RAC Problem among NF, WW. It deduces that
with Non-NF, WW, and RAC Problem increases by 4%.
82 % WW does not have RAC Problem i.e. irrespective of NF. 82 % WW
may have Successful Career Progression as WW (DCC) irrespective of
NF.
There is No Significant association between NF, WW and RAC Problem
(P=0.355).
2. NF & PCWW
Out of 287 PCWW Problem, 156 (68%) NF and 131(73 %) Non-NF,
WW is having PCWW Problem.
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© Wg Cdr V K Agrawal 242
There is a difference in PCWW Problem among NF, WW. It deduces that
with Non-NF, WW and PCWW Problem increases by 5%.
27% WW does not have PCWW Problem i.e. irrespective of NF. 27 %
WW may have Successful Career Progression as WW (DCC) irrespective
of NF.
There is No Significant association between NF and PCWW Problem
(P=0.307).
3. NF & WLB
Out of 374 WLB Problem, 203 (89%) NF and 171(95 %) Non-NF, WW is
having WLB Problem.
There is a difference in WLB Problem among NF, WW. It deduces that
with Non-NF, WW and WLB Problem increases by 6%.
5% WW does not have WLB Problem i.e. irrespective of NF. 5% WW
may have Successful Career Progression as WW (DCC) irrespective of
NF.
There is a significant association between NF and WLB Problem
(P=0.023).
Deductions / Results
4.24 Association of HPJ with RAC, PCWW and WLB
1. HPJ & RAC
Out of 65RAC Problem, 21(13%) HPJ and 44(18%) Non-HPJ, WW is
having RAC Problem.
There is a difference in RAC Problem among HPJ, WW. It deduces that
with Non-HPJ, WW, RAC Problem increases by 5%.
82% WW does not have RAC Problem i.e. irrespective of HPJ. 82 % WW
may have Successful Career Progression as WW (DCC) irrespective of
HPJ.
There is No Significant association between HPJ, WW and RAC Problem
(P=0.254).
2. HPJ & PCWW
Out of 287 PCWW Problem, 110 (70%) HPJ and 177(71 %) Non- HPJ,
WW is having PCWW Problem. There is almost equal in PCWW Problem
(70%) irrespective of HPJ.
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© Wg Cdr V K Agrawal 243
Out of 122, NO- PCWW Problem, 48(30%) HPJ and 74(30%) Non-HPJ,
WW are having No-PCWW Problem. There is almost equal in No-
PCWW Problem (29%) irrespective of HPJ.
29 % WW may have Successful Career Progression as WW (DCC)
irrespective of HPJ.
There is No Significant association between HPJ and PCWW Problem
(P=0.847).
3. HPJ & WLB
Out of 374 WLB Problem, 141 (89%) HPJ and 233(93 %) Non- HPJ,
WW is having WLB Problem.
There is a difference in WLB Problem among HPJ, WW. It deduces that
with Non- HPJ, WW, WLB Problem increases by 4%.
7% WW does not have WLB Problem i.e. irrespective of HPJ. 7% WW
may have Successful Career Progression as WW (DCC) irrespective of
HPJ.
There is No Significant association between HPJ and WLB Problem
(P=0.207).
Deductions / Results
4.25 Association of Age of Child with RAC, PCWW and WLB
1. Age of Child & RAC
Out of 65RAC Problem, 17(14%) Age of Child <= 03 Years and 48(17%)
Age of Child> 03, WW is having RAC Problem.
There is a difference in RAC Problem among Age of Child <= 03 Years,
WW. It deduces that with Age of Child> 03, WW, RAC Problem
increases by3%.
83% WW does not have RAC Problem i.e. irrespective of Age of Child
<=03 Years. 83% WW may have Successful Career Progression as WW
(DCC) irrespective of Age of Child <=03 Years.
There is No Significant association between Age of Child <=03 Years,
WW and RAC Problem (P=0.509).
2. Age of Child & PCWW
Out of 287 PCWW Problem, 65(54%) Age of Child <=03 Years and 222
(77%) Age of Child > 03, WW is having PCWW Problem.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 244
There is a difference in PCWW Problem among Age of Child <=03
Years, WW. It deduces that with Age of Child > 03, WW, PCWW
Problem increases by 23%.
23% WW does not have PCWW Problem i.e. irrespective of Age of Child
< 03 Years. 23% WW may have Successful Career Progression as WW
(DCC) irrespective of Age of Child <=03 Years.
There is a significant association between Age of Child <= 03 Years,
WW and PCWW Problem (P<0.001).
3. Age of Child & WLB
Out of 374 WLB Problem, 108(89%) Age of Child <=03 Years and 266
(92%) Age of Child > 03, WW is having WLB Problem.
There is a difference in WLB Problem among Age of Child <=03 Years,
WW. It deduces that with Age of Child > 03, WW, WLB Problem
increases by3%.
8% WW does not have WLB Problem i.e. irrespective of Age of Child
<=03 Years. 8% WW may have Successful Career Progression as WW
(DCC) irrespective of Age of Child < 03 Years.
There is No Significant association between Age of Child < 03 Years,
WW and WLB Problem (P=0.306).
Deductions / Results
4.26 Association of Transferable Job with RAC, PCWW and WLB
Transferable Job & RAC
Out of 65 RAC Problem, 20(30%) Transferable Job (Both +Only Wife)
and 16(20%) Transferable Job (only Husband) and 29(11%) Non-
Transferable Job, WW (DCC), is having RAC Problem.
56% (20+16=36/65) WW (DCC) has RAC Problem as a Transferable
(Both and either of DCC) Job. It is a Phenomenal Numbers of WW
(DCC), irrespective of Gen Y, NF, HPJ, Age of Child <= 03 Years.
There is a difference in RAC Problem among Transferable Job, WW
(DCC). It deduces that with, Transferable (Both and Only Wife) Job, WW
(DCC), RAC Problem increases by19% than Non-Transferable Job, WW
(DCC).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 245
Further, It also deduces that among, Transferable (Both and Only Wife)
Job, WW (DCC), RAC Problem increases by 10% than Transferable
(Only Husband) Job, WW (DCC).
70 % WW does not have RAC Problem i.e. irrespective of Transferable
Job.
70 % WW may have Successful Career Progression as WW (DCC)
irrespective of Transferable Job.
There is a Significant association between Transferable Job, WW (DCC)
and RAC Problem (P<0.001).
Transferable Job & PCWW
Out of 287 PCWW Problem, 49(74%) Transferable Job (Both +Only
Wife) and 55(67%) Transferable Job (only Husband) and 183(70%) Non-
Transferable Job WW (DCC) is having PCWW Problem.
There is a difference in PCWW Problem among Transferable Job, WW
(DCC). It deduces that with, Non-Transferable Job, WW (DCC), PCWW
Problem increased by 6% than Transferable (Both and either of DCC)
(49+55=104 / 287) 36% Job, WW.
It deduces that PCWW Problem increased by 7%, on Transferable (Both
and Only Wife) Job, WW (DCC), with Transferable (Only Husband) Job,
WW (DCC).
26% WW (DCC) does not have PCWW Problem i.e. irrespective of
Transferable Job.
26% WW (DCC) may have Successful Career Progression, irrespective of
Transferable Job.
There is No Significant association between Transferable Job, WW
(DCC) and PCWW Problem (P=0.638).
Transferable Job & WLB
Out of 374 WLB Problem, 57(86%) Transferable Job (Both +Only Wife)
and 80(98%) Transferable Job (only Husband) and 237(91%) Non-
Transferable Job, WW (DCC) is having WLB Problem.
There is a difference in WLB Problem among Transferable Job, WW
(DCC). It deduces that with, Non-Transferable Job, WW (DCC), WLB
Problem increased by 5% than Transferable (Both +only wife) Job, WW.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 246
It deduces that WLB Problem decreased by 12%, on Transferable (Both
and Only Wife) Job, WW (DCC), than Transferable (Only Husband) Job,
WW (DCC).
2% WW (DCC) does not have WLB Problem i.e. irrespective of
Transferable Job.
2% WW (DCC) may have Successful Career Progression, irrespective of
Transferable Job.
There is a Significant association between Transferable Job, WW (DCC)
and WLB Problem (P=0.044).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 247
4.27 Overall-Deductions / Results of RAC, PCWW & WLB and Situational
Variable at a Glance-
1. RAC Problem
RAC Problem to Respondents i.e. WW (DCC), varies from 13% to 16%
to all criterion / Variables/ Attributes as WW, WM, Gen Y, NF, HPJ,
Child Age <=03 Years. It is not a wide variation.
While, 84% to 87%WW (DCC) does not have RAC Problem to all
criterion / Variables/ Attributes as WW, WM, Gen Y, NF, HPJ, Child Age
<=03 Years. Not a wide variation. It deduces that WW (DCC) takes care
to solve their RAC problem, somehow. It proves Objectives-01 and 03.
2. PCWW Problem
PCWW Problem to Respondents i.e. WW (DCC), varies from 54% to
72% to all criterion / Variables/ Attributes as WW, WM, Gen Y, NF, HPJ,
Child Age <=03 Years. It is a wide variation. It is comparatively
minimum i.e. 54%, with Age of Child <=03 Years. It deduce that WW
(DCC) does take all steps to reduce PCWW Problem on Age of Child
<=03 Years. And on Gender wise comparison (among WM and WW), it
is maximum i.e. 72% in perception of (while, answered by) WW. It
deduces that on PCWW, WW is main effected Gender. It proves
Objective-01.
4.28 Deductions / Results on-Non Gen Y, Non-NF, Non-HPJ, Age of child >03
Years
1. RAC Problem
RAC Problem to Respondents i.e. WW (DCC ) along with specific
situation/ conditions, varies from 17% to 19% to all criterion /for various
Variables/ Attributes as Non-Gen Y, Non-NF or JF, Non-HPJ, Child Age
>03 Years. It is not a wide variation. It is slightly enhanced in comparison
to WW, WM, Gen Y, NF, HPJ, Child Age <=03 Years.
While, 81% to 83%WW (DCC) does not have RAC problem to all
criterion /for various Variables/ Attributes as Non-Gen Y, Non-NF or JF,
Non-HPJ, Child Age >03 Years. Not a wide variation. It is slightly
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 248
reduced in comparison to WW, WM, Gen Y, NF, HPJ, Child Age <=03
Years.
2. PCWW Problem
PCWW Problem to Respondents i.e. WW (DCC), varies from 71% to
86% to all criterion /for various Variables/ Attributes as Non-Gen Y,
Non-NF or JF, Non-HPJ, Child Age >03 Years. It is a wide variation.
While, with Non-HPJ, it is relatively minimum i.e. 71% and for Non-Gen
Y, it is maximum i.e. 86%. It deduces that for WW, PCWW Problem
continues in later stage of Career. It is increased quite a bit in comparison
to WW, WM, Gen Y, NF, HPJ, Child Age <=03 Years.
Because, whatever way WW (DCC) could compromise / reduced the
problem during birth of a Child, it takes its toll later on in subsequent
years of WW. Ultimately, WW (DCC) is sufferer/ penalized on raising
(rearing) of a Child in terms of her Progression of Career.
While, 14% to 29%WW (DCC) does not have PCWW Problem to all
criterion /for various Variables/ Attributes as Non-Gen Y, Non-NF or JF,
Non-HPJ, Child Age >03 Years. It is a wide variation. But most of
Respondents have the PCWW Problem irrespective to all criterions /to
any Attribute as mentioned above. It deduces Non-HPJ has relatively Less
Problems in comparison to other Attributes as Non-Gen Y, Non-NF or JF,
Non-HPJ, Child Age >03 Years. It(%) is decreased quite a bit in
comparison to WW, WM, Gen Y, NF, HPJ, Child Age <=03 Years. It
deduce WW has more problems as Non-Gen Y, Non-NF or JF, Non-HPJ,
Child Age >03 Years.
3. WLB Problem
WLB Problem to Respondents i.e. WW (DCC), varies from 93 % to 95%
to all criterions /for various Variables/ Attributes as Non-Gen Y, Non-NF
or JF, Non-HPJ, Child Age >03 Years. It is not a wide variation. But
maximum Respondents have the WLB Problem irrespective to all
criterions / to any Attribute. It (%) is slightly increased in comparison to
WW, WM, Gen Y, NF, HPJ, Child Age <=03 Years (89 % to 90%).
While, 5% to 8% WW (DCC) , does not have any WLB Problem to all
criterions /for various Variables/ Attributes as Non-Gen Y, Non-NF or JF,
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 249
Non-HPJ, Child Age >03 Years. It is not a wide variation. It (%) is
decreased in comparison to WW, WM, Gen Y, NF, HPJ, Child Age <=03
Years.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 250
4.29 Analysis 4–Association of Criterion (Situational Variables) with 03 Basic
Supports for DCC
TABLE -4.35- Association of Criterion (Situational Variables) (Gen Y,
NF, HPJ, Age of Child <=03 Years) with Supports (Family, Infrastructure,
Organizational and Overall Support) to WW, among 409 Respondents
Situational
Variable Attributes
Family Support Infrastructure
Support
Organizational
Support Overall Support
Yes No Total Yes No Total Yes No Total Yes No Total
Gender
Working
Women (WW)
158 134 292 123 169 292 16 276 292 83 209 292
75% 68% 71% 74% 70% 71% 62% 72% 71% 76% 70% 71%
Working
Men(WM)
54 63 117 43 74 117 10 107 117 27 90 117
25% 32% 29% 26% 30% 29% 38% 28% 29% 24% 30% 29%
Chi-Square 2.118 0.999 1.320 1.215
P-Value 0.146 0.317 0.251 0.270
Gen Y
Gen Y
120 91 211 83 128 211 16 195 211 58 153 211
57% 43% 100% 39% 61% 100% 8% 92% 100% 27% 73% 100%
Non-Gen Y
92 106 198 83 115 198 10 188 198 52 146 198
47% 53% 100% 42% 58% 100% 5% 95% 100% 26% 74% 100%
Chi-Square 4.432 .283 1.100 0.078
P-Value 0.035 0.595 0.294 0.780
NF
NF
89 140 229 92 137 229 12 217 229 48 181 229
39% 61% 100% 40% 60% 100% 5% 95% 100% 21% 79% 100%
Non-NF (JF)
123 57 180 74 106 180 14 166 180 62 118 180
68% 32% 100% 41% 59% 100% 8% 92% 100% 34% 66% 100%
Chi-Square 35.055 .037 1.090 9.319
P-Value <0.001 0.848 0.296 0.002
HPJ
HPJ
71 87 158 75 83 158 13 145 158 48 110 158
45% 55% 100% 47% 53% 100% 8% 92% 100% 30% 70% 100%
Non-HPJ
141 110 251 91 160 251 13 238 251 62 189 251
56% 44% 100% 36% 64% 100% 5% 95% 100% 25% 75% 100%
Chi-Square 4.905 5.056 1.514 1.590
P-Value 0.027 0.025 0.219 0.207
Age of Child
Age of Child
<=03 Years
67 54 121 49 72 121 11 110 121 34 87 121
55% 45% 100% 40% 60% 100% 9% 91% 100% 28% 72% 100%
Age of Child
>03 Years
145 143 288 117 171 288 15 273 288 76 212 288
50% 50% 100% 41% 59% 100% 5% 95% 100% 26% 74% 100%
Chi-Square .862 .001 2.158 0.127
P-Value 0.353 0.981 0.142 0.722
Transferable
Job
Both & Only
Wife Trans.
34 32 66 20 46 66 7 59 66 14 52 66
16% 16% 16% 12% 19% 16% 27% 15% 16% 13% 17 %
16%
Only
Husband
37 45 82 38 44 82 5 77 82 20 62 82
18% 23% 20% 23% 18% 20% 19% 20% 20% 18% 21% 20%
Non- Transferable
141 120 261 108 153 261 14 247 261 76 185 261
66% 61% 64% 65% 63% 64% 54% 65% 64% 69% 62% 64%
Chi-Square 1.983 4.089 2.443 2.002
P-Value 0.371 0.129 0.295 0.367
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 251
4.30 Family Support
Total Family Support could be obtained by 212(52%) WW (DCC), out of 409
Respondents. Family Support obtained by Gender (Female) (292) (71%), Gen Y (211)
(52%), NF (229) (56%), HPJ (158) (39%) and Age of Child<=03 Years (121) (30%),
Criterion WW has been varying in each classification, separately.
Deductions / Results
1. Gender
158 (75%) Gender, Female could get Family Support. 134 (68%)
Gender, Female could not get Family Support, out of 292 (71%) Gender,
Female.
54 (25%) Gender, Male could get Family Support. 63 (32%) Gender,
Male could not get Family Support, out of 117(29%) Gender, Male.
Perception of Female Gender is most, on Family Support. Perception of
Male Gender is less by 50% than Female Gender, on Family Support. It
deduces that perception of Female Gender, [i.e. Gender (WW) has
answered, the Questionnaire] is more on Family Support. It deduces that
WW (DCC) is surviving on Family support, among DCC. It is
phenomenal.
There is a No Significant association between Family Support and
Gender (P=0.146).
2. Gen Y
120 (57%) Gen Y, WW could get Family Support. 91 (43%) Gen Y, WW
could not get Family Support, out of 211(52%) Gen Y, WW.
92 (47%) Non-Gen Y, WW could get Family Support. 106 (54%) Non-
Gen Y, WW could not get Family Support, out of 198(48%) Non-Gen Y,
WW.
Family Support is more by 10% with Gen Y, WW (DCC) than Non-Gen
Y.
There is a significant association between Family Support and Gen Y
(P=0.035).
3. NF
89 (39%) NF, WW could get Family Support.140 (61%) NF, WW could
not get Family Support, out of 229(56%) NF, WW.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 252
123 (68%) Non-NF (JF), WW could get Family Support.57 (32%) Non-
NF (JF), WW could not get Family Support, out of 180(44%) Non-NF,
WW. Family Support is better in Joint Family.
Family Support is more by 29% with Non-NF (JF), WW (DCC) than NF,
WW (DCC). There is much more advantage/ phenomenal Strength of
Family Support to Non-NF (JF), WW (DCC).
There is a significant association between Family Support and NF
(P<0.001).
4. HPJ
71 (45%) HPJ, WW could get Family Support. 87 (55%) HPJ, WW could
not get Family Support, out of 158(39%) HPJ, WW.
141(56%) Non-HPJ, WW could get Family Support. 110 (44 %) Non-
HPJ, WW could not get Family Support, out of 251 (61%) Non- HPJ,
WW.
It deduces that Family Support is more by 11% with Non-HPJ, WW
(DCC) than HPJ, WW (DCC).
There is a significant association between Family Support and HPJ
(P=0.027).
5. Age of Child <= 03 Years
67 (55%) WW with Age of Child <=03 Years could get Family Support.
54 (45%) WW with Age of Child <=03 Years, could not get Family
Support, out of 121(30%) WW.
145 (50%) WW with Age of Child > 03 Years could get Family Support.
143 (50%) WW with Age of Child > 03 Years, could not get Family
Support, out of 288 (70%) WW.
It deduces that Family Support is more by 5% with Age of Child<= 03
Years, WW (DCC) than Age of Child >03 Years, WW (DCC). Although,
with the Age / growth of the Child, may not need that much Family
Support.
There is No Significant association between Family Support and Age of
Child <= 03 Years (P=0.353).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 253
6. Transferable Job
71 (34%) Transferable Job (Either & Both), WW could get Family
Support (FS). 77 (39%) Transferable Job (Either & Both), WW could not
get Family Support, out of total 148(36%) Transferable Job, DCC.
141(66%) Non-Transferable Job, WW could get Family Support. 120
(61%) Non- Transferable Job, WW could not get Family Support, out of
261 (64%) Non- Transferable Job, WW.
It deduces that Family Support (FS) is more by 32% in Non-Transferable
Job, WW (DCC) than Transferable Job, WW (DCC). It is a Phenomenal
Numbers of WW (DCC), irrespective of Gen Y, NF, HPJ, Age of Child
<= 03 Years.
It deduces that Family Support (FS) is more by 50% in Non-Transferable
Job, WW (DCC) than Transferable Job (Both+ Only Wife), WW (DCC).
It is a Phenomenal Numbers of WW (DCC), irrespective of Gen
Y, NF, HPJ, Age of Child <= 03 Years.
Further, It deduces that among, WW (DCC) with Transferable (Both and
Only Wife) Job, Family Support reduces by 2% than WW (DCC) with
Transferable (Only Husband) Job. (Otherwise) It is almost same.
There is No Significant association between Family Support and
Transferable Job (P=0.371).
7. Summary
1. Those WW (DCC) [91 (43%) Gen Y, 140 (61%) NF, 87 (55%) HPJ and
54 (45%) with Age of Child <= 03 Years] are phenomenal in strength,
these could not get Family Support. That may be main root cause of
Problem of WLB of WW (DCC) in Indian Organizations.
2. Even, WW (DCC) as Non- Gen Y, Non-NF, Non-HPJ and Age of Child>
03 Years [106 (54%) Non-Gen Y, 57 (32%) Non-NF, 110 (44 %) Non-
HPJ and 143 (50%) with Age of Child>03 Years] are phenomenal in
strength, these could not get Family Support. That may be main root
cause of Problem of WLB of WW (DCC) in Indian Organizations.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 254
4.31 Infrastructure Support
Total Infrastructure Support could be obtained by 166(41%) WW (DCC), Out of
409 Respondents. Infrastructure Support obtained by Gender (Female) (292) (71%),
Gen Y (211) (52%), NF (229) (56%), HPJ (158) (39%) and Age of Child<=03 Years
(121) (30%), Criterion WW has been varying in each classification, separately.
Deductions / Results
1. Gender
123 (74%) Gender, Female could get Infrastructure Support. 169 (70%)
Gender, Female could not get Infrastructure Support, out of 292 (71%)
Gender, Female.
43 (26%) Gender, Male could get Infrastructure Support.74 (31%)
Gender, Male could not get Infrastructure Support, out of 117(29%)
Gender, Male.
Perception of Female Gender is most, on Infrastructure Support.
Perception of Male Gender is less by 48% than Female Gender, on
Infrastructure Support. It deduces that perception of Female Gender,
[i.e. Gender (WW) has answered, the Questionnaire] is more on
Infrastructure Support.
There is a No Significant association between Infrastructure Support and
Gender (P=0.317).
2. Gen Y
83 (39%) Gen Y, WW could get Infrastructure Support. 128 (61%) Gen
Y, WW could not get Infrastructure Support, out of 211(52%) Gen Y,
WW.
83 (42%) Non-Gen Y, WW could get Infrastructure Support. 115 (58%)
Non-Gen Y, WW could not get Infrastructure Support, out of 198(48%)
Non-Gen Y, WW.
Infrastructure support to Non-Gen Y, WW, increased by 3% than Gen Y,
WW.
There is No significant association between Infrastructure Support and
Gen Y (P=0.595).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 255
3. NF
92 (40%) NF, WW could get Infrastructure Support.137 (60%) NF, WW
could not get Infrastructure Support, out of 229(56%) NF, WW.
74 (41%) Non-NF (JF), WW could get Infrastructure Support.106 (59%)
Non-NF (JF), WW could not get Infrastructure Support, out of 180(44%)
Non-NF, WW. Infrastructure Support is better in Joint Infrastructure.
There is no much difference in Infrastructure Support. Although, it is
increased by 1% for Non-NF (JF) than NF, WW (DCC). Rather, it in
needed much more in case of NF, WW.
There is No significant association between Infrastructure Support and NF
(P=0.848).
4. HPJ
75 (47%) HPJ, WW could get Infrastructure Support. 83 (53%) HPJ, WW
could not get Infrastructure Support, out of 158(39%) HPJ, WW.
91(36%) Non-HPJ, WW could get Infrastructure Support. 160 (64 %)
Non-HPJ, WW could not get Infrastructure Support, out of 251 (61%)
Non- HPJ, WW.
It deduces that Infrastructure Support is more by 11% with HPJ, WW
(DCC) than Non-HPJ, WW (DCC).
There is a significant association between Infrastructure Support and HPJ
(P=0.025).
5. Age of Child <= 03 Years
49 (40%) WW with Age of Child <= 03 Years could get Infrastructure
Support. 72 (60%) WW with Age of Child <= 03 Years, could not get
Infrastructure Support, out of 121(30%) WW.
117 (41%) WW with Age of Child > 03 Years could get Infrastructure
Support. 171 (59%) WW with Age of Child > 03 Years, could not get
Infrastructure Support, out of 288 (70%) WW.
It is almost same. It deduces that Infrastructure Support is more by 1%
with Age of Child >03 Years, WW (DCC) than Age of Child<= 03 Years,
WW (DCC).
There is No Significant association between Infrastructure Support and
Age of Child <= 03 Years (P=0.981).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 256
6. Transferable Job
58 (35%) Transferable Job (Either and Both), WW could get
Infrastructure Support. 90 (37%) Transferable Job (Either and Both), WW
could not get Infrastructure Support, out of total 148(36%) Transferable
Job, DCC.
108(65%) Non-Transferable Job, WW could get Infrastructure Support.
153 (63%) Non- Transferable Job, WW could not get Infrastructure
Support, out of 261 (64%) Non- Transferable Job, WW.
It deduces that Infrastructure Support is better in Non-Transferable Job,
WW (DCC). It exceed by 40% than Transferable Job (Either and Both),
WW (DCC).
It deduces that Infrastructure Support (IS) is more by 53% in Non-
Transferable Job, WW (DCC) than Transferable Job (Both Only Wife),
WW (DCC). It is a Phenomenal Numbers of WW (DCC), irrespective of
Gen Y, NF, HPJ, Age of Child <= 03 Years.
Further, It deduces that among, WW (DCC) with Transferable (Both and
Only Wife) Job, Infrastructure Support reduces by 11% than WW (DCC)
with Transferable (Only Husband) Job.
There is No Significant association between Infrastructure Support and
Transferable Job (P=0.129).
7. Summary
Those WW (DCC) [128 (61%) Gen Y, 137 (60%) NF, 83 (53%) HPJ and
72 (60%) with Age of Child <= 03 Years] are phenomenal in strength,
these could not get Infrastructure Support. That may be main root cause
of Problem of WLB of WW (DCC) in Indian Organizations.
Even, WW (DCC) as Non- Gen Y, Non-NF, Non-HPJ and Age of Child>
03 Years [115 (58%) Non-Gen Y, 106 (59%) Non-NF, 160 (64 %) Non-
HPJ and 171 (59%) with Age of Child>03 Years] are phenomenal in
strength, these could not get Infrastructure Support. That may be root
cause of Problem of WLB of WW (DCC) in Indian Organizations.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 257
4.32 Organizational Support:
Total Organizational Support could be obtained by 26(6%) WW (DCC), out of 409
Respondents. Organizational Support obtained by Gender (Female) (292) (71%), Gen
Y (211) (52%), NF (229) (56%), HPJ (158) (39%) and Age of Child<=03 Years (121)
(30%), Criterion WW has been varying in each classification, separately.
Deductions / Results
1. Gender
16 (62%) Gender, Female could get Organizational Support. 276 (72%)
Gender, Female could not get Organizational Support, out of 292 (71%)
Gender, Female.
10 (39%) Gender, Male could get Organizational Support.107 (28%)
Gender, Male could not get Organizational Support, out of 117(29%)
Gender, Male.
Perception of Female Gender is most, on Organizational Support.
Perception of Male Gender is less by 24% than Female Gender, on
Organizational Support. It deduces that perception of Female Gender,
[i.e. Gender (WW) has answered, the Questionnaire] is more on
Organizational Support.
There is a No Significant association between Organizational Support and
Gender (P=0.251).
2. Gen Y
16 (8%) Gen Y, WW could get Organizational Support.195 (92%) Gen Y,
WW could not get Organizational Support, out of 211(52%) Gen Y, WW.
10 (5%) Non-Gen Y, WW could get Organizational Support. 188 (95%)
Non-Gen Y, WW could not get Organizational Support, out of 198(48%)
Non-Gen Y, WW.
It deduces that Organizational Support (OS) is more by 3% in Gen Y,
WW (DCC) than Non-Gen Y, WW (DCC).
There is No significant association between Organizational Support and
Gen Y (P=0.294).
3. NF
12 (5%) NF, WW could get Organizational Support.217 (95%) NF, WW
could not get Organizational Support, out of 229(56%) NF, WW.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 258
14 (8%) Non-NF (JF), WW could get Organizational Support.166 (92%)
Non-NF (JF), WW could not get Organizational Support, out of 180(44%)
Non-NF, WW. Organizational Support is better in Joint Organizational.
It deduces that Organizational Support (OS) is more by 3% to Non-NF,
WW (DCC) than NF, WW (DCC).
There is No significant association between Organizational Support and
NF (P=0.296).
4. HPJ
13 (8%) HPJ, WW could get Organizational Support. 145 (92%) HPJ,
WW could not get Organizational Support, out of 158(39%) HPJ, WW.
13(5%) Non-HPJ, WW could get Organizational Support. 238 (95%)
Non-HPJ, WW could not get Organizational Support, out of 251 (61%)
Non- HPJ, WW.
It deduces that Organizational Support (OS) is more by 3% to HPJ, WW
(DCC) than Non-HPJ, WW (DCC).
There is No significant association between Organizational Support and
HPJ (P=0.219).
5. Age of Child <= 03 Years
11 (9%) WW with Age of Child <= 03 Years could get Organizational
Support. 110 (91%) WW with Age of Child <= 03 Years, could not get
Organizational Support, out of 121(30%) WW.
15 (5%) WW with Age of Child > 03 Years could get Organizational
Support. 273 (95%) WW with Age of Child > 03 Years, could not get
Organizational Support, out of 288 (70%) WW.
It deduces that Organizational Support is more by 4% with Age of
Child<= 03 Years, WW (DCC) than Age of Child >03 Years, WW
(DCC).
There is No Significant association between Organizational Support and
Age of Child <= 03 Years (P=0.142).
6. Transferable Job
12 (46%) Transferable Job (Either and Both), WW could get
Organizational Support. 136 (35%) Transferable Job (Either and Both),
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 259
WW could not get Organizational Support, out of total 148(36%)
Transferable Job, DCC.
14(54%) Non-Transferable Job, WW could get Organizational Support.
247 (65%) Non- Transferable Job, WW could not get Organizational
Support, out of 261 (64%) Non- Transferable Job, WW.
It deduces that Organizational Support is better in Non-Transferable Job,
WW (DCC). It exceed by 8% than Transferable Job (Either and Both),
WW (DCC).
It deduces that Organizational Support (OS) is more by 27% in Non-
Transferable Job, WW (DCC) than Transferable Job (Both and Only
Wife), WW (DCC). It is a Phenomenal Numbers of WW (DCC),
irrespective of Gen Y, NF, HPJ, Age of Child <= 03 Years.
Further, It deduces that among, WW (DCC) with Transferable (Both and
Only Wife) Job, Organizational Support increased by 8% than WW
(DCC) with Transferable (Only Husband) Job.
There is No Significant association between Organizational Support and
Transferable Job (P=0.295).
7. Summary
Those WW (DCC) [195 (92%) Gen Y, 217 (95%) NF, 145 (92%) HPJ
and 110 (91%) with Age of Child <= 03 Years] are phenomenal in
strength, these could not get Organizational Support. That may be main
root cause of Problem of WLB of WW (DCC) in Indian Organizations.
Even, WW (DCC) as Non- Gen Y, Non-NF, Non-HPJ and Age of Child>
03 Years [188 (95%) Non-Gen Y, 166 (92%) Non-NF, 238 (95%) Non-
HPJ and 273 (95%) with Age of Child>03 Years] are phenomenal in
strength, these could not get Organizational Support. That may be root
cause of Problem of WLB of WW (DCC) in Indian Organizations.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 260
4.33 Overall Support
Total Overall Support could be obtained by 110(27%) WW (DCC), out of 409
Respondents. Overall Support obtained by Gender (Female) (292) (71%), Gen Y
(211) (52%), NF (229) (56%), HPJ (158) (39%) and Age of Child<=03 Years (121)
(30%), Criterion WW has been varying in each classification, separately.
Deductions / Results
1. Gender
83 (76%) Gender, Female could get Overall Support. 209 (70%) Gender,
Female could not get Overall Support, out of 292 (71%) Gender, Female.
27 (25%) Gender, Male could get Overall Support.90 (30%) Gender,
Male could not get Overall Support, out of 117(29%) Gender, Male.
Perception of Female Gender is most, on Overall Support. Perception of
Male Gender is less by 52% than Female Gender, on Overall Support. It
deduces that perception of Female Gender, [i.e. Gender (WW) has
answered, the Questionnaire] is more on Overall Support.
There is a No Significant association between Overall Support and
Gender (P=0.270).
2. Gen Y
58 (27%) Gen Y, WW could get Overall Support.153 (73%) Gen Y, WW
could not get Overall Support, out of 211(52%) Gen Y, WW.
52 (26%) Non-Gen Y, WW could get Overall Support. 146 (74%) Non-
Gen Y, WW could not get Overall Support, out of 198(48%) Non-Gen Y,
WW.
It is almost same. It deduces that Overall Support (OOS) is more by 1% in
Gen Y, WW (DCC) than Non-Gen Y, WW (DCC).
There is No significant association between Overall Support and Gen Y
(P=0.780).
3. NF
48 (21%) NF, WW could get Overall Support.181 (79%) NF, WW could
not get Overall Support, out of 229(56%) NF, WW.
62 (34%) Non-NF (JF), WW could get Overall Support.118 (66%) Non-
NF (JF), WW could not get Overall Support, out of 180(44%) Non-NF,
WW. Overall Support is better in Joint Overall.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 261
It deduces that Overall Support is more by 13% to Non-NF, WW (DCC)
than NF, WW (DCC).
There is a significant association between Overall Support and NF
(P=0.002).
4. HPJ
48 (30%) HPJ, WW could get Overall Support. 110 (70%) HPJ, WW
could not get Overall Support, out of 158(39%) HPJ, WW.
62(25%) Non-HPJ, WW could get Overall Support. 189 (75%) Non-HPJ,
WW could not get Overall Support, out of 251 (61%) Non- HPJ, WW.
It deduces that Overall Support is more by 5% to HPJ, WW (DCC) than
Non-HPJ, WW (DCC).
There is No significant association between Overall Support and HPJ
(P=0.207).
5. Age of Child <= 03 Years
34 (28%) WW with Age of Child <= 03 Years could get Overall Support.
87 (72%) WW with Age of Child <= 03 Years, could not get Overall
Support, out of 121(30%) WW.
76 (26%) WW with Age of Child > 03 Years could get Overall Support.
212 (74%) WW with Age of Child > 03 Years, could not get Overall
Support, out of 288 (70%) WW.
It deduces that Overall Support is more by 2% with Age of Child<= 03
Years, WW (DCC) than Age of Child >03 Years, WW (DCC).
There is No Significant association between Overall Support and Age of
Child < 03 Years (P=0.722).
6. Transferable Job
34 (31%) Transferable Job (Either and Both), WW could get Overall
Support. 114 (38%) Transferable Job (Either and Both), WW could not
get Overall Support, out of total 148(36%) Transferable Job, DCC.
76(69%) Non-Transferable Job, WW could get Overall Support. 185
(62%) Non- Transferable Job, WW could not get Overall Support, out of
261 (64%) Non- Transferable Job, WW.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 262
It deduces that Overall Support is better in Non-Transferable Job, WW
(DCC). It exceed by 38% than Transferable Job (Either and Both), WW
(DCC).
It deduces that Overall Support is more by 56% in Non-Transferable Job,
WW (DCC) than Transferable Job (Both and Only Wife), WW (DCC). It
is a Phenomenal Numbers of WW (DCC), irrespective of Gen
Y, NF, HPJ, Age of Child <= 03 Years.
Further, It deduces that among, WW (DCC) with Transferable (Both and
Only Wife) Job, Overall Support reduced by 5% than WW (DCC) with
Transferable (Only Husband) Job.
There is No Significant association between Overall Support and
Transferable Job (P=0.129).
7. Summary
Those WW (DCC) [153 (73%) Gen Y, 181 (79%) NF, 110 (70%) HPJ
and 87 (72%) with Age of Child <= 03 Years] are phenomenal in strength,
these could not get Overall Support. That may be main root cause of
Problem of WLB of WW (DCC) in Indian Organizations.
Even, WW (DCC) as Non- Gen Y, Non-NF, Non-HPJ and Age of Child>
03 Years [146 (74%) Non-Gen Y, 118 (66%) Non-NF, 189 (75%) Non-
HPJ and 212 (74%) with Age of Child>03 Years] are phenomenal in
strength, these could not get Overall Support. That may be root cause of
Problem of WLB of WW (DCC) in Indian Organizations.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 263
4.34 Analysis 5–Association of WLB Problem (Two extreme Attributes as-RAC
Problem and PCWW Problem of) along with 03 Basic Supports for DCC
TABLE -4.36-Association of WLB Problem (Two extreme Attributes as-RAC
Problem and PCWW Problem) along with 03 Basic Supports (Family,
Infrastructure, Organizational and Overall Support) obtained, for 409 WW
(DCC)
Attributes
RAC PCWW WLB
Prob
lem
No
Proble
m
Total Proble
m
No
Proble
m
Total Proble
m
No
Proble
m
Total
F
S
Family
Support
23 189 212 150 62 212 196 16 212
11
% 89%
100
% 71% 29%
100
% 93% 7%
100
%
No-Family
Support
42 155 197 137 60 197 178 19 197
21
% 79%
100
% 70% 30%
100
% 90% 10%
100
%
Pearson
Chi-Square 8.375 0.072 0.574
P-Value 0.004 0.789 0.449
IS
Infrastructu
re Support
25 141 166 125 41 166 153 13 166
15
% 85%
100
% 75% 25%
100
% 92% 8%
100
%
No-
Infrastructu
re Support
40 203 243 162 81 243 221 22 243
17
% 83%
100
% 67% 33%
100
% 91% 9%
100
%
Pearson
Chi-Square 0.145 3.513 0.188
P-Value 0.704 0.061 0.664
O
S
Organizatio
nal Support
6 20 26 14 12 26 24 2 26
23
% 77%
100
% 54% 46%
100
% 92% 8%
100
%
No-
Organizatio
nal Support
59 324 383 273 110 383 350 33 383
15
% 85%
100
% 71% 29%
100
% 91% 9%
100
%
Pearson
Chi-Square 1.072 3.535 .027
P-Value .300 .060 .871
O
O
S
Overall
Support
11 99 110 82 28 110 105 5 110
10
% 90%
100
% 75% 25%
100
% 96% 4%
100
%
No-Overall
Support
54 245 299 205 94 299 269 30 299
18
% 82%
100
% 69% 31%
100
% 90% 10%
100
%
Pearson
Chi-Square 3.908 1.376 3.095
P-Value 0.048 0.241 0.079
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 264
4.35 Association of WLB Problem (Two extreme Attributes as-RAC Problem and
PCWW Problem of) for DCC
TABLE-4.37- Association RAC & WLB
RAC Total
Problem No Problem
WLB
Problem 60 314 374
92% 91% 91%
No Problem 5 30 35
8% 9% 9%
Total 65 344 409
100% 100% 100.0%
Value DF P-Value
Pearson Chi-Square .074 1 .786
Summary
60 (92%) WW, are having WLB problem along with RAC Problem. It
deduces that for a WW, RAC Problem has major relationship with WLB
Problem. Gen Y and NF, WW are having maximum RAC Problem. It proves
Objective-02.
While, 314(91%) WW, are having only WLB problem without RAC Problem.
There is No Significant association between RAC Problem and WLB Problem
(P=0.786).
TABLE-4.38-Association PCWW & WLB
WLB
Total Problem No Problem
PCWW
Problem 266 21 287
92.7% 7.3% 100.0%
No Problem 108 14 122
88.5% 11.5% 100.0%
Total 374 35 409
91.4% 8.6% 100.0%
Value DF P-Value
Pearson Chi-
Square 1.892
a 1 .169
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 265
Summary
266 (93%) WW, are having WLB Problem along with PCWW Problem. It
deduces that for a WW, WLB Problem has major relationship with PCWW
Problem. Gen Y and NF, WW are having maximum WLB Problem. It
proves Objective-02.
While, 21(7%) WW, are having only WLB Problem without PCWW
Problem.
There is No Significant association between PCWW Problem and WLB
Problem (P=0.169).
Below mentioned relationship deduces that majority of WLB Problems are
associated with either RAC Problem or PCWW Problem.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 266
4.36 Deductions: Association of Family Support with RAC, PCWW and WLB
1. Family Support & RAC
Out of 65(16%) RAC Problem, 23 (11%) WW could get Family Support
and 42(21%) WW could not get Family Support.
Family Support is must. That’s different aspect altogether that in spite of
Family Support problems are there to WW, on RAC (11%).
It deduces that with Family Support, RAC Problem reduced by 10%.
79 % WW does not have RAC Problem i.e. irrespective of Family
Support. 79 % WW may have Successful Career Progression as WW
(DCC) irrespective of Family Support.
There is a significant association between Family Support and RAC
Problem (P=0.004).
2. Family Support & PCWW
Out of 287(70%) PCWW Problem, 150(71%) could get Family Support
and 137(70%) WW could not get Family Support. It is almost equal.
29 % WW does not have PCWW problem i.e. irrespective of Family
Support. 29 % WW may have Successful Career Progression as WW
(DCC) irrespective of Family Support.
There is No Significant association between Family Support and PCWW
Problem (P=0.789).
3. Family Support & WLB
Out of 374(91%) WLB Problem, 196(93%) could get Family Support and
178 (90%) WW could not get Family Support. It is almost equal.
Only, 7 % WW does not have WLB problem irrespective of Family
Support. 7 % WW may have Successful WLB as WW (DCC) irrespective
of Family Support. There is No Significant association between Family
Support and WLB Problem (P=0.449).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 267
4.37 Deductions: Association of Infrastructure Support with RAC, PCWW
and WLB
1. Infrastructure Support & RAC
Out of 65(16%) RAC Problem, 25(15%) WW could get Infrastructure
Support and 40(17%) WW could not get Infrastructure Support.
It deduces that with Infrastructure Support, RAC Problem reduced by 2%.
83 % WW does not have RAC Problem i.e. irrespective of Infrastructure
Support. 83 % WW may have Successful Career Progression as WW
(DCC) irrespective of Infrastructure Support.
There is No Significant association between Infrastructure Support and
RAC Problem (P=0.704).
2. Infrastructure Support & PCWW
Out of 287(70%) PCWW Problem, 125(75%) WW could get Infrastructure
Support and 162(67%) WW could not get Infrastructure Support.
It deduces that with, Infrastructure Support, PCWW Problem increased by
8%.
25 % WW does not have PCWW problem i.e. irrespective of Infrastructure
Support. 25 % WW may have Successful Career Progression as WW
(DCC) irrespective of Infrastructure Support.
There is No Significant association between Infrastructure Support and
PCWW Problem (P=0.061).
3. Infrastructure Support & WLB
Out of 374(91%) WLB Problem, 153(92%) WW could get Infrastructure
Support and 221 (91%) WW could not get Infrastructure Support. It is
almost equal.
Only, 8% WW does not have WLB problem i.e. irrespective of
Infrastructure Support. 8 % WW may have Successful WLB as WW
(DCC) irrespective of Infrastructure Support.
There is No Significant association between Infrastructure Support and
WLB Problem (P=0.664).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 268
4.38 Deductions: Association of Organization Support with RAC, PCWW and
WLB
1. Organizational Support & RAC
Out of 65(16%) RAC Problem, 6 (23%) WW could get Organizational
Support and 59(15%) WW could not get Organizational Support.
It deduces that with, Organizational Support, RAC Problem increased by
8%.
77 % WW does not have RAC Problem i.e. irrespective of Organizational
Support. 77 % WW may have Successful Career Progression as WW
(DCC) irrespective of Organizational Support.
There is No Significant association between Organization Support and
RAC Problem (P=0.300).
2. Organizational Support & PCWW
Out of 287(70%) PCWW Problem, 14(54%) WW could get
Organizational Support and 273 (71%) WW could not get Organizational
Support.
Organization Support is must. That’s different aspect altogether that in
spite of Organization Support problems are there to WW (DCC), on
PCWW (54%).It is more (71%) with, No Organization Support.
It deduces that with Organizational Support, PCWW Problem reduced by
17%. It proves Objective-02.
29 % WW does not have PCWW problem i.e. irrespective of
Organization Support. 29 % WW may have Successful Career
Progression as WW (DCC) irrespective of Organization Support.
There is No Significant association between Organization Support and
PCWW Problem (P=0.060).
3. Organizational Support & WLB
Out of 374(91%) WLB Problem, 24(92%) WW could get Organizational
Support and 350 (91%) WW could not get Organizational Support. It is
almost equal.
Only, 8% WW does not have WLB problem i.e. irrespective of
Organization Support. 8% WW may have Successful WLB as WW
(DCC) irrespective of Organization Support.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 269
There is No Significant association between Organization Support and
WLB Problem (P=0.871).
4.39 Deductions: Association of Overall Support with RAC, PCWW and WLB
1. Overall Support & RAC
Out of 65(16%) RAC Problem, 11(10%) WW could get Overall Support
and 54 (18%) WW could not get Overall Support.
Overall Support is must. That’s different aspect altogether that in spite
of Overall Support problems are there to WW on RAC (10%).It is more
(18%) with, NO Family Support too.
It deduces that with Overall Support, RAC Problem reduced by 8%.
84 % WW does not have RAC Problem i.e. irrespective of Overall
Support. 84 % WW may have Successful Career Progression as WW
(DCC) irrespective of Overall Support.
There is a significant association between Overall Support and RAC
Problem (P=0.048).
2. Overall Support & PCWW
Out of 287(70%) PCWW Problem, 82 (75%) WW could get Overall
Support and 205 (69%) WW could not get Overall Support.
It deduces that with, Overall Support, PCWW Problem increased by 6%.
25 % WW does not have PCWW problem i.e. irrespective of Overall
Support. 25 % WW may have Successful Career Progression as WW
(DCC) irrespective of Overall Support.
There is No Significant association between Overall Support and PCWW
Problem (P=0.241).
3. Overall Support & WLB
Out of 374(91%) WLB Problem, 105 (96%) WW could get Overall
Support and 269 (90%) WW could not get Overall Support.
It deduces that with, Overall Support, WLB Problem increased by 6%.
Only, 4% WW does not have WLB problem i.e. irrespective of Overall
Support. 4% WW may have Successful WLB as WW (DCC) irrespective
of Overall Support.
There is No Significant association between Overall Support and WLB
Problem (P=0.079).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 270
4.40 Deductions: Overall: Results of RAC, PCWW & WLB and 03 Basic
Supports at a Glance (It is unnecessary? Does not reveal any Extra Result)
1. RAC Problem
RAC Problem to Respondents i.e. WW (DCC), varies from 11% to 15%
in spite having separate Supports as Family or Infrastructure. While, with
Organizational Support, it has increased to 23%.
While, 89% to 85%WW (DCC) does not have RAC problem along with
Supports as Family or Infrastructure. While, with Organizational Support,
it further reduces to 77%.
2. PCWW Problem
PCWW Problem to Respondents i.e. WW (DCC), varies from 71% to
75% in spite having separate Supports as Family or Infrastructure. While
with Organizational Support, it reduces to 54%.
While, 29% to 25%WW (DCC) does not have PCWW problem along
with Supports as Family or Infrastructure. While, with Organizational
Support, it further increases to 46%.
3. WLB Problem
WLB Problem to Respondents i.e. WW (DCC), varies from 93% to 92%
in spite having separate Supports as Family or Infrastructure. While with
organizational Support, it is 92%.
While, 7% to 8% WW (DCC) does not have WLB problem along with
Supports as Family or Infrastructure. While with organizational Support,
it is 8%.
4.41 Deductions: No Support (Family, Infrastructure, Organizational or
Overall) (It is unnecessary? Does not reveal any Extra Result)
1. RAC Problem
RAC Problem to Respondents i.e. WW (DCC), varies from 21% to 17%
without Supports as Family or Infrastructure. While, with No-
Organizational Support, it is 15%.
While, 79% to 83%WW (DCC) do not have RAC problem along with
Supports as Family or Infrastructure. While with No-Organizational
Support, it is 85%.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 271
2. PCWW Problem
PCWW Problem to Respondents i.e. WW (DCC), varies from 70% to
67% without Supports as Family or Infrastructure. While with No-
Organizational Support, it is 71%.
While, 29% to 25%WW (DCC) does not have PCWW problem without
any Supports as Family or Infrastructure. While, with No-Organizational
Support, it is 9%.
3. WLB Problem
WLB Problem to Respondents i.e. WW (DCC) varies from 90% to 91%
without having any Supports as Family or Infrastructure. While with
organizational Support, it is 91%.
While, 10% to 9% WW (DCC) does not have WLB problem without
Supports as Family or Infrastructure. While with organizational Support, it
is 9%.
4. Summary
79% to 83%WW do not have RAC Problem without any Support.
Only, 29% to 25%WW do not have PCWW Problem without any
Support.
Only, 10% to 9% WW do not have WLB Problem without any Support.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 272
4.42 Analysis 6–Association of Supports with RAC Problem in relation to NF
(33) – [Out of 65 RAC Problem, NF are 33 among total NF=229 for DCC.]
TABLE-4.39-Association of (Family, Infrastructure and Organizational)
Supports with RAC Problem (65) in relation to NF (229)
Supports Attributes RAC(NF)
Problem No
Problem Total
Family Support
Family Support 8 81 89
9% 91% 100%
No- Family
Support
25 115 140
18% 82% 100%
Pearson Chi-
Square 3.470
P-Value 0.063
Infrastructure Support
Infrastructure
Support
14 78 92
15% 85% 100%
No- Infrastructure
Support
19 118 137
14% 86% 100%
Pearson Chi-
Square 0.081
P-Value 0.776
Organizational Support
Organizational
Support
2 10 12
17% 83% 100%
No-
Organizational
Support
31 186 217
14% 86% 100%
Pearson Chi-
Square 0.052
P-Value 0.819
Overall Support
Overall Support 4 44 48
8% 92% 100%
No- Overall
Support
29 152 181
16% 84% 100%
Pearson Chi-
Square 1.818
P-Value 0.177
4.43 Overall RAC Problem & Various Supports (obtained from Table-4.30)
Out of total 409 Respondents, 65(16%) Respondents (WW) have RAC
Problem.
23 (35%) WW get the Family Support, but 42 (65%) WW do not get
Family Support. (obtained fromTable-4.36)
25 (38%) WW get the Infrastructure Support, but 40 (62%) WW do not
get Infrastructure Support. (Table-4.36)
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 273
6 (9%) WW get the Organizational Support, but 59 (91%) WW do not get
Organizational Support. (Table-4.36)
11 (20%) WW get the Overall Support, but 54 (83%) WW do not get
Overall Support. It needs attention. (Table-4.36)
4.43a Proportion of (Gen Y, NF, HPJ and Age of Child <=03 Years,) Among 65
(16%) RAC Problem
Under mentioned data are obtained from Table-4.28.
27 (42%) WW are Gen Y.
33 (51%) WW is NF.
21 (32%) WW is HPJ.
17(26%) WW has Age of Child <= 03 Years.
4.44 Deductions: RAC Problem among NF & Various Supports Obtained
Out of total 65 (16%) WW (out of Total 409) having RAC Problem. 33
(14%) WW (out of Total 229 NF) (Table-4.28) is NF and have RAC
Problem.
It deduces that RAC Problem has been reduced by (16-14=) 2% in case of
NF, DCC.
1. Family Support
Out of these 33 WW, only, 8(9%) WW get Family Support. 25(18%)
WW do not get Family Support.
There is No Significant association between Family Support and RAC
Problem (P=0.063).
2. Infrastructure Support
14(15%) WW get Infrastructure Support. 19(14%) WW do not get
Infrastructure Support.
There is No Significant association between Infrastructure Support and
RAC Problem (P=0.776).
3. Organizational Support
Only, 2(17%) WW get Organizational Support. 31(14%) WW do not get
Organizational Support.
There is No Significant association between Infrastructure Support and
RAC Problem (P=0.819).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 274
4. Overall Support
Only, 4(8%) WW get Overall Support. 29(16%) WW do not get Overall
Support.
There is No Significant association between Infrastructure Support and
RAC Problem (P=0.177).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 275
4.45 Analysis 7–Association of Supports with RAC Problem in relation to
Non-NF (32): [Out of 65 RAC Problem, Non-NF are 32 among total Non-
NF=180 for DCC.]
TABLE -4.40-Association of (Family, Infrastructure and Organizational)
Supports with RAC Problem (65) in relation to Non-NF (180) – (This is
not in the purview of the present research.)
Supports Attributes RAC(Non-NF)
Problem No
Problem Total
Family
Support
Family Support 15 108 123
12% 88% 100%
No- Family Support 17 40 57
30% 70% 100%
Pearson Chi-Square 8.282
P-Value 0.004
Infrastructure
Support
Infrastructure Support 11 63 74
15% 85% 100%
No- Infrastructure
Support
21 85 106
20% 80% 100%
Pearson Chi-Square 0.729
P-Value 0.393
Organizational
Support
Organizational
Support
4 10 14
29% 71% 100%
No- Organizational
Support
28 138 166
17% 83% 100%
Pearson Chi-Square 1.210
P-Value 0.271
Overall
Support
Overall Support 7 55 62
11% 89% 100%
No- Overall Support 25 93 118
21% 79% 100%
Pearson Chi-Square 2.723
P-Value 0.099
4.46 Proportion of (Non-Gen Y, Non-NF, Non-HPJ and Child Age >03 Years,)
Among 65 (16%) RAC Problem
Under mentioned data are obtained from Table-4.28.
1. Out of total 409 Respondents, 65(16%) Respondents (WW) have RAC
Problem. 65WW has RAC Problem.
38 (58%) WW are Non-Gen Y.
32 (49%) WW is Non-NF.
44 (68%) WW is Non-HPJ.
48(74%) WW has Age of Child >03 Years.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 276
2. WW of Non-Gen Y, Non-NF, Non-HPJ, Child >03 years of Age, are also
having RAC Problem. (This is not in the purview, of the present research.)
4.47 Deductions: RAC Problem among Non-NF & Various Supports Obtained
Out of total 65(16%) WW (out of Total 409) having RAC Problem.
32(18%) WW, Non-NF (out of Total180 Non-NF) (Table-4.28) have
RAC Problem.
It deduces that RAC Problem has been increased by (18-16=) 2% in case
of Non-NF, DCC.
1. Family Support
Out of these 32(18%) WW, only, 15 (12%) WW get Family Support. 17
(30%) WW do not get Family Support.
There is a significant association between Family Support and RAC
Problem (P=0.004).
2. Infrastructure Support
Only, 11 (15%) WW get Infrastructure Support. 21(20%) WW do not get
Infrastructure Support.
There is No Significant association between Infrastructure Support and
RAC Problem (P=0.393).
3. Organizational Support
Only, 4(29%) WW get Organizational Support. 28(17%) WW do not get
Organizational Support.
There is No Significant association between Organizational Support and
RAC Problem (P=0.271).
4. Overall Support
Only, 7(11%) WW get Overall Support. 25(21%) WW do not get Overall
Support.
There is No Significant association between Overall Support and RAC
Problem (P=0.099).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 277
4.48 Analysis 8–Association of WLB Problem (Two extreme Attributes as-RAC
Problem, PCWW Problem) along with Supports, For 30 DCC (as a
combined Group)
TABLE -4.41- Association of WLB Problem (Two extreme Attributes as-
RAC Problem, PCWW Problem) along with Supports (Family,
Infrastructure, Organizational and Overall) obtained, For 30 DCC (as a
combined Group of Gen Y, NF, HPJ and Age of Child < =03 Years)
Support Attribut
es
RAC PCWW WLB
Proble
m
No
Proble
m
Total Problem
No
Proble
m
Total Proble
m
No
Proble
m
Total
FS
Family
Support
1 12 13 7 6 13 11 2 13
8% 92% 100
% 54% 46%
100
% 85% 15%
100
%
No-
Family
Support
0 17 17 9 8 17 14 3 17
.0% 100
%
100
% 53% 47%
100
% 82% 18%
100
% Exact
P-Value
0.433 1 1
IS
Infrastru
cture Support
1 13 14 6 8 14 12 2 14
7% 93% 100
% 43% 57%
100
% 86% 14%
100
% No-
Infrastru
cture Support
0 16 16 10 6 16 13 3 16
.0% 100
%
100
% 63% 37%
100
% 81% 19%
100
% Exact P-
Value 0.467 0.464 1
OS
Organizational
Support
0 3 3 2 1 3 3 0 3
.0% 100
%
100
% 67% 33%
100
%
100
% .0%
100
% No-Organiza
tional
Support
1 26 27 14 13 27 22 5 27
4% 96% 100
% 52% 48%
100
% 82% 18%
100
% Exact P-Value 1 1 1
OOS
Overall Support
1 9 10 5 5 10 9 1 10
10% 90% 100
% 50% 50%
100
% 90% 10%
100
%
No-Overall
Support
0 20 20 11 9 20 16 4 20
.0% 100
%
100
% 55% 45%
100
% 80% 20%
100
% Exact P-
Value 0.333 1 0.640
4.49 Deductions: Association of Supports with RAC, PCWW and WLB
Here, effort has been made to make a Combined Group of WW(DCC)
(Respondents), with the Criterion of Gen Y, NF, HPJ and Age of Child
<=03 Years.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 278
Out of 409 Respondents, Stand alone, Family Support, Infrastructure
Support, Organizational Support and overall Support could be obtained as
212(52%), 166(41%), 26(6%) and 110(27%) WW respectively.
Similarly, Family Support, Infrastructure Support, Organizational Support
and overall Support, obtained in relation to RAC Problem, PCWW
Problem and WLB Problem. WW (DCC) has benefited by these different
Supports in this common Group, too.
4.50 Common Group of WW (DCC), with the Criterion of Gen
Y, NF, HPJ, Age of Child < = 03 Years
Total WW of Criterion (Gen Y, NF, HPJ, Age of Child < =03 Years) are
30 (7%).
1. Family Support
Out of 30WW (DCC), 01(3%) had RAC Problem. 01(8%) WW (DCC)
could get Family Support. There is none, who was in problem and could
not get Family Support.
Out of 30WW (DCC), 16(53%) had PCWW Problem. 07(54%) WW
(DCC) could get Family Support. 09(53%) WW (DCC) did not have
Family Support.
Out of 30 WW (DCC), 25(83%) had WLB Problem. 11(85%) WW
(DCC) could get Family Support. 14(82%) WW (DCC) did not have
Family Support.
09(53%) PCWW Problem, 14(82%) WLB Problem of WW (DCC) could
not get Family Support.
There is No Significant association between Family Support and RAC
Problem (Asymptote/ Exact P-Value=0.433).
There is No Significant association between Family Support and PCWW
Problem (Asymptote/ Exact P-Value=1).
There is No Significant association between Family Support and WLB
Problem (Asymptote/ Exact P-Value=1).
2. Infrastructure Support
Out of 30 WW (DCC), 01 had RAC Problem. 01(7%) WW (DCC) could
get Infrastructure Support. There is none, who was in problem and could
not get infrastructure Support.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 279
Out of 30 WW (DCC), 16 had PCWW Problem. 06(43%) WW (DCC)
could get Infrastructure Support. 10(64%) WW (DCC) did not have
Infrastructure Support.
Out of 30 WW (DCC), 25 had WLB Problem. 12(86%) WW (DCC) could
get Infrastructure Support. 13(81%) WW (DCC) did not have
Infrastructure Support.
10(64%) PCWW Problem, 13(81%) WLB Problem of WW (DCC) could
not get Infrastructure Support.
There is No Significant association between Infrastructure Support and
RAC Problem (Asymptote/ Exact P-Value=0.467).
There is No Significant association between Infrastructure Support and
PCWW Problem (Asymptote/ Exact P-Value=0.464).
There is No Significant association between Infrastructure Support and
WLB Problem (Asymptote/ Exact P-Value=1).
3. Organizational Support
Out of 30 WW (DCC), 01 had RAC Problem. 01(4%) WW (DCC) could
not get Organizational Support. There is none, who was in problem and
could not Organizational Support.
Out of 30 WW (DCC), 16 had PCWW Problem. 02(67%) WW (DCC)
could get Organizational Support. 14(52%) WW (DCC) did not have
Organizational Support.
Out of 30 WW (DCC), 25 had WLB Problem. 03(100%) WW (DCC)
could get Organizational Support. 22(82%) WW (DCC) did not have
Organizational Support.
14 (52%) PCWW Problem, 22(82%) WLB Problem of WW (DCC) could
not get Organizational Support.
There is No Significant association between Organizational Support and
RAC Problem (Asymptote/ Exact P-Value=1).
There is No Significant association between Organizational Support and
PCWW Problem (Asymptote/ Exact P-Value=1).
There is No Significant association between Organizational Support and
WLB Problem (Asymptote/ Exact P-Value=1).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 280
4. Overall Support
Out of 30 WW (DCC), 01 had RAC Problem. 01(10%) WW (DCC) could
get Overall Support. There is none, who was in problem and could not
Overall Support.
Out of 30 WW (DCC), 16 had PCWW Problem. 05(50%) WW (DCC)
could get Overall Support. 11(55%) WW (DCC) did not have Overall
Support.
Out of 30 WW (DCC), 25 had WLB Problem. 09(90%) WW (DCC) could
get Overall Support. 16(80%) WW (DCC) did not have Overall Support.
11(55%) PCWW Problem, 16(80%) WLB Problem of WW (DCC) could
not get Overall Support.
There is No Significant association between Overall Support and RAC
Problem (Asymptote/ Exact P-Value=0.333).
There is No Significant association between Overall Support and PCWW
Problem (Asymptote/ Exact P-Value=1).
There is No Significant association between Overall Support and WLB
Problem (Asymptote/ Exact P-Value=0.640).
5. Summary
Combined Group (Gen Y, NF, HPJ, Age of Child <=03 Yrs) has Total 30
WW (DCC) of said Criterion. It deduces from Table-4.26 & 4.41, that out
of 30 (7%) WW (DCC), 01(3%) WW (DCC) had RAC Problem, 16(53%)
WW (DCC) had PCWW Problem and 25(83%) WW (DCC) had WLB
Problem.
4.51 Deductions: Overall: RAC, PCWW & WLB and 03 Basic Supports at a
Glance-
1. RAC Problem
RAC Problem to Respondents i.e. WW (DCC), varies from 7% to 10%
along with separate Supports as Infrastructure or Overall.
2. PCWW Problem
PCWW Problem to Respondents i.e. WW (DCC), varies from 43% to
67% along with various separate Supports as Infrastructure, Overall,
Family or Organizational.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 281
With Infrastructure Support PCWW problem reduced by 20%.
With Overall Support PCWW problem reduced by 5%.
3. WLB Problem
WLB Problem to Respondents i.e. WW (DCC), varies from 85% to100%
along with separate Supports as Family or Organizational.
4.52 Deductions: No Support (Family, Infrastructure, Organizational or
Overall)
1. RAC Problem
RAC Problem to Respondents i.e. WW (DCC), is 0%, without Supports
as Family or Infrastructure. While, with No-Organizational Support, it is
4%.
2. PCWW Problem
PCWW Problem to Respondents i.e. WW (DCC), varies from 53% to
63% without Supports as Family or Infrastructure. While, with No-
Organizational Support, it is 52%.
3. WLB Problem
WLB Problem to Respondents i.e. WW (DCC) varies from 82% to 81%
without having any Supports as Family or Infrastructure. While, with
Organizational Support, it is 82%.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 282
4.54 Analysis of Q 11 to Q17, based on RAC, PCWW and WLB
All under mentioned Deductions / Results are based on-
1. This Research broadly divides into two segments. Although these are the Perceptions
of both the Segments of WW including, one Criterion (Gen Y, NF, HPJ, Age of Child
<=03 Yrs) and
2. Second criterion (Non-Gen Y, Non- NF, Non-HPJ, Age of Child >03 Yrs) or Mix
combinations, possible of all these Attributes.
3. Might be WW forget their Experiential Learning’s, once their conditions mentioned,
are changed from First Segment to Second Segment as mentioned above.
4.55 Objectives No-03 & 04-Analysis 9– Association of SCOPE of [WW
(DCC)], with RAC, PCWW and WLB for 409 Respondents
TABLE -4.42a- Association of SCOPE (Personal Variables & Demographic
Variables) of [WW (DCC)], with RAC, PCWW and WLB for 409
Respondents
Variabl
e
RAC PCWW WLB
Attributes Proble
m
No
Proble
m
Total Attributes Proble
m
No
Proble
m
Total Attributes Proble
m
No
Probl
em
Total
Type
of
Service
/ Org.
Govern
ment
20 61 81 Underta
king /
Autono
mous
30 5 35 Self
Employ
ed /
Busines
s
24 0 24
25% 75% 100
% 86% 14%
100
%
100
%
0.0
%
100
%
Self
Employ
ed /
Busines
s
3 21 24
Govern
ment
52 29 81
Private
239 29 268
13% 87% 100
% 64% 36%
100
% 89% 11%
100
%
Total
65 344 409
Total
287 122 409
Total
374 35 409
16% 84% 100
% 70% 30%
100
% 91% 9%
100
%
Kind
of
Job
Tempor
ary
17 47 64 Permane
nt
215 88 303 Contrac
t
40 2 42
27% 73% 100
% 71% 29%
100
% 95% 5%
100
%
Permane
nt
41 262 303
Contract
28 14 42 Perman
ent
275 28 303
14% 86% 100
% 67% 33%
100
% 91% 9%
100
%
Total00
65 344 409
Total
287 122 409
Total
374 35 409
16% 84% 100
% 70% 30%
100
% 91% 9%
100
%
P-Value 0.034 P-Value 0.820 P-Value 0.607
Service
Exper-
ience
in Yrs
10 - 12
Years
9 12 21 More
Than 15
Years
8 1 9 More
Than 15
Years
9 0 9
43% 57% 100
% 89% 11%
100
%
100
% .0%
100
%
04 - 06
Years
4 48 52 01 - 03
Years
104 65 169 04 - 06
Years
46 6 52
8% 92% 100
% 62% 38%
100
%
89
% 11%
100
%
Total
65 344 409
Total
287 122 409
Total
374 35 409
16% 84% 100
% 70% 30%
100
%
91
% 9%
100
%
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 283
TABLE -4.42b- Association of SCOPE (Personal Variables & Demographic
Variables) of [WW (DCC)], with RAC, PCWW and WLB for 409
Respondents
Vari
Able
RAC PCWW WLB
Attribut
es
Probl
em
No
Proble
m
Total Attribu
tes
Proble
m
No
Proble
m
Total Attrib
utes
Probl
em
No
Probl
em
Total
Yearly
Income
6 - 8
Lacs
16 52 68 9 - 11
Lacs 66 20 86 6 - 8
Lacs 66 2 68
24% 76% 100
% 77% 23%
100
% 97% 3%
100
%
15 - 17
Lacs
3 60 63 Above 17
Lacs
15 10 25 12 - 14
Lacs
23 4 27
5% 95% 100
% 60% 40%
100
% 85% 15%
100
%
Total 65 344 409 Total 287 122 409 Total 374 35 409
16% 84% 100
% 70% 30%
100
% 91% 9%
100
% Type
of
Professio
n
Engine
er
10 25 35 Teach
er 79 19 98 Pharm
acist 28 0 28
29% 71% 100
% 81% 19%
100
%
100
% .0%
100
%
Doctor 3 34 37 Dental
/
Physio /
BAM
S
8 7 15 Dental
/Physio
/ BAMS
12 3 15
8% 92% 100
% 53% 47%
100
% 80% 20%
100
%
Total 65 344 409 Total 287 122 409 Total 374 35 409
16% 84% 100
% 70% 30%
100
% 91% 9%
100
% Present
Position
Directo
r / CEO
/
MD /
Princip
al / Lt.
Colonel
6 13 19 Direct
or /
CEO /
MD /
Principal /
Lt.
Colonel
17 2 19 Director
/ CEO /
MD /
Principa
l / Lt. Colon
el
19 0 19
32% 68% 100
% 90% 10%
100
%
100
% .0%
100
%
Executi
ve
Manag
er/Prof
essor/
Captain
2 22 24 Advis
or /
Manag.
Truste
e / ol.
5 5 10 Senior
Mana
ger
41 6 47
8% 92% 100
% 50% 50%
100
% 87% 13%
100
%
Total 30 125 155 Total
287 122 409 Total
374 35 409
19% 81% 100% 70% 30% 100
% 91% 9%
100
% Sector /
Classific
ation
of Org.
Defense (
Army /
Air Force
/ Navy )
4 2 6 Medical
17 3 20 Service - White
Collar
24 1 25
67% 33% 100
% 85% 15%
100
% 96% 4%
100
%
Medical
2 18 20 IT
7 9 16 IT
13 3 16
10% 90% 100
% 44% 56%
100
% 81% 19%
100
%
Total
65 344 409 Total
287 122 409 Total
374 35 409
16% 84% 100
% 70% 30%
100
% 91% 9%
100
%
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 284
4.56 Deductions: Association of Type of Service / Org. (WW) with RAC,
PCWW and WLB
1. Type of Service / Org. (WW) & RAC
Out of 65(16%) RAC Problems, 20 (25%) WW (DCC) has Maximum,
RAC Problems with Government Organizations (out of total 81).
Probably, Govt. Organizations legally have all the Facilities/ Provisions /
Laws /Policies on paper, but not implemented or of “Not much of use” to
the Employees.
While, 03 (13%) WW (DCC) has Minimum, RAC Problems with Self
Employed and Business (out of total 24). WW (DCC) chooses freedom
to leave the Job, to tackle the unresolved RAC Problem in Indian
Organizations, in-spite of having the various Supports. That’s how, WW
(DCC) face, less RAC Problem on the cost of resignation of their Job and
their PCWW.
2. Type of Service / Org. (WW) & PCWW
Out of 287(70%) PCWW Problems, 30 (86%) WW (DCC) has Maximum,
PCWW Problems with Undertaking/ Autonomous Organizations (out
of total 35).
While, 52 (64%) WW (DCC) has Minimum, PCWW Problems with
Government Organizations (out of total 81).
Mostly, Govt. Organizations have Time based Progression of Career.
Such Organizations pose / pretend Maximum RAC Problem, but
Minimum PCWW Problem.
3. Type of Service / Org. (WW) & WLB
Out of 374(89%) WLB Problems, 24(100%) WW (DCC) has Maximum;
WLB Problems with Self Employed Organizations (out of total 24).They
are Entrepreneur, they are Boss of their own.
While, 239 (89%) WW (DCC) has Minimum, WLB Problems with
Private Organizations (out of total 268). They can resign the Job or
leave the Organization, as a Last resort, if situation demands, so. This may
not be possible in case of a Govt. Job.
Self Employed Organizations has Minimum RAC Problem, but have
Maximum WLB Problem on WW (DCC).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 285
4.57 Deductions: Association of Kind of Job (WW) with RAC, PCWW and
WLB
1. Kind of Job (WW) & RAC
Out of 65(16%) RAC Problems, 17 (27%) WW (DCC) has Maximum,
RAC Problems with Temporary kind of Job (out of total 64), as there is
always pressure mounted to become Permanent Employee of the
Organization.
While, 41(14%) WW (DCC) has Minimum, RAC Problems with
Permanent kind of Job (out of total 303), one can take risk being a
permanent Employee or Organizations are providing facilities to raise a
Child.
There is a significant association between Job Kind Type and RAC
Problem (P=0.034).
2. Kind of Job (WW) & PCWW
Out of 287(70%) PCWW Problems, 215 (71%) WW (DCC) has
Maximum, PCWW Problems with Permanent Job (out of total 303).
While, 28 (67%) WW (DCC) has Minimum, PCWW Problems with
Contract and Temporary kind of Job (out of total 42).
There is No Significant association between Job Kind Type and PCWW
Problem (P=0.820).
3. Kind of Job (WW) & WLB
Out of 374(89%) WLB Problems, 40 (95%) WW (DCC) has Maximum,
WLB Problems with Contract kind of Job (out of total 42).
While, 275 (91%) WW (DCC) has Minimum, WLB Problems with
Permanent kind of Job (out of total 303).
Contract kind of Job has minimum, PCWW Problem, but has maximum,
WLB Problem on WW (DCC).
Permanent kind of Job has minimum, RAC & WLB Problem, but has
maximum, PCWW Problem in relation to WW (DCC).Mostly; it could be
True /applicable for Indian Govt. Organizations and Non-HPJ Job. As,
PCWW counts on many other factors, other than merits.
There is No Significant association between Job Kind Type and RAC
Problem (P=0.607).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 286
4.58 Deductions: Association of Total Service Experience (WW) with RAC,
PCWW and WLB
1. Total Service Experience (WW) & RAC
Out of 65(16%) RAC Problems, 09 (43%) WW (DCC) has Maximum,
RAC Problems during 10 to 12 Years of Service Experience in Indian
Organizations (out of total 21). Probably, WW (DCC) is opting for Delay
Strategy of Child.
While, 04 (8%) WW (DCC) has Minimum, RAC Problems during 04 to
06 Years of Service Experience, in Indian Organizations (out of total
52).
WW (DCC) is able to manage this RAC Problem, without expressing to
anybody and on the cost of their PCWW and WLB in Indian
Organizations. Mostly, they look forward to Family support for RAC. It
has been brought out/ proved in descriptive analysis too.
2. Total Service Experience (WW) & PCWW
Out of 287(70%) PCWW Problems, 08 (89%) WW (DCC) has Maximum,
PCWW Problems, on having more than 15 Years of Service
Experience, in Indian Organizations (out of total 09).
While, 104 (62%) WW (DCC) has Minimum, PCWW Problems, initially
during 01 to 03 Years of Service Experience, in Indian Organizations
(out of total 169).It is but obvious, WW (DCC) get settled in the JOB/
Organization. They are not much worried about Promotion/ Progression at
this stage.
Another, phenomena has been observed that PCWW Problems keep on
increasing continuously, from initial years to, as WW (DCC) grows, in
Service (Succeeding Years), or along with duration of Experience.
3. Total Service Experience (WW) & WLB
Out of 374(89%) WLB Problems, 09 (100%) WW (DCC) has Maximum,
WLB Problems, on having more than 15 Years of Service Experience in
Organizations (out of total 09).
While, 46 (89%) WW (DCC) has Minimum, WLB Problems, initially
during 04 to 06 Years of Service Experience, in Organizations (out of
total 52).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 287
More than 15 Years of Service Experience pose /pretend maximum
PCWW & WLB Problem, on WW (DCC).
04 to 06 Years of Service Experience, has minimum RAC & WLB
Problem, similar to Permanent kind of Job, on WW (DCC).WW (DCC)
may remain Stress Free Mother, because she could delay the Child, as
well as, not worried about Career.
Another, phenomena has been observed that WLB Problems keeps on
increasing continuously from initial years to final years or duration of
Experience, except in-between it lowers/dip to 91% during 10 to 12 Years
of Service Experience in Organizations.
4.59 Deductions: Association of Yearly Income (WW) with RAC, PCWW and
WLB
1. Yearly Income (WW) & RAC
Out of 65(16%) RAC Problems, 16 (24%) WW (DCC) has Maximum,
RAC Problems on 06 to 08 Lakh Yearly Incomes (out of total 68).
While, 03 (5%) WW (DCC) has Minimum, RAC Problems, on 15 to 17
Lakh Yearly Incomes, in Indian Organizations (out of total 63).
Probably, after 15 Lakh Yearly Income, WW start getting settled on
PCWW and RAC. Here, 15 Lakh must be related with Years of
Experience (Service) also.
Probably, by this time Child has grown up, 10 years old and would have,
well settled in School and House. WW is able to pay attention towards her
Job / Organization. That’s how her struggle towards Job reduces.
2. Yearly Income (WW) & PCWW
Out of 287(70%) PCWW Problems, 66 (77%) WW (DCC) has Maximum,
PCWW Problems, on 09 to 11 Lakh Yearly Incomes (out of total 86).
While, 15 (60%) WW (DCC) has Minimum, PCWW Problems, on above
17 Lakh Yearly Incomes, in Indian Organizations (out of total 25).
Probably, by this time (above 17 Lakh Yearly Incomes) Child has grown
up, 10 years old and would have, well settled in School and House. WW
is able to pay attention towards her Job /Organization. That’s how her
struggle towards Job reduces.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 288
Her Pay is also enough to buy the Support from Indian Market, in case, if,
it is available and still required.
3. Yearly Income (WW) & WLB
Out of 374(89%) WLB Problems, 66 (97%) WW (DCC) has Maximum,
WLB Problems, on 06 to 08 Lakh Yearly Incomes (out of total 68).
While, 23 (85%) WW (DCC) has minimum, WLB Problems, on 12 to 14
Lakh Yearly Incomes in Indian Organizations (out of total 27).
Probably, after 14 Lakh Yearly Income, WW start getting settled in
relation to WLB and RAC. Here 14 Lakh must be related with Years of
Experience (Service) also.
Probably, by this time Child has grown up, 10 years old and well settled in
School and House. WW is able to pay attention towards her Job
/Organization. That’s how her struggle towards Job reduces.
06 to 08 Lakh Yearly Incomes pose /pretend maximum RAC & WLB
Problem, on WW (DCC).
4.60 Deductions: Association of Type of Profession (WW) with RAC, PCWW
and WLB
1. Type of Profession (WW) & RAC
Out of 65(16%) RAC Problems, 10(29%) WW (DCC) has Maximum,
RAC Problems with Engineer, as type of Profession, in Organizations
(out of total 35).
While, 03 (8%) WW (DCC) has Minimum, RAC Problems, with Doctor,
as type of Profession, in Indian Organizations (out of total 37).
2. Type of Profession (WW) & PCWW
Out of 287(70%) PCWW Problems, 79(81%) WW (DCC) has Maximum,
PCWW Problems, with Teachers, as type of Profession, in
Organizations (out of total 89).
While, 08 (53%) WW (DCC) has Minimum, PCWW Problems, with
Dental / Physio / BAMS, as type of Profession, in Indian Organizations
(out of total 15).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 289
3. Type of Profession (WW) & WLB
Out of 374(89%) WLB Problems, 28 (100%) WW (DCC) has
Maximum, WLB Problems, with Pharmacist, as type of Profession, in
Organizations (out of total 28).
While, 12 (80%) WW (DCC) has Minimum, WLB Problems, with
Dental / Physio / BAMS, as type of Profession, in Indian Organizations
(out of total 15).
4.61 Deductions: Association of Present Position (WW) with RAC, PCWW
and WLB
1. Present Position (WW) & RAC
Out of 65(16%) RAC Problems, 06 (32%) WW (DCC) has Maximum,
RAC Problems with designation as Director / CEO / MD / Principal /
Lt. Colonel in Organizations (out of total 19).*
While, 02 (8%) WW (DCC) has Minimum, RAC Problems, with
designation as Executive Manager/Professor/ Captain, in Indian
Organizations (out of total 24).
And, Second minimum, RAC Problems (Comparatively) (10- 11%), WW
has designation as Advisor / Management Trustee / Colonel or Senior
Manager.
*Probably, WW are delaying the birth of a Child and then only this
Designation can be achieved or this stage may be arrived.
2. Present Position (WW) & PCWW
Out of 287(70%) PCWW Problems, 17 (90%) WW (DCC) has
Maximum, PCWW Problems, with designation as Director / CEO / MD
/ Principal / Lt. Colonel, in Organizations (out of total 19).
While, 05 (50%) WW (DCC) has Minimum, PCWW Problems, with
designation as Advisor / Management Trustee / Colonel, in Indian
Organizations (out of total 10).
And, Second minimum, PCWW Problems (Comparatively) (57%), WW
has with designation, as Senior Manager, in Organizations.
3. Present Position (WW) & WLB
Out of 374(89%) WLB Problems, 19(100%) WW (DCC) has
Maximum, WLB Problems, with designation as Director / CEO / MD /
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 290
Principal / Lt. Colonel and Advisor / Management Trustee / Colonel,
in Organizations (out of total 19).
While, 41(87%) WW (DCC) has Minimum, WLB Problems, with
designation as, Senior Manager, in Indian Organizations (out of total
47).
And, Second minimum, WLB Problems (Comparatively) 26 (90%), WW
has designation as Sr. Executive / HOD / DEAN / Major.
Designation as Director / CEO / MD / Principal / Lt. Colonel pose
/pretend maximum RAC, PCWW & WLB Problem, (All three together)
on WW (DCC). Either they have too much competition or they are
aspiring quite a lot or they are not getting/ satisfied, what is expected out
of their Job or they do not have required assistance/ Help/ Supports /
System in place/ lack of Provisions, Willingness and Implementation of
Rules, Policies.
They may have real HPWS Culture. That is the need/ demand/
requirement of 21st Century. Such JOB / Organizations/ Culture/
Combination of Jobs generate Very High Stress. That’s what this
Research Problem is. This must be addressed very judiciously to remain
ever Competitive and to have a Cognitive Child.
4.62 Deductions: Association of Type of Sector (Organization) (WW) with
RAC, PCWW and WLB
1 Type of Sector (Organization) (WW) & RAC
Out of 65(16%) RAC Problems, 04 (67%) WW (DCC) has Maximum,
RAC Problems with Defense [and 06 (38%) IT], in relation to Type of
Sector (Organization) (out of total 06).
While, 02 (10%) WW (DCC) has Minimum, RAC Problems, with
Medical, [5/06/30 (15%) Bank, Pharmaceutical and Education], in
relation to Type of Sector (Organization) in India (out of total 20).
Aviation and IAS/ IPS sector have not been taken into account here, as
being very less collection of data, on these sectors.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 291
2. Type of Sector (Organization) (WW) & PCWW
Out of 287(70%) PCWW Problems, 17 (85%) WW (DCC) has
Maximum, PCWW Problems, with Medical, in relation to Type of Sector
(Organization) (out of total 20).
While, 07 (44%) WW (DCC) has Minimum PCWW Problems, with IT,
in relation to Type of Sector (Organization) (out of total 16).
And, Second minimum, PCWW Problems (Comparatively) (61%), WW
has with Pharmaceutical, in relation to Type of Sector (Organization).
Medical, in relation to Type of Sector (Organization), has maximum
PCWW Problem, but have minimum RAC, on WW (DCC).
Aviation, IAS/IPS and Defense sector have not been taken into account
here as being very less collection of data on these sectors.
3. Type of Sector (Organization) (WW) & WLB
Out of 374(89%) WLB Problems, 24 (96%) WW (DCC) has Maximum,
WLB Problems, with Service-White Collar, [2/2/14/17 (96-100%)
Telecommunication, Aviation, Manufacturing - Blue Collar and
Management - HR / Finance / Marketing], in Organizations (out of total
25).
While, 13 (81%) WW (DCC) has Minimum, WLB Problems, with IT, [38
(88%) Pharmaceutical], in relation to Type of Sector (Organization)
(out of total 16).
And, Second minimum, WLB Problems (Comparatively) 18/186 (90-
94%), WW has with Medical, Education and Bank, in relation to Type
of Sector (Organization).
Aviation, Aviation/IAS/IPS and Defense sector have not been taken into
account here as being very less collection of data on these sectors.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 292
4.63 Hypothesis: Analysis-10
H01: There is no significant association between rearing a child and continuation of
job for a working woman living in nuclear family.
TABLE-4.43- There is no significant association between rearing a child and
continuation of job for a working woman living in nuclear family.
Have you or spouse had a break / resigned because of WLB- RAC, Age of
Child and NF (Q18, Q24 & Q25)
NF Age of Child
Total <=3 yrs >3 yrs
Yes
Have you or spouse had
a break / resigned coz of
WLB RAC
No 45 93 138
32.6% 67.4% 100.0%
Yes 24 67 91
26.4% 73.6% 100.0%
Total 69 160 229
30.1% 69.9% 100.0%
No
Have you or spouse had a
break/resigned coz of
WLB RAC
No 32 73 105
30.5% 69.5% 100.0%
Yes 20 55 75
26.7% 73.3% 100.0%
Total 52 128 180
28.9% 71.1% 100.0%
NF Value DF P-Value
Yes Pearson Chi-Square 1.013 1 .314
No Pearson Chi-Square .309 1 .578
4.63.1 Deductions:
1. First Criterion, NF and Age of Child <= 03 Years, 24 (26%) WW resigned
because of WLB-RAC Problem. Second Criterion, Non-NF (JF) and Age
of Child <= 03 Years, 20(27%) WW resigned because of WLB-RAC
Problem. Both are almost same, in Percentage.
2. Third Criterion, NF and Age of Child >03 Years, 67 (74%) WW resigned
because of WLB-RAC Problem. Fourth Criterion, Non-NF (JF) and Age
of Child > 03 Years, 55(73%) WW resigned because of WLB-RAC
Problem. Both are almost same, in Percentage.
3. Fifth Criterion, NF, Age of Child <= 03 Years and Age of Child >03
Years, 91 (40%) WW resigned because of WLB-RAC Problem, (91 out of
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 293
total 229 NF). Sixth Criterion, Non-NF (JF), Age of Child <= 03 Years
and Age of Child >03 Years, 75(42%) WW resigned because of WLB-
RAC Problem, (75 out of total 180 Non-NF). Both are almost same, in
Percentage.
4. Percentage of resignation of WW (DCC) is hire, by 48 % (74-26=48) as
NF & Age of Child >03 Years than NF & Age of Child <= 03 Years.
Similar is the case, as Non-NF & Age of Child >03 Years than Non-NF &
Age of Child <= 03 Years.
5. It deduce that WW (DCC) has more WLB-RAC Problems by 48% on Age
of Child >03 Years than Age of Child <=03 Years, irrespective of NF or
Non-NF (JF), in Indian Organizations. WW (DCC) has lot many problems
(variety) throughout their PCWW (WLB). Type of Problem are Changing
with WW (DCC).Severity (Perception) of Problems may be different for
different WW (DCC).
6. However, 45 (33%) with Criterion, NF and Age of Child <= 03 years, did
not resign, because of WLB-RAC Problem.
7. Among NF/ Non-NF (JF) WW (DCC), there is No discrepancy on break /
resignation of Job, because of Age of Child .Hence, H01 is Accepted. It
proves Objectives-01 & 02.
8. There is No Significant association between Age of Child <= 03 Years /
Age of Child> 03 Years and resignation of NF/ Non-NF (JF), WW (DCC)
because of WLB- RAC Problem (P=0.314 for NF and P= 0.578 for Non-
NF).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 294
H02: Type of mother (divorce, widower, single parent or married without child) is
not affecting professionalism of Gen Y, working woman in Indian
organization.
TABLE-4.44 Type of mother is not affecting professionalism of Gen Y,
working woman in Indian org.
Q49 In an Indian
organization ,a
professional career
of Working Woman
is only possible for
1
Strongly
Disagre
e
2
Disagree
3 Neithe
r
Agree
nor
Disagr
ee
4
Agree
5
Strongly
Agree
Missing
Data
Q49.
1
Unmarried or a
Single Parent 163 110 65 45 22 04
Q49.
2
Married without
Child 156 128 55 43 24 03
Q49.
3
Divorced/Widower(on-Extreme
Compulsion) 156 129 68 43 09 04
4.63.2 Deductions:
1. Q49.1, 67% (163+110) 273 DCC are not disagreeing with “professional
career possibility” with “Unmarried or a single Parent”. It shows
cotemporary mindset of DCC. While, 16% (22+45)67 are in agreement
with this Statement / Opinion. It confirms16% DCC, have some problem
to a WW, in WLB-RAC.
2. Q49.2, 69% (156+128)284 DCC are not disagreeing with “professional
career possibility” with “Married without Child”. It shows cotemporary
mindset of DCC. While, 16% (24+43)67 are in agreement with this
Statement/Opinion. It confirms there is some problem to 16% WW in
WLB-RAC.
3. Q49.3, 70% (156+129)285 DCC are not disagreeing with “professional
career possibility” with “Divorced/Widower”. It shows cotemporary
mindset of DCC. While 13% (09+43)52 are in agreement with this
Statement/Opinion. It confirms there is some problem to 13% WW in
WLB-RAC.
4. Q49, 70%-67% DCC is not in disagreement with “professional career
possibility” with “Unmarried or a single Parent, Married without Child,
Divorced/Widower”. It shows cotemporary mindset of DCC. While,
13% to 16% are in agreement with this Statement/Opinion. It confirms
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 295
these WW/DCC Respondents, have some problem in relation to WLB-
RAC.
5. Since, Majority of WW (DCC) is not in disagreement with “professional
career possibility” with only “Unmarried or a Single Parent, Married
without child, Divorced/ Widower”. It proves that to be a working
woman, she has not been either a divorce, widower, Single Parent or
married without child. Hence, H01 is Accepted. It proves Objective-01
& 02, also.
H03: Gen Y, dual career couple can be Professional, by being a nuclear family in
Indian Organizations.
TABLE-4.45- Gen Y, dual career couple can be Professional, by being a
nuclear family in Indian organizations
Have you or spouse had a break/resigned because of WLB- RAC, Gen Y
and NF(Q9, Q24 & Q25)
NF Gen Y
Total Yes No
Yes
Have you or spouse had
a break/resigned coz of
WLB RAC
No 72 66 138
52.2% 47.8% 100.0%
Yes 42 49 91
46.2% 53.8% 100.0%
Total 114 115 229
49.8% 50.2% 100.0%
No
Have you or spouse had
a break/resigned coz of
WLB RAC
No 54 51 105
51.4% 48.6% 100.0%
Yes 43 32 75
57.3% 42.7% 100.0%
Total 97 83 180
53.9% 46.1% 100.0%
NF Value DF P-Value
Yes Pearson Chi-
Square .795 1 .373
No Pearson Chi-
Square .614 1 .433
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 296
4.63.3 Deductions:
1. First Criterion, NF and Gen Y, 42 (46%) WW resigned, because of WLB-
RAC Problem. Second Criterion, Non-NF (JF) and Gen Y, 43 (57%)
WW, resigned because of WLB-RAC Problem. Second criterion is more
by 11 %.
2. Third Criterion, NF, Gen Y and Non- Gen Y, 91 (40%) WW resigned,
because of WLB-RAC Problem, (91 out of total 229 NF). Fourth
Criterion, Non-NF (JF), Gen Y and Non- Gen Y, 75(42%) WW resigned
because of WLB-RAC Problem, (75 out of total 180 Non-NF). Both are
almost same in Percentage.
3. It deduces that WW (DCC) has more WLB-RAC Problems by 11% on
Non-NF (JF) and then NF, in Indian Organizations. WW (DCC) has lot
many problems (variety) throughout their PCWW (WLB). Type of
Problem are Changing with WW (DCC).Severity (Perception) of
Problems may be different for different WW (DCC).
4. However, 72 (52%) WW with Criterion, NF and Gen Y, did not resigned,
because of WLB-RAC Problem.
5. It deduces that irrespective of NF or Non-NF (JF), WW (DCC) has WLB-
RAC Problem in Indian Organizations.
6. Among NF/ Non-NF (JF), WW (DCC), there is No discrepancy on break /
resignation of Job, because of Gen Y .Hence, H03 is Accepted. It proves
Objectives-01 & 02.
7. There is No Significant association between Gen Y / Non-Gen Y, WW
(DCC) and resignation of NF/ Non-NF (JF), because of WLB- RAC
Problem (P=0. 373 for NF and P= 0. .433 for Non-NF).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 297
H04: It is possible; to pursue a promising career as Gen Y officer, in Indian defense
services, as a dual career couple by being a nuclear family, along with raising
a child.
TABLE-4.46 It is possible; to pursue a promising career as Gen Y officer, in
Indian defence services, as a dual career couple by being a nuclear family,
along with raising a child.
Gen Y, RAC , Defense and NF (Q9, Q17 & Q24)
NF Defense RAC
Total Problem No Problem
Yes
Yes
Gen Y
Yes 1 1 2
50.0% 50.0% 100.0%
No 1 8 9
11.1% 88.9% 100.0%
Total 2 9 11
18.2% 81.8% 100.0%
No
Gen Y
Yes 11 101 112
9.8% 90.2% 100.0%
No 20 86 106
18.9% 81.1% 100.0%
Total 31 187 218
14.2% 85.8% 100.0%
No
Yes
Gen Y
Yes 1 0 1
100.0% .0% 100.0%
No 2 2 4
50.0% 50.0% 100.0%
Total 3 2 5
60.0% 40.0% 100.0%
No
Gen Y
Yes 14 82 96
14.6% 85.4% 100.0%
No 15 64 79
19.0% 81.0% 100.0%
Total 29 146 175
16.6% 83.4% 100.0%
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 298
4.63.4 Deductions:
1. First Criterion, NF, Defense and Gen Y, 01(50 %) WW get affected by
RAC Problem. Second Criterion, NF, Defense and Non-Gen Y, 01(11%)
WW get affected by RAC Problem. First criterion, Gen Y, is more by
39%. It deduces that WW (DCC) of Criterion NF, Gen Y, and Defense
has 39% more RAC Problem, among Indian Organizations.
2. Third criterion, NF, Civilian and Gen Y 11 (10 %) WW get affected by
RAC Problem. Fourth criterion, NF, Civilian and Non-Gen Y, 20 (19%)
WW get affected by RAC Problem. Fourth criterion, Non-Gen Y, is more
by 9%. It deduces that WW (DCC) of Criterion NF, Non-Gen Y, and
Civilian has 9% more RAC Problem, among Indian Organizations.
3. Fifth Criterion, Non-NF (JF), Defense and Gen Y, 01(100 %) WW get
affected by RAC Problem. Sixth Criterion, Non-NF (JF), Defense and
Non-Gen Y, 02(50%) WW get affected by RAC Problem. Fifth criterion,
Gen Y is more by 50 %. It deduces that even WW (DCC) of Criterion,
Non-NF (JF), Gen Y, WW and Defense has 50% more RAC Problem,
among Indian Organizations.
4. Seventh Criterion, Non-NF (JF), Civilian and Gen Y, 14 (15 %) WW get
affected by RAC Problem. Eight Criterion, Non-NF (JF), Civilian and
Non-Gen Y, 15(19%) WW get affected by RAC Problem. Eight
criterions, Non-Gen Y is more by 4%. It deduces that even WW (DCC) of
Criterion, Non-NF (JF), Civilian and Non-Gen Y, WW has 4% more RAC
Problem, among Indian Organizations.
5. It deduces that WW (DCC), serving Defense Services get affected by
RAC problem irrespective of NF or Non- NF (JF) and also with Gen Y or
Non- Gen Y. Almost, with all the possible Groupings of WW (DCC) ,
serving Defense Services are affected by RAC Problem and more
severely as Defense and Gen Y.
6. First Criterion, NF, Defense and Gen Y, 01(50 %) WW get affected by
RAC Problem. Third criterion, NF, Civilian and Gen Y 11 (10 %) WW
get affected by RAC Problem. First criterion, Gen Y, is more by 40%. It
deduces that WW (DCC) of Criterion NF, Gen Y, and Defense has 40%
more RAC Problem than NF, Civilian and Gen Y, among Indian
Organizations.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 299
7. Fifth Criterion, Non-NF (JF), Defense and Gen Y, 01(100 %) WW get
affected by RAC Problem. Seventh Criterion, Non-NF (JF), Civilian and
Gen Y, 14 (15 %) WW get affected by RAC Problem. Fifth criterion,
Gen Y is more by 85 %. It deduces that even WW (DCC) of Criterion,
Non-NF (JF), Gen Y, WW and Defense has 85% more RAC Problem than
Non-NF (JF), Civilian and Gen Y, among Indian Organizations.
8. It deduces that WW (DCC), serving Defense Services get affected by
RAC Problem more severely than WW (DCC) serving Non-Defense
Services (Civilian) irrespective of NF or Non- NF (JF) and also with Gen
Y or Non- Gen Y.
9. Since, Majority of WW (DCC) is in agreement that serving WW (DCC),
Defense Services get affected more severely by RAC Problem that’s how,
it may impact WLB and in turn, PCWW also, of WW (DCC). “It is not
possible; to pursue a promising career as Gen Y officer, in Indian defense
services, as a dual career couple by being a nuclear family, along with
raising a child”. Hence, H04 is Rejected. It proves Objectives-02 & 04.
H05: Raising a child is not hurdle in career progression for working women.
TABLE-4.47- Raising a child is not hurdle in career progression for WW
Q: 45 Raising an infant
child is a hurdle
in the
professional
career/ career
progression, of a
working woman
or a Dual Career
Couple.
1
Strongl
y
Disagre
e
2
Disagre
e
3
Neither
Agree
nor
Disagre
e
4
Agree
5
Strongl
y
Agree
Missing
Data
66 90 75 133 42 03
4.63.5 Deductions:
1. Q45, 43% (42+133) 175 WW (DCC), expressed difficulty in PCWW,
because of RAC. While, 38% (66+90)156 said, it is not a problem, in
PCWW, because of a RAC. WW (DCC) feels 4%, more difficulty in
PCWW, because of RAC.
2. Since, Majority of WW (DCC) (43%) is in agreement that “Raising a
child is a hurdle in Career progression of most of Professional working
women”. Hence, H05 is Rejected. It proves Objectives-01 & 02.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 300
H06: Delay child/Surrogacy/Adoption of a child is not a solution, in Career
progression of a working woman.
TABLE-4.48- Delay child/Surrogacy/Adoption of a child is not a solution, in
Career progression of a working woman.
Q50
There is a solution, to
have a successful
career progression of a
Working
Woman(WW) in
reference to raising a
child i.e.-
1
Strongl
y
Disagre
e
2
Disagre
e
3
Neither
Agree
nor
Disagre
e
4
Agre
e
5
Strongl
y
Agree
Missin
g Data
Q50.1 Delayed Child (Issue
Gap) 143 122 63 72 05 04
Q50.2 Surrogacy (Hiring the
Womb) 211 118 54 98 03 05
Q50.3 Adoption of a Child
(Instead/in lieu of
Birth)
165 119 64 40 16 05
Q50.4 Compulsory & Proper
Policy on WLB by
Organizations on
working women/Dual
Career Couple
59 33 49 122 140 06
Q50.5 No Child 246 85 37 23 18 00
4.63.6 Deductions:
1. Q50.1, 65% (143+122)265 DCC are in disagreement with Delayed Child,
to have Successful Career Progression of WW, in relation to RAC. While,
19% (05+72)77 are in agreement with this Statement/Opinion.
2. Q50.2, 80% (211+118)329 DCC are in disagreement with Surrogacy, to
have Successful Career Progression of WW, in relation to RAC. While,
5% (03+18)21are in agreement with this Statement/Opinion.
3. Q50.3, 69% ( 165+119)284 DCC are in disagreement with Adoption of a
Child, to have Successful Career Progression of WW, in relation to RAC.
While, 14% (16+40)46 are in agreement with this Statement/Opinion.
4. Q50.4, 64% (140+122)262 DCC are in agreement with Compulsory &
Proper Policy on WLB, to have Successful Career Progression of WW, in
relation to RAC. While, 23% (59+33)92 are in disagreement with this
Statement/Opinion.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 301
5. Q50.5, 81% (246+85)331 DCC are in disagreement with No Child
Option, to have a Successful Career Progression of WW, in relation to
RAC. While, 10% (18+23)41 are in agreement with this
Statement/Opinion.
6. Q50, 80%-65% DCC is in disagreement to have a Successful Career
Progression of WW in relation to RAC, along with the options of
“Delayed Child, Surrogacy, Adoption of a Child, or No Child Option”. It
shows Indian mindset of DCC. While 5% to 19% are in agreement with
this Statement / Opinion. It shows cotemporary perception of DCC.
7. Since, Majority of WW (DCC) is in agreement that “Delay
child/Surrogacy/Adoption of a child, is not a solution, in Career
progression of a working woman”. Hence, H04 is Accepted. It proves
Objectives-02 & 03.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 302
H07: It is possible to continue /pursue professional Career for both, among dual
career couple being both as HPJ.
TABLE-4.49- It is possible to continue /pursue professional Career for both,
among dual career couple being both as HPJ.
Have you or spouse had a break/resigned because of WLB- RAC, RAC,
HPJ and Gender (Q30, Q8 &Q25)
Gender HPJ
RAC
Total Problem
No
Problem
Male
Yes
Have you or spouse had
a break/resigned coz of
WLB RAC
No 5 25 30
16.7% 83.3% 100.0%
Yes 4 10 14
28.6% 71.4% 100.0%
Total 9 35 44
20.5% 79.5% 100.0%
No
Have you or spouse had
a break/resigned coz of
WLB RAC
No 2 44 46
4.3% 95.7% 100.0%
Yes 8 19 27
29.6% 70.4% 100.0%
Total 10 63 73
13.7% 86.3% 100.0%
Female
Yes
Have you or spouse had
a break/resigned coz of
WLB RAC
No 7 60 67
10.4% 89.6% 100.0%
Yes 5 42 47
10.6% 89.4% 100.0%
Total 12 102 114
10.5% 89.5% 100.0%
No
Have you or spouse had
a break/resigned coz of
WLB RAC
No 17 83 100
17.0% 83.0% 100.0%
Yes 17 61 78
21.8% 78.2% 100.0%
Total 34 144 178
19.1% 80.9% 100.0%
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 303
Gender HPJ Value DF P-Value
Male
Yes Pearson Chi-
Square .831 1 .362
No Pearson Chi-
Square 9.199 1 .002
Female
Yes Pearson Chi-
Square .001 1 .974
No Pearson Chi-
Square .652 1 .419
4.63.7 Deductions:
1. First Criterion, Female Gender, and HPJ, 5 (11%) WW resigned and also had
RAC Problem. Second Criterion, Female Gender, and HPJ, 42(89%) WW
resigned and did not have RAC Problem. Probably, these 42(89%) WW have
resigned but not exclusively, because of the RAC Problem. But, RAC Problem
has contributed and also was one of the reasons, of resignation. Total 47 WW
has resigned under this Group.
2. Third Criterion, Female Gender, and Non-HPJ, 17 (22%) WW resigned and
also had RAC Problem. Fourth Criterion, Female Gender, and Non-HPJ,
61(78%) WW resigned and did not have RAC Problem. Probably, these
61(78%) WW have resigned but not exclusively, because of the RAC
Problem. But, RAC Problem has contributed and also was one of the reasons,
of resignation. Total 78 WW has resigned under this Group.
3. It deduces, Female Gender has perception that Non-HPJ, WW are (22-11)
11% more (or HPJ has decreased by 11%), on resignation than HPJ, WW (and
also had RAC Problem) in Indian Organizations.
4. Fifth Criterion, Male Gender, and HPJ, 4 (29%) WM resigned and also had
RAC Problem. Sixth Criterion, Male Gender, and HPJ, 10(71%) WM resigned
and did not have RAC Problem. Probably, these 10(71%) WM have resigned
but not exclusively, because of the RAC Problem. But, RAC Problem has
contributed and also was one of the reasons, of resignation. Total 14 WM has
resigned under this Group.
5. Seventh Criterion, Male Gender, and Non-HPJ, 8 (30%) WM resigned and
also had RAC Problem. Eight Criterion, Male Gender, and Non-HPJ, 19(70%)
WM resigned and did not have RAC Problem. Probably, these 19(70%) WM
have resigned but not exclusively, because of the RAC Problem. But, RAC
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 304
Problem has contributed and also was one of the reasons, of resignation. Total
27 WM has resigned under this Group.
6. It deduces that HPJ, WM are 29% on resignation, while, Non-HPJ, WM are
30% on resignation, and also had RAC Problem. WM resignation percentage
does not get affected much by HPJ or Non-HPJ status in Indian Organizations.
7. Further, it deduces (on comparison of Fifth Criterion with First Criterion) that
18% more WM resigned than WW, (and also had RAC Problem), among HPJ,
DCC, in Indian Organizations.
8. And also, it deduces (on comparison of Seventh Criterion with Third
Criterion) that (30-22) 8% more WM resigned than WW, (and also had RAC
Problem), among Non-HPJ, DCC, in Indian Organizations.
9. It deduces that perception of resignation of HPJ, WM is more by 18% than
HPJ, WW (DCC), because of WLB-RAC Problem. But, perception of
resignation of HPJ, WW has decreased by 11% than Non-HPJ, WW, because
of WLB-RAC Problem. It is possible to continue / pursue professional
Career for both being as HPJ, among dual career couple. Hence, H07 is
Accepted. It proves Objective-01 & 02, also.
10. HPJ, WM tries his level best to Handle/ tackle WLB-RAC Problem along with
HPJ, WW among DCC. Otherwise, also % of resignations, by HPJ, WM is
more than HPJ, WW (DCC) on WLB-RAC Problem, irrespective of HPJ or
Non-HPJ.
11. There is No Significant association between WM, HPJ and RAC Problem
(P=0.362).
12. There is a significant association between WM, Non-HPJ and RAC Problem
(P=0.002).
13. There is No Significant association between WW, HPJ and RAC Problem
(P=0.974).
14. There is No Significant association between WW, Non-HPJ and RAC
Problem (P=0.419).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 305
4.64 Analysis 11– Association of Problems (RAC, PCWW & WLB) with
reasons for Leaving a Job, by WW (DCC):
TABLE-4.50-Association of Problems (RAC, PCWW & WLB) with reasons
for leaving a job, by WW (DCC)
Attribute
s /
Reasons
Q27
RAC PCWW WLB
Proble
m
No
Proble
m
Total Proble
m
No
Proble
m
Total Proble
m
No
Proble
m
Total
None
10 35 45 30 15 45 42 3 45
22% 78% 100
% 67% 33%
100
% 93% 7%
100
%
Delivery
/ Birth
12 69 81 58 23 81 73 8 81
15% 85% 100
% 72% 28%
100
% 90% 10%
100
%
Child
Upbringi
ng
10 55 65 39 26 65 57 8 65
15% 85% 100
% 60% 40%
100
% 88% 12%
100
%
Child
Study
0 8 8 6 2 8 7 1 8
0% 100
%
100
% 75% 25%
100
% 88% 12%
100
%
Office
Load
0 6 6 0 6 6 6 0 6
0% 100
%
100
% 0%
100
%
100
%
100
% 0%
100
%
Transfer
7 11 18 12 6 18 17 1 18
39% 61% 100
% 67% 33%
100
% 94% 6%
100
%
Work
Life
Balance
2 8 10 6 4 10 8 2 10
20% 80% 100
% 60% 40%
100
% 80% 20%
100
%
Look
After
Parents
1 2 3 3 0 3 3 0 3
33% 67% 100
%
100
% 0%
100
%
100
% 0%
100
%
Other
0 2 2 0 2 2 2 0 2
0% 100
%
100
% 0%
100
%
100
%
100
% 0%
100
%
NA
23 148 171 133 38 171 159 12 171
14% 86% 100
% 78% 22%
100
% 93% 7%
100
%
Total
65 344 409 287 122 409 374 35 409
16% 84% 100
% 70% 30%
100
% 91% 9%
100
% Pearson
Chi-
Square 13.148 29.067 5.141
P-Value 0.156 0.001 0.822
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 306
4.65 Deductions: Association of Reasons and No. of resignation (Maximum and
minimum) among WW (DCC):
1. Q27, 47% (81+65+08+06+18+10+03+02) 193 DCC have left the Job
because of hurdles as, Delivery, Upbringing of a Child, Study of a Child,
Office Load, Transfer, WLB, To look after- Elderly Parents etc. While, 53%
(45+171) 216 have not left the Jobs. If, we compare with Q26, this Figure
(No.) 47 % (193) matches. Both, Questions (Q26 & Q27) answer, exactly the
same No. of Respondents, those resigned the Jobs. It shows the gravity of
Support to a WW (DCC).WW (DCC) needs some Support. It proves
Objective-01.
2. Q27, 53% (45+171) 216 are not affected by WLB-RAC issue (They could be
Joint Family / Extended Family), but 41% (81+65+08+10+03) 167 DCC are
positively affected by WLB-RAC issue. While, 6% (6+18+2) 26 could have
left the jobs possibly, reasons other than WLB-RAC, also.
3. 166 (41%) WW (DCC) has resigned because of WLB-RAC problem. This
has been confirmed and has been found from Q25, 26 and reasons are
specified in Q27. This No. is phenomenal irrespective of NF, Gen Y, Age of
Child < =03 Years & HPJ. 167 (41%) WW (DCC) needs specific supports,
as they have resigned more than once.
4. Out of, 193 (47%) WW (DCC) resignations, 81(42%), WW (DCC) have
resigned because of reason of Delivery/ Birth of a Child (Highest). 65(34%)
WW (DCC) have resigned because of reason of upbringing a Child, it is a
second highest reason of resignation. 18(9%) WW (DCC) have resigned
because of reason of Transfer, it is a third highest reason of resignation.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 307
4.66 Relationship: Reasons and No. of Resignation along with RAC, PCWW
& WLB among WW (DCC)
4.66.1 Reason of Resignation & RAC problem
1. It is evident from the Table-4.50 that, out of total 65 RAC Problems, (30+3)33
(51%) WW (DCC) comes under the classification of “None” 10(15%) or
“NA”23 (35%). Either, 33 WW (DCC) do not have any WLB-RAC problem
or have not resigned. Means, WW (DCC) bear a lot, before finally taking a
decision on resignation.
2. 12(18%) Delivery / Birth, 10(15%) Child Upbringing and 07(11%) Transfers
are the main reason of resignation among WW (DCC) on to RAC problem.
3. There is No Significant association between RAC Problem and Reason of
Resignation among WW (DCC) in Indian Organizations (P=0.156).
4.66.2 Reason of Resignation & PCWW problem
1. It is evident from the Table-4.50 that, out of total 287 PCWW Problems,
(30+133)163 (57%) WW (DCC) comes under the classification of “None” 30
(11%) or “NA” 133 (46%). Either, 163 WW (DCC) do not have any WLB-
RAC problem or have not resigned. Means, WW (DCC) bear a lot, before
finally taking a decision on resignation.
2. 58(20%) Delivery / Birth, 39(14%) Child Upbringing and 12(4%) Transfers
are the main reason of resignation among WW (DCC) on to PCWW problem.
3. There is a Significant association between PCWW Problem and Reason of
Resignation among WW (DCC) in Indian Organizations (P=0.001).
4.66.3 Reason of Resignation & WLB problem
1. It is evident from the Table-4.50 that, out of total 374 WLB Problems,
(42+159)201 (54%) WW (DCC) comes under the classification of “None” 42
(11%) or “NA” 159 (43%). Either, 163 WW (DCC) do not have any WLB-
RAC problem or have not resigned. Means, WW (DCC) bear a lot, before
finally taking a decision on resignation.
2. 73(20%) Delivery / Birth, 57(15%) Child Upbringing and 17(5%) Transfers
are the main reason of resignation among WW (DCC) on to WLB problem.
3. There is No Significant association between WLB Problem and Reason of
Resignation among WW (DCC) in Indian Organizations (P=0.822).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 308
4.67 Analysis 12– Association of Supports (FS, IS, OS & OOS) with reason for
leaving a job, by WW (DCC)
TABLE-4.51-Association of Supports (FS, IS, OS & OOS) with reason for
Leaving a Job, by WW (DCC)
Attribute
s /
Reasons
Q27
Family Support Infrastructure
Support
Organizational
Support Overall Support
Yes No Tot
al Yes No
Tot
al Yes No
Tot
al Yes No
Tot
al
None
21 24 45 22 23 45 1 44 45 13 32 45
47
%
53
%
100
%
49
%
51
%
100
% 2%
98
%
100
%
29
%
71
%
100
%
Delivery
/ Birth
44 37 81 35 46 81 4 77 81 23 58 81
54
%
46
%
100
%
43
%
57
%
100
% 5%
95
%
100
%
28
%
72
%
100
%
Child
Upbring
ing
34 31 65 27 38 65 5 60 65 20 45 65
52
%
48
%
100
%
42
%
58
%
100
% 8%
92
%
100
%
31
%
69
%
100
%
Child
Study
6 2 8 2 6 8 1 7 8 2 6 8
75
%
25
%
100
%
25
%
75
%
100
%
13
%
87
%
100
%
25
%
75
%
100
%
Office
Load
4 2 6 2 4 6 2 4 6 4 2 6
67
%
33
%
100
%
33
%
67
%
100
%
33
%
67
%
100
%
67
%
33
%
100
%
Transfer
8 10 18 5 13 18 2 16 18 2 16 18
44
%
56
%
100
%
28
%
72
%
100
%
11
%
89
%
100
%
11
%
89
%
100
%
Work
Life
Balance
6 4 10 5 5 10 0 10 10 4 6 10
60
%
40
%
100
%
50
%
50
%
100
% 0%
100
%
100
%
40
%
60
%
100
%
Look
After
Parents
3 0 3 3 0 3 0 3 3 3 0 3
100
% 0%
100
%
100
% 0%
100
% 0%
100
%
100
%
100
% 0%
100
%
Other
2 0 2 0 2 2 0 2 2 0 2 2
100
% 0%
100
% 0%
100
%
100
% 0%
100
%
100
% 0%
100
%
100
%
NA
84 87 171 65 106 171 11 160 171 39 132 171
49
%
51
%
100
%
38
%
62
%
100
% 6%
94
%
100
%
23
%
77
%
100
%
Total
212 197 409 166 243 409 26 383 409 110 299 409
52
%
48
%
100
%
41
%
59
%
100
% 6%
94
%
100
%
27
%
73
%
100
%
Pearson
Chi-
Square
8.747 10.299 11.306 19.020
P-Value 0.461 0.327 0.255 0.025
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 309
4.68 Deductions: Association of Supports (FS, IS, OS & OOS) with reason for
leaving a job, by WW (DCC)
4.68.1 Reason of Resignation along with Family Support
1. It is evident from the Table-4.51 that, total 212 WW (DCC), along with
Family Support, (21+84) 105 (50%) WW (DCC) comes under the
classification of “None” 21(10%) or “NA” 84 (39%). Either, 105 WW (DCC)
do not have any WLB-RAC problem or have not resigned. Means, WW
(DCC) bear a lot, before finally taking a decision on resignation.
2. 44(21%) Delivery / Birth, 34(16%) Child Upbringing and 08(4%) Transfers
are the main reason of resignation among WW (DCC) along with Family
Support.
3. It is evident from the Table-4.51 that, total 197 WW (DCC), without Family
Support, (24+87)111 (56%) WW (DCC) comes under the classification of
“None” 24(12%) or “NA” 87 (44%). Either, 111 WW (DCC) do not have any
WLB-RAC problem or have not resigned.
4. 37(19%) Delivery / Birth, 31(16%) Child Upbringing and 10(5%) Transfers
are the main reason of resignation among WW (DCC) without Family
Support.
5. It deduces that there is no much difference in No. of resignation, because of
Delivery / Birth (2% less), Child Upbringing and Transfers (1% more), among
WW (DCC), without Family Support.
6. There is No Significant association between Reason of Resignation along
with Family Support, among WW (DCC) in Indian Organizations (P=0.461).
4.68.2 Reason of Resignation along with Infrastructure Support
1. It is evident from the Table-4.51that, total 166 WW (DCC), along with
Infrastructure Support, (22+65)87 (52%) WW (DCC) comes under the
classification of “None” 22(13%) or “NA” 65 (39%). Either, 85 WW (DCC)
do not have any WLB-RAC problem or have not resigned. Means, WW
(DCC) bear a lot, before finally taking a decision on resignation.
2. 35(21%) Delivery / Birth, 27(16%) Child Upbringing and 05(3%) Transfers
are the main reason of resignation among WW (DCC) along with
Infrastructure Support.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 310
3. It is evident from the Table-4.51 that, total 243 WW (DCC), without
Infrastructure Support, (23+106)129 (53%) WW (DCC) comes under the
classification of “None” 23(9%) or “NA” 106 (43%). Either, 129 WW (DCC)
do not have any WLB-RAC problem or have not resigned.
4. 46(19%) Delivery / Birth, 38(16%) Child Upbringing and 18(7%) Transfers
are the main reason of resignation among WW (DCC) without Infrastructure
Support.
5. It deduces that there is no much difference in No. of resignation, because of
Delivery / Birth (2% less), Child Upbringing and Transfers (4% more), among
WW (DCC), without Infrastructure Support.
6. There is No Significant association between Reason of Resignation along
with Infrastructure Support, among WW (DCC) in Indian Organizations
(P=0.327).
4.68.3 Reason of Resignation along with Organizational Support
1. It is evident from the Table-4.51 that, total 26 WW (DCC), along with
Organizational Support, (1+11) 12 (46%) WW (DCC) comes under the
classification of “None” 1(4%) or “NA” 11 (42%). Either, 12 WW (DCC) do
not have any WLB-RAC problem or have not resigned. Means, WW (DCC)
bear a lot, before finally taking a decision on resignation.
2. 04 (15%) Delivery / Birth, 05(19%) Child Upbringing and 02 (8%) Transfers
are the main reason of resignation among WW (DCC) along with
Organizational Support.
3. It is evident from the Table-4.51 that, total 383 WW (DCC), without
Organizational Support, (44+160)204 (52%) WW (DCC) comes under the
classification of “None” 44(11%) or “NA” 160 (42%). Either, 204 WW
(DCC) do not have any WLB-RAC problem or have not resigned.
4. 77(20%) Delivery / Birth, 60(16%) Child Upbringing and 16(4%) Transfers
are the main reason of resignation among WW (DCC) without Organizational
Support.
5. It deduces that there is a substantial difference in No. of resignation, because
of Delivery / Birth (5% more), Child Upbringing (3% less) and Transfers (4%
less), among WW (DCC), without Organizational Support.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 311
6. There is No Significant association between Reason of Resignation along
with Organizational Support, among WW (DCC) in Indian Organizations
(P=0.255).
4.68.4 Reason of Resignation along with Overall Support
1. It is evident from the Table-4.51 that, total 110 WW (DCC), along with
Overall Support, (13+39)52 (47%) WW (DCC) comes under the classification
of “None” 13(12%) or “NA” 39 (35%). Either, 105 WW (DCC) do not have
any WLB-RAC problem or have not resigned. Means, WW (DCC) bear a lot,
before finally taking a decision on resignation.
2. 23(21%) Delivery / Birth, 20(18%) Child Upbringing and 08(7%) Transfers
are the main reason of resignation among WW (DCC) along with Overall
Support.
3. It is evident from the Table-4.51 that, total 290 WW (DCC), without Overall
Support, (32+132)164 (57%) WW (DCC) comes under the classification of
“None” 32(11%) or “NA” 132 (45%). Either, 164 WW (DCC) do not have
any WLB-RAC problem or have not resigned.
4. 58(20%) Delivery / Birth, 45(16%) Child Upbringing and 16(6%) Transfers
are the main reason of resignation among WW (DCC) without Overall
Support.
5. It deduces that there is no much difference in No. of resignation, because of
Delivery / Birth (1% less), Child Upbringing (2% less) and Transfers (1%
less), among WW (DCC), without Overall Support.
6. There is a Significant association between Reason of Resignation along with
Overall Support, among WW (DCC) in Indian Organizations (P=0.025).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 312
4.69 Analysis 13– Association of Problems (RAC, PCWW & WLB) with
Perception of Child Care (Crèche) (Organization’s Support)
TABLE-4.52 Association of Problems (RAC, PCWW & WLB) with
Perception of Child Care (Crèche) (Organization’s Support)
Attributes
Q38.6
RAC PCWW WLB
Probl
em
No
Probl
em
Total Probl
em
No
Probl
em
Total Probl
em
No
Probl
em
Total
Perception
of
Child Care
(Crèche)
(Organizat
ion’s
Support)
Agree 54 268 322 230 92 322 293 29 322
83% 78% 79% 80% 75% 79% 78% 83% 79% Disagre
e 5 41 46 35 11 46 43 3 46
8% 12% 11.0
% 12% 9% 11% 11% 9% 11%
Pearson
Chi-
Square 1.580 6.891 1.453
P-Value 0.812 0.142 0.835
4.70 Deductions: Perception of Child Care (Crèche) with RAC, PCWW and WLB
Problem
4.70.1 RAC Problem & Perception of Child Care (Crèche)
1. 54(83%) WW (DCC) look forward (agree) for Child Care (Crèche) by
Organization along with “RAC Problem” and 268(78%) WW (DCC) also,
look forward (agree) for Child Care (Crèche) by Organization with “No RAC
Problem”.
2. It deduces that need of Child Care (Crèche), to be provided by Organization,
raising a child increased 5% more by “RAC Problem” than “No RAC
Problem”.
3. 8% WW (DCC) does not bother for Child Care (Crèche) by Organization
irrespective of RAC Problem.
4. There is No Significant association between RAC Problem and Perception of
Child Care (Crèche) to be provided by Organization (P=0.812).
4.70.2 PCWW Problem & Perception of Child Care (Crèche)
1. 230(80%) WW (DCC) look forward (agree) for Child Care (Crèche) by
Organization along with “PCWW Problem” and 92(75%) WW (DCC)
also, looks forward (agree) for Child Care (Crèche) by Organization with
“No PCWW Problem”.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 313
2. It deduces that need of Child Care (Crèche), to be provided by
Organization; in raising a child increased 5% more by “PCWW Problem”
than “No PCWW Problem”.
3. 9% WW (DCC) does not bother for Child Care (Crèche) by Organization
irrespective of PCWW Problem.
4. There is No Significant association between PCWW Problem and
Perception of Child Care (Crèche) to be provided by Organization
(P=0.142).
4.70.3 WLB Problem & Perception of Child Care (Crèche)
1. 293(78%) WW (DCC) look forward (agree) for Child Care (Crèche) by
Organization along with “WLB Problem” and 29(83%) WW (DCC) also,
looks forward (agree) for Child Care (Crèche) by Organization with “No
WLB Problem”.
2. It deduces that need of Child Care (Crèche), to be provided by
Organization; in raising a child increased 5% more by “No WLB Problem”
than “WLB Problem”.
3. 9% WW (DCC) does not bother for Child Care (Crèche) by Organization
irrespective of WLB Problem.
4. There is No Significant association between WLB Problem and
Perception of Child Care (Crèche) to be provided by Organization
(P=0.835).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 314
4.71 Analysis 14– Association of Supports (FS, IS, OS & OOS) with
Perception of Child Care (Crèche) (Organization’s Support)
TABLE-4.53 Association of Supports (FS, IS, OS & OOS) with Perception of
Child Care (Crèche) (Organization’s Support)
Supports Attributes
Perception of Child Care (Crèche)
(Organization’s Support) Q38.6
Agree Disagree Total
Family
Support
Family Support 178 15 212
84% 7% 52%
No- Family Support 144 31 197
73% 16% 48%
Pearson Chi-Square 9.645
P-Value 0.047
Infrastructure
Support
Infrastructure Support 130 18 166
78% 11% 41%
No- Infrastructure
Support
192 28 243
79% 11% 59%
Pearson Chi-Square 0.970
P-Value 0.914
Organizational
Support
Organizational
Support
22 1 26
85% 4% 6%
No- Organizational
Support
300 45 383
78% 12% 94%
Pearson Chi-Square 2.031
P-Value 0.730
Overall
Support
Overall Support 91 9 110
83% 8% 27%
No- Overall Support 231 37 299
77% 12% 73%
Pearson Chi-Square 2.081
P-Value 0.721
4.72 Deductions: Association of Perception of Child Care (Crèche) as an
Organization’s Support
Q38.6, out of 409 WW (DCC), 315(77%) are in agreement for Child Care
(Crèche) to be provided by Organization for raising a child (RAC Problem),
while, 46 (11%) DCC are not in this favor/ Support for Child Care (Crèche).
41(10%) DCC are neither agree nor disagree of “Organization’s Support on
Child Care”, in Indian Organization.
4.73 Deductions: Relationship of various Supports on Perception of Child
Care (Crèche)
4.73.1 Family Support & Perception of Child Care (Crèche)
1. 178(84%) WW (DCC) look forward (agree) for Child Care (Crèche) by
Organization along with Family Support and 144(73%) WW (DCC) also,
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 315
looks forward (agree) for Child Care (Crèche) by Organization without
Family Support.
2. It deduces that need of Child Care (Crèche), to be provided by Organization,
raising a child (RAC Problem) increased by 11% along with Family Support.
3. 7% WW (DCC) does not bother for Child Care (Crèche) by Organization
irrespective of Family Support.
4. There is a Significant association between Family Support and Perception of
Child Care (Crèche) to be provided by Organization (P=0.047).
4.73.2 Infrastructure Support & Perception of Child Care (Crèche)
1. 130(78%) WW (DCC) look forward (agree) for Child Care (Crèche) by
Organization along with Infrastructure Support and 192(79%) WW (DCC)
also, looks forward (agree) for Child Care (Crèche) by Organization without
Infrastructure Support.
2. It deduces that need of Child Care (Crèche), to be provided by Organization,
raising a child (RAC Problem) is almost equal, irrespective of Infrastructure
Support.
3. 11% WW (DCC) does not bother for Child Care (Crèche) by Organization
irrespective of Infrastructure Support.
4. There is No Significant association between Infrastructure Support and
Perception of Child Care (Crèche) to be provided by Organization (P=0.914).
4.73.3 Organizational Support & Perception of Child Care (Crèche)
1. 22(85%) WW (DCC) look forward (agree) for Child Care (Crèche) by
Organization along with Organizational Support and 300(78%) WW (DCC)
also, looks forward (agree) for Child Care (Crèche) by Organization without
Organizational Support.
2. It deduces that need of Child Care (Crèche), to be provided by Organization,
raising a child (RAC Problem) is increased by 7% along with Organizational
Support.
3. 4% WW (DCC) does not bother for Child Care (Crèche) by Organization
irrespective of Organizational Support.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 316
4. There is No Significant association between Organizational Support and
Perception of Child Care (Crèche) to be provided by Organization (P=0.730).
4.73.4 Overall Support & Perception of Child Care (Crèche)
1. 91(83%) WW (DCC) look forward (agree) for Child Care (Crèche) by
Organization along with Overall Support and 231(77%) WW (DCC) also,
looks forward (agree) for Child Care (Crèche) by Organization without
Overall Support.
2. It deduces that need of Child Care (Crèche), to be provided by Organization,
raising a child (RAC Problem) is increased by 5% with Overall Support.
3. 8% WW (DCC) does not bother for Child Care (Crèche) by Organization
irrespective of Overall Support.
4. There is No Significant association between Overall Support and Perception
5. Child Care (Crèche) to be provided by Organization (P=0.721).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 317
4.74 Analysis 15– Association of Problems (RAC, PCWW & WLB) with
Perception on mandatory Support (Both or Either Family) for RAC
(Infant)
TABLE-4.54 Association of Problems (RAC, PCWW & WLB) with
Perception on mandatory Support (Both or Either Family) for RAC (Infant)
Attributes
Q48.1
RAC PCWW WLB
Proble
m
No
Proble
m
Total Proble
m
No
Proble
m
Total Proble
m
No
Proble
m
Total
Perceptio
n on
mandator
y Support
(Both or
Either
Family)
for RAC
(Infant)
Agree 50 273 323 228 95 322 297 26 323
77% 79% 79% 79% 78% 79% 79% 74% 79%
Disagr
ee
6 24 30 24 6 30 26 4 30
9% 7% 7% 8% 5% 7% 7% 11% 7% Pearso
n Chi-
Square 0.950 3.490 3.325
P-
Value 0.917 0.479 0.505
4.75 Deductions: Association of Perception on mandatory Support (Both or
Either Family) for RAC (Infant)
4.75.1 RAC Problem & Perception on mandatory Support (Both or Either
Family)
1. 55(77%) WW (DCC) look forward (agree) for Mandatory Support (Both or
Either Family) in Indian Organizations along with RAC Problem and
273(79%) WW (DCC) also, looks forward (agree) for Mandatory Support
(Both or Either Family) in Indian Organizations with No RAC Problem.
2. It deduces that need of Mandatory Support (Both or Either Family), to be
provided in Indian Organizations, raising a child decreased by 2% than No
RAC Problem.
3. 7% WW (DCC) does not bother for Mandatory Support (Both or Either
Family) in Indian Organizations irrespective of RAC Problem.
4. There is No Significant association between RAC Problem and Perception of
Mandatory Support (Both or Either Family) to be provided in Indian
Organizations (P=0.917).
4.75.2 PCWW Problem & Perception on mandatory support (Both or Either
Family)
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 318
1. 228(79%) WW (DCC) look forward (agree) for Mandatory Support (Both or
Either Family) in Indian Organizations along with PCWW Problem and
95(78%) WW (DCC) also, looks forward (agree) for Mandatory Support
(Both or Either Family) in Indian Organizations with No PCWW Problem.
2. It deduces that need of Mandatory Support (Both or Either Family), to be
provided in Indian Organizations, in raising a child increased by 1% than No
PCWW Problem.
3. 5% WW (DCC) does not bother for Mandatory Support (Both or Either
Family) in Indian Organizations irrespective of PCWW Problem.
4. There is No Significant association between PCWW Problem and Perception
of Mandatory Support (Both or Either Family) to be provided in Indian
Organizations (P=0.479).
4.75.3 WLB Problem & Perception on mandatory support (Both or Either
Family)
1. 297(79%) WW (DCC) look forward (agree) for Mandatory Support (Both or
Either Family) in Indian Organizations along with WLB Problem and 26(74%)
WW (DCC) also, looks forward (agree) for Mandatory Support (Both or
Either Family) in Indian Organizations with No WLB Problem.
2. It deduces that need of Mandatory Support (Both or Either Family), to be
provided in Indian Organizations, in raising a child decreased by 5% than No
WLB Problem.
3. 7% WW (DCC) does not bother for Mandatory Support (Both or Either
Family) in Indian Organizations irrespective of WLB Problem.
4. There is No Significant association between WLB Problem and Perception of
Mandatory Support (Both or Either Family) to be provided in Indian
Organizations (P=0.505).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 319
4.76 Analysis 16– Association of Supports (FS, IS, OS & OOS) with Perception
on mandatory Support (Both or Either Family) for RAC (Infant)
TABLE-4.55-Association of Supports (FS, IS, OS & OOS) with Perception
on mandatory Support (Both or Either Family) for RAC (Infant)
Supports Attributes
Perception on mandatory Support
(Both or Either Family) for RAC
(Infant) Q48.1
Agree Disagree Total
Family
Support
Family Support 167 20 212
79% 9% 52%
No- Family Support 156 10 197
79% 5% 48%
Pearson Chi-Square 5.537
P-Value 0.237
Infrastructure
Support
Infrastructure Support 144 8 166
87% 5% 41%
No- Infrastructure
Support
179 22 243
74% 9% 59%
Pearson Chi-Square 10.812
P-Value 0.029
Organizational
Support
Organizational
Support
20 3 26
77% 12% 6%
No- Organizational
Support
303 27 383
79% 7% 94%
Pearson Chi-Square 7.090
P-Value 0.131
Overall
Support
Overall Support 89 9 110
81% 8% 27%
No- Overall Support 234 21 299
78% 7% 73%
Pearson Chi-Square 1.214
P-Value 0.876
Deductions / Results
4.77 Association of Perception on mandatory Support (Both or Either Family)
for RAC (Infant)
1. Q48.1, out of 409 WW (DCC), 325(80%) are in agreement for Mandatory
“Support from Both or Either Family” to be provided in Indian Organizations
for raising a child (RAC Problem), while, 28 (7%) DCC are not in this favor/
Support for Mandatory Support (Both or Either Family). 53(13%) DCC are
neither agree nor disagree for Mandatory Support (Both or Either Family), in
Indian Organization.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 320
4.78 Relationship of various Supports on Perception of mandatory Support
(Both or Either Family)
4.78.1 Family Support & Perception on Mandatory Support (Both or Either
Family)
1. 167(79%) WW (DCC) look forward (agree) for Mandatory Support (Both or
Either Family) in Indian Organizations along with Family Support and
156(79%) WW (DCC) also, looks forward (agree) for Mandatory Support
(Both or Either Family) in Indian Organizations without Family Support.
2. It deduces that need of Mandatory Support (Both or Either Family), to be
provided in Indian Organizations, raising a child (RAC Problem) is almost
equal, irrespective of Family Support.
3. 5% WW (DCC) does not bother for Mandatory Support (Both or Either
Family) in Indian Organizations irrespective of Family Support.
4. There is No Significant association between Family Support and Perception
of Mandatory Support (Both or Either Family) to be provided in Indian
Organizations (P=0.237).
4.78.2 Infrastructure Support & Perception on Mandatory Support (Both or
Either Family)
1. 144(87%) WW (DCC) look forward (agree) for Mandatory Support (Both or
Either Family) in Indian Organizations along with Infrastructure Support and
179(74%) WW (DCC) also, looks forward (agree) for Mandatory Support
(Both or Either Family) in Indian Organizations without Infrastructure
Support.
2. It deduces that need of Mandatory Support (Both or Either Family), to be
provided in Indian Organizations, raising a child (RAC Problem) increased by
13% along with Infrastructure Support.
3. 5% WW (DCC) does not bother for Mandatory Support (Both or Either
Family) in Indian Organizations irrespective of Infrastructure Support.
4. There is a Significant association between Infrastructure Support and
Perception of Mandatory Support (Both or Either Family) to be provided in
Indian Organizations (P=0.029).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 321
4.78.3 Organizational Support & Perception on Mandatory Support (Both or
Either Family)
1. 20(77%) WW (DCC) look forward (agree) for Mandatory Support (Both or
Either Family) in Indian Organizations along with Organizational Support and
303(79%) WW (DCC) also, looks forward (agree) for Mandatory Support
(Both or Either Family) in Indian Organizations without Organizational
Support.
2. It deduces that need of Mandatory Support (Both or Either Family), to be
provided in Indian Organizations, raising a child (RAC Problem) is decreased
by 2% with Organizational Support.
3. 7% WW (DCC) does not bother for Mandatory Support (Both or Either
Family) in Indian Organizations irrespective of Organizational Support.
4. There is No Significant association between Organizational Support and
Perception of Mandatory Support (Both or Either Family) to be provided in
Indian Organizations (P=0. 131).
4.78.4 Overall Support & Perception on Mandatory Support (Both or Either
Family)
1. 89(81%) WW (DCC) look forward (agree) for Mandatory Support (Both or
Either Family) in Indian Organizations along with Overall Support and
234(78%) WW (DCC) also, looks forward (agree) for Mandatory Support
(Both or Either Family) in Indian Organizations without Overall Support.
2. It deduces that need of Mandatory Support (Both or Either Family), to be
provided in Indian Organizations, raising a child (RAC Problem) is increased
by 3% with Overall Support.
3. 7% WW (DCC) does not bother for Mandatory Support (Both or Either
Family) in Indian Organizations irrespective of Overall Support.
4. There is No Significant association between Overall Support and Perception
of Mandatory Support (Both or Either Family) to be provided in Indian
Organizations (P=0.876).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 322
Section - III
4.79 Factor Analysis:
Factor analysis is an interdependence technique, in that an entire set of interdependent
relationships is examined without making the distinction between dependent and
independent variables. It is a generic name denoting a class of procedures primarily
used for data reduction and summarization. Factor analysis is used to identify
underlying dimensions or factors that explain the Association among a set of
variables. The objective of factor analysis is to reduce the large number of variables
into smaller set of salient variables, known as Factors, for use in subsequent
multivariate analysis.
There are two basic approaches for estimating common factors – Principal
Component Analysis (PCA) and Common Factor Analysis (CFA). From these two
methods, the output of Factor Analysis is obtained by Principal Component Analysis
(PCA) method, as it is the most commonly used extraction method for analysis.
4.80 Factor Analysis of PCWW:
To test the appropriateness of factor analysis there are two measures.
1) KMO (Kaiser-Meyer Olkin) Measure of Sampling Adequacy and
2) Bartlett’s test of Sphericity.
These two measures were obtained for the data and the same are given in below
Table -4.56a.
TABLE-4.56a- Factor Analysis of PCWW
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .714
Bartlett's Test of Sphericity Approx. Chi-Square 1.355E3
Df 66
p-value <0.001
Here, the results of the KMO is 0.714 is greater than 0.6. Hence examination of the
Kaiser-Meyer Olkin measure of sampling adequacy, suggests that the sample is
appropriate and factorable as the value of KMO statistic is quite high enough for a
good factor analysis.
Here, Bartlett’s test of Sphericity (p – value <0.001) indicates that factor analysis
done is significant. The null hypothesis (that the variables are uncorrelated in the
population, or the Association matrix is an identity matrix) is, therefore, rejected. The
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 323
alternate hypothesis that the variables in the population are correlated is accepted.
Thus, factor analysis may be considered appropriate for analyzing the data.
TABLE-4.56b - Factor Analysis of PCWW
Total Variance Explained
Compo
nent
Initial Eigen values Extraction Sums of
Squared Loadings
Rotation Sums of Squared
Loadings
Total % of
Variance
Cumulati
ve % Total
% of
Variance
Cumulati
ve % Total
% of
Variance
Cumulati
ve %
1 3.217 26.807 26.807 3.217 26.807 26.807 2.489 20.740 20.740
2 1.675 13.961 40.767 1.675 13.961 40.767 1.953 16.277 37.017
3 1.461 12.176 52.944 1.461 12.176 52.944 1.611 13.422 50.439
4 1.316 10.964 63.907 1.316 10.964 63.907 1.496 12.466 62.905
5 1.059 8.824 72.731 1.059 8.824 72.731 1.179 9.826 72.731
6 .811 6.756 79.487
7 .550 4.581 84.068
8 .525 4.374 88.443
9 .471 3.927 92.369
10 .416 3.470 95.839
11 .292 2.437 98.276
12 .207 1.724
100.00
0
Above Table-4.56b shows that total 5 factors out of 12 have Eigen values greater than
1.00. As per the approach based on Eigen values only factors with Eigen values
greater than 1.00 are to be retained. Hence, total five factors are to be considered in
this data.
The results also show that these five factors account for 72.731 percent of the total
variance. It seems to be a high Figure which ensures that these factors explain about
72% of total variance. No absolute threshold has been applied to all applications, and
hence five factors may be considered for further analysis.
Thus, ‘factor analysis with five factors’ is considered appropriate for analyzing the
data.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 324
TABLE-4.56c- Factor Analysis of PCWW
Rotated Component Matrix-PCWW
Component
1 2 3 4 5
Q18 .848
Q28 -.859
Q45 -.200 .787
Q46 -.149 .160 -.171 .714
Q49_1 .899 -.104
Q49_2 .899 .179
Q49_3 .858 .138
Q50_1 .140 .766 -.296
Q50_2 .137 .809 .216
Q50_3 .173 .695 .433
Q50_4 -.840 .111
Q50_5 .168 .301 .735
In ‘Factor Rotation’, factors are rotated to make them more meaningful and easier to
interpret. In Rotated Factor matrix, each variable is associated with a minimal number
of factors.
There are various methods for factor rotation. Varimax rotation is carried out, as it
attempts to minimize the number of variables that have high loadings on a factor. This
enhances the interpretability of the factors.
Above Table-4.56c represents Factor Matrix with Varimax rotation. This Table-4.56c
represents the factor loadings. These factor loadings represent the Association
between the factors and the variables, based on which factors are interpreted and
factor names are allotted. A coefficient with a large absolute variable indicates that
the factor and the variable are closely related.
Hence, to facilitate interpretation of factors, it is necessary to identify the variables
that have large loadings on the same factor. In the factor matrix, the highest loading
of 0.859 and 0.848 were found for the Question no. 18 and 28 on factor ‘4’. Factor
matrices of the five factors obtained under the Varimax rotation method was referred
to, and a cut off value of loading of 0.500 for a statement to be associated with a
factor, is considered.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 325
4.80.1 Explanation
Different statistical techniques have been used in the study to analyze data and to
reach conclusion and findings of the study. That’s why, the researcher has used
following statistical techniques for data analysis.
4.80.1.1 Descriptive Statistics
1. Pearson Correlation
2. Factor Analysis
3. Cross Tables with Chi-Square Test
4. Structural Equation Modeling (SEM)
For this research study, above mentioned statistical techniques are used to identify
difficulties faced by WW (DCC) in raising a Child (RAC) and measure its impact on
Job Satisfaction (WW–DCC), Enhancement of efficiency & effectiveness of
Organizations, evolution of Human Capital of India (as mentioned in Section-
3.1.22). Further, it checks reliability and Validity of Scales.
4.80.2 In Table-4.56c, on application (First Rotation) of Factor Analysis out of total
12 Factors under PCWW (Progression Career of Working Women), only 03 Factors
(Q49.1, Q49.2, and Q49.3) have value more than 0.5. Rest other 09 Factors have been
deleted. These factor loadings represent the Association between the factors and the
variables, based on which factors are interpreted and factor names are allotted. It
confirms that Working Women does have/ can pursue Professional Career, in Indian
Organizations, irrespective of being Unmarried or a Single Parent, Married without
Child (Type of Mother). These states / conditions do not impact/ deter, Professional
Career of a Working Women.
4.80.3 In Table-4.56c, on application (Second Rotation) of Factor Analysis out of
total 12 Factors under PCWW, only 03 Factors (Q50.1, Q50.2, and Q50.3) have
value more than 0.5. Rest other 09 Factors have been deleted. These factor loadings
represent the Association between the factors and the variables, based on which
factors are interpreted and factor names are allotted. It confirms that Working Women
does have strong relationship with Delayed Child, Surrogacy, and Adoption of a
Child, on pursuing successful Progression / Professional Career of a Working Women
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 326
(RAC Strategies), in Indian Organizations.. But WW (DCC) is not willing / in favor
of these measures, presently.
4.80.4 In Table-4.56c, on application (Third Rotation) of Factor Analysis out of total
12 Factors under PCWW, only 02 Factors (Q50.4 and Q50.5) have value more than
0.5. Rest other 10 Factors have been deleted. It confirms that Working Women does
have/ can pursue Professional Career / Progression, in Indian Organization, along
with Compulsory & Proper Policy on WLB by Organization on WW (DCC). While,
Working Women do not agree, Professional Career / Progression, on the Cost of “No
Child”.
4.80.5 In Table-4.56c, on application (Fourth Rotation) of Factor Analysis out of
total 12 Factors under PCWW, only 02 Factors (Q18 and Q28) have value more than
0.5. Rest other 10 Factors have been deleted. It confirms that Working Women does
have/ can pursue Professional Career / Progression, in Indian Organization, along
with Child Age <= 03 Years and after marriage (Flexibilities) as a WW (DCC).
4.80.6 In Table-4.56c, on application (Fifth Rotation) of Factor Analysis out of total
12 Factors under PCWW, only 02 Factors (Q45 and Q46) have value more than 0.5.
Rest other 10 Factors have been deleted. It confirms that Working Women does have/
can pursue Professional Career / Progression, in Indian Organization, along with
Raising an infant Child as a WW (DCC), although it is a hurdle (Cognitive
Child).
Professional Career/ Career Progression of WW/ DCC are main concern in above
Factor Analysis on PCWW. It also gives insight to decide Strategies (Flexibility) to be
followed in an Indian Organization on Work-Life Balance (WLB) -specific to raising
a child (RAC)
4.81 Factor Analysis of WLB:
To test the appropriateness of factor analysis there are two measures.
1) KMO (Kaiser-Meyer Olkin) Measure of Sampling Adequacy and
2) Bartlett’s test of Sphericity.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
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These two measures were obtained for the data and the same are given in below
TABLE - 4.57a
TABLE-4.57a- Factor Analysis of WLB
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .671
Bartlett's Test of Sphericity Approx. Chi-Square 570.902
Df 45
p-value <0.001
Kaiser-Meyer-Olkin Measure of Sampling Adequacy should be greater than 0.60
indicating sufficient items for each factor. Here, the results of the KMO is 0.671 is
greater than 0.6.
Hence examination of the Kaiser-Meyer Olkin measure of sampling adequacy,
suggests that the sample is appropriate and factorable as the value of KMO statistic is
quite high enough for a good factor analysis.
Bartlett’s test of sphericity is used to test the null hypothesis that variables are
uncorrelated in the population. Bartlett’s Test of Sphericity should be significant (less
than 0.05), indicating that the correlation matrix is significantly different from an
identity matrix, in which correlations between variables are all zero. Here, Bartlett’s
test of Sphericity (p – value <0.001) indicates that factor analysis done is significant.
The null hypothesis (that the variables are uncorrelated in the population, or the
correlation matrix is an identity matrix) is, therefore, rejected. The alternate
hypothesis that the variables in the population are correlated is accepted. Thus, factor
analysis may be considered appropriate for analyzing the data.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
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TABLE-4.57b-- Factor Analysis of WLB
Total Variance Explained
Component
Initial Eigen Values Extraction Sums of Squared
Loadings
Rotation Sums of Squared
Loadings
Total % of
Variance
Cumulative
% Total
% of
Variance
Cumulative
% Total
% of
Variance
Cumulative
%
1 2.592 25.920 25.920 2.592 25.920 25.920 2.546 25.458 25.458
2 1.442 14.418 40.338 1.442 14.418 40.338 1.311 13.107 38.566
3 1.066 10.659 50.997 1.066 10.659 50.997 1.183 11.829 50.395
4 1.019 10.187 61.184 1.019 10.187 61.184 1.079 10.790 61.184
5 .955 9.546 70.730
6 .847 8.471 79.201
7 .726 7.264 86.466
8 .564 5.639 92.105
9 .515 5.150 97.254
10 .275 2.746 100.000
There are various methods to determine number of factors. They include: (1) Priori
determination, (2) determination based on Eigen values, (3) determination based on
Scree plot, (4) determination based on Percentage of Variance, (5) determination
based on Split-Half Reliability, (6) determination based on Significance Tests.
Above Table-4.57b shows that total 4 factors out of 10 have Eigen values greater than
1.00. As per the approach based on Eigen values only factors with Eigen values
greater than 1.00 are to be retained. Hence, total four factors are to be considered in
this data.
The results also show that these four factors account for 61.184 percent of the total
variance. It seems to be a high Figure which ensures that these factors explain about
61% of total variance. No absolute threshold has been applied to all applications, and
hence four factors may be considered for further analysis.
Thus, ‘factor analysis with four factors’ is considered appropriate for analyzing the
data.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
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TABLE-4.57C-- Factor Analysis of WLB
Rotated Component Matrix-WLB
Component
1 2 3 4
Q26 .548 .296 .387
Q31 .151 .325 .582
Q32 .114 -.733
Q33_1 .693 .171 -.143
Q33_2 .644 .335 -.240
Q33_3 .708
Q33_4 .773 -.261 .242 .145
Q33_5 .716 -.304 .238 .312
Q42 -.142 .886
Q44 .773
Next step in Factor Analysis is ‘Factor Rotation’. In this step, factors are rotated. The
un-rotated factor matrix is not presented, as the un-rotated factors are not interpretable
and in that most factors are correlated with many variables. Hence, factors are rotated
to make them more meaningful and easier to interpret. In Rotated Factor matrix, each
variable is associated with a minimal number of factors.
There are various methods for factor rotation. Varimax rotation is carried out, as it
attempts to minimize the number of variables that have high loadings on a factor. This
enhances the interpretability of the factors.
Above Table-4.57c represents Factor Matrix with Varimax rotation. This Table-4.57c
represents the factor loadings. These factor loadings represent the correlation between
the factors and the variables, based on which factors are interpreted and factor names
are allotted. A coefficient with a large absolute variable indicates that the factor and
the variable are closely related.
Hence, to facilitate interpretation of factors, it is necessary to identify the variables
that have large loadings on the same factor. In the factor matrix, the highest loading
of 0.773 was found for the Question no. 33.4 and 44 on factors ‘1’ and ‘2’
respectively. Factor matrices of the four factors obtained under the Varimax rotation
method was referred to, and a cut off value of loading of 0.500 for a statement to be
associated with a factor, is considered.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
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4.81.1 Explanation
In Table-4.57c, on application (First Rotation) of Factor Analysis out of total 10
Factors under WLB-RAC (Work Life Balance- Raising a Child); only 05 Factors
(Q33.1, Q33.2, Q33.3, Q33.4 and Q33.5) have value more than 0.5. Rest other 05
Factors have been deleted. These factor loadings represent the correlation between the
factors and the variables, based on which factors are interpreted and factor names are
allotted. It confirms that Working Women, WW (DCC) does have WLB-RAC issues
and use Stress reduction Techniques to be a Stress free Mother, to manage Home
Organization and Job Organization.
4.81.2 In Table-4.57c, on application (Second Rotation) of Factor Analysis out of
total 10 Factors under WLB-RAC (Work Life Balance- Raising a Child); only 02
Factors (Q26 and Q44) have value more than 0.5. Rest other 08 Factors have been
deleted. It confirms that Working Women ,WW (DCC)does have a WLB-RAC issue
that’s how either of WW (DCC) has resigned the Job more than once because of
WLB-RAC reason only (Q26), However WW could manage Home Organization and
Job Organization Successfully (Resignation & Managing Home & Job).
4.81.3 In Table-4.57c, on application (Third Rotation) of Factor Analysis out of total
10 Factors under WLB-RAC (Work Life Balance- Raising a Child); only 02 Factors
(Q31 and Q32) have value more than 0.5. Rest other 08 Factors have been deleted. It
confirms that Working Women, WW (DCC) are happy (Happiness) at Job (Q31);
However Working Women ,WW (DCC) miss out Quality Time with Family or
Friends because of work Pressure (Stress) (Job organization).
4.81.4 In Table-4.57c, on application (Fourth Rotation) of Factor Analysis out of total
10 Factors under WLB-RAC (Work Life Balance- Raising a Child); only 01 Factor
(Q42) has value more than 0.5. Rest other 09 Factors have been deleted. It confirms
that being a Working Woman (WW), she could not move similar to her husband,
freely, without any Concern/Worry/Tension/Stress of her Home organization
(Stressful Mother).Support (Stress / Time Management) of WW (DCC) is main
concern, in above Factor Analysis, on WLB (RAC), while, managing Home
organization and Job Organization simultaneously. It also gives insight to decide/
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 331
Find Strategies (Flexibility) to be followed in an Indian Organization on Work-Life
Balance (WLB) -specific to raising a child (RAC).
4.82 Structural Equation Modeling (SEM):
This study also employed Structural Equation modeling to assess overall model fit to
verify the causal relationships between factors. Studying the influence of more
external factors on constructs and researching them in different business environments
contribute to the theory development and also helps understanding potential
cultural/occupational differences.
To remain competitive in the service sector, companies / organizations must better
understand what drives key employee’s behaviors, satisfaction and expectations. The
use of Structural Equation Modeling (SEM) is an effective and important approach to
understand the relationship between these types of factors.
SEM tests hypotheses about relationships between variables. It is very flexible to use
or operate. It is a comprehensive tool of different techniques e.g. Multiple Regression,
Confirmatory Factor Analysis, Path Analysis and ANOVA.
SEM is based on linear models and statistical theory. But the conclusion from SEM is
valid if assumptions are met. It requires formal specification of model. It allows latent
variables in the model.
It provides information on the relationship between parameter and the information
used to derive these parameters (estimates). If the model is identified, it is possible to
obtain estimate for each parameter but if it is not identified, the model is called
unidentified or under identified. In present study, various SEM models have been
obtained, those are as under mentioned.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
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4.83 SEM Model on PCWW, RAC and WLB (Combined):
FIGURE-4.1-SEM Model – 1: Relation between PCWW, WLB
and RAC
TABLE 4.58 –Measurement of Scale of Dependent Variable
Dependent
Variable
SCALE
RAC 1(PROBLEM) 2 3(NO-PROBLEM)
PCWW 1(SATISFYING) 2 3 4 5(UNSATISFYING)
WLB 1(UNSATISFYING) 2 3 4 5(SATISFYING)
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
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TABLE 4.59 -Relationship Summary & Equations drawn from SEM Models
SR.
NO.
Dependent
Variable
Independent
Variable &
Support
Relationship
Equation
SEM Model-
Relationship
In-between &
Support
1 Co-relation
of WLB
(RAC and
PCWW)
Variable
RAC = -0.99 *
PCWW+Ɛ
2
WLB = -0.2*
PCWW+ Ɛ
3 WLB = -1.2*RAC+ Ɛ
4
WLB
Organizational
Support
WLB = 0.99 *
Organizational
Support+ Ɛ
WLB and
Organizational
Support
5
Infrastructure
Support
WLB = 0.98 *
Infrastructure
Support+ Ɛ
WLB and
Infrastructure
Support
6
Family Support WLB = 0.98 *
Family Support+ Ɛ
WLB and
Family
Support
7
PCWW
Organizational
Support
PCWW = 0.99 *
Organizational
Support+ Ɛ
PCWW and
Organizational
Support
8
Infrastructure
Support
PCWW = 0.97 *
Infrastructure
Support+ Ɛ
PCWW and
Infrastructure
Support
9
Family Support PCWW = 0.98 *
Family Support+ Ɛ
PCWW and
Family
Support
10
RAC
Infrastructure
Support
RAC = 0.98 *
Infrastructure
Support+ Ɛ
RAC and
Infrastructure
Support
11
Family Support RAC = 0.98 *
Family Support+ Ɛ
RAC and
Family
Support
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 334
1. PCWW is strongly (0.99) related to RAC and relationship is negative. Means,
Quotient of PCWW increases (interprets that satisfying to unsatisfying) that
impact RAC in reverse direction i.e. from “No Problem” to “Problem”. We can
say that if; WW does not get promotion than RAC goes into Problem. Or it can
also be interpreted that if RAC does not have any problem then PCWW shall be
Satisfying. Means, WW shall be accomplishing her Organizational Goals then
only she shall get progression in her career (in the perspective of RAC). This
relation explains How PCWW and RAC control or impact WLB. We can say for
a WW, if, RAC has been looked after then PCWW shall be alright.
2. PCWW is faintly (0.2) related to WLB and relationship is negative. Means,
Quotient of PCWW increases (interprets that satisfying to unsatisfying) that
impact WLB in reverse direction i.e. from “satisfying” to “unsatisfying”. We
can say that if; WW does not get promotion then WLB goes into unsatisfying.
Or it can also be interpreted that if WLB is unsatisfying, when PCWW is
unsatisfying. Means, WW shall not be accomplishing her Organizational
Goals then only she will not get progression in her career (in the perspective of
RAC). This relation explains How PCWW impact WLB. We can say for a WW,
if, PCWW has been looked after then WLB shall be alright.
3. RAC is strongly (1.2) related to WLB and relationship is negative. When,
Quotient of RAC increases (interprets that Problem to No-Problem) that impact
WLB in reverse direction i.e. from “satisfying” to “unsatisfying”. We can say
that if; WW is not able to look after her Child then WLB goes into unsatisfying.
Or it can also be interpreted that if WLB is unsatisfying, when RAC is in
Problem. Means, WW shall not be accomplishing her Organizational Goals
then only she will not be satisfying in her Life (in the perspective of RAC). This
relation explains How RAC impact WLB. We can say for a WW, if, RAC has
been looked after then WLB shall be alright.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 335
4.84 SEM Model on WLB and Organizational Support:
FIGURE-4.2-SEM Model – 2: Relation between WLB and Organizational
Support
Deduction: Above SEM shows strong positive relationship between Organizational
Support and WLB which shows strong dependency of WLB on Organizational
Support of selected respondents. Questions Q35, 36.1, 36.3, 36.9, 36.10, 36.11 and 41
are strongly represents Organizational support. Coefficients are given in above model
diagram. The relationship between Organizational Support and WLB is given as
follow in Linear Equation form.
WLB = 0.99 * Organizational Support+ Ɛ
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 336
4.85 SEM Model on WLB and Infrastructure Support:
FIGURE-4.3-SEM Model – 3: Relation between WLB and Infrastructure
Support
Deduction: Above SEM shows strong positive relationship between Infrastructure
Support and WLB which shows strong dependency of WLB on Infrastructure Support
of selected respondents. Questions 39.1, 39.2, 39.3, 39.4 and 39.5 are strongly
represents Infrastructure support. Coefficients are given in above model diagram. The
relationship between Infrastructure Support and WLB is given as follow in Linear
Equation form.
WLB = 0.98 * Infrastructure Support+ Ɛ
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 337
4.86 SEM Model on WLB and Family Support:
FIGURE-4.4-SEM Model – 4: Relation between WLB and Family Support
Deduction: Above SEM shows strong positive relationship between Family Support
and WLB which shows strong dependency of WLB on Family Support of selected
respondents. Questions 20, 23, 40 and 43 are strongly represents Family Support.
Coefficients are given in above model diagram. The relationship between Family
Support and WLB is given as follow in Linear Equation form.
WLB = 0.98 * Family Support+ Ɛ
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 338
4.87 SEM Model on PCWW and Organization Support:
FIGURE-4.5-SEM Model – 5: Relation between PCWW and Organizational
Support
Deduction: Above SEM shows strong positive relationship between Organizational
Support and PCWW which shows strong dependency of PCWW on Organizational
Support of selected respondents. Coefficients are given in above model diagram. The
relationship between Organizational Support and PCWW is given as follow in Linear
Equation form.
PCWW = 0.99 * Organizational Support+ Ɛ
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 339
4.88 SEM Model on PCWW and Infrastructure Support:
FIGURE-4.6-SEM Model – 6: Relation between PCWW and Infrastructure
Support
Deduction: Above SEM shows strong positive relationship between Infrastructure
Support and PCWW which shows strong dependency of PCWW on Infrastructure
Support of selected respondents. Coefficients are given in above model diagram. The
relationship between Infrastructure Support and PCWW is given as follow in Linear
Equation form.
PCWW = 0.97 * Infrastructure Support+ Ɛ
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 340
4.89 SEM Model on PCWW and Family Support:
FIGURE-4.7-SEM Model – 7: Relation between PCWW and Family Support
Deduction: Above SEM shows strong positive relationship between Family Support
and PCWW which shows strong dependency of PCWW on Family Support of
selected respondents. Coefficients are given in above model diagram. The relationship
between Family Support and PCWW is given as follow in Linear Equation form.
PCWW = 0.98 * Family Support+ Ɛ
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 341
4.90 SEM Model on RAC and Infrastructure Support:
FIGURE-4.8-SEM Model – 8: Relation between RAC and Infrastructure
Support
Deduction: Above SEM shows strong positive relationship between Infrastructure
Support and RAC which shows strong dependency of RAC on Infrastructure Support
of selected respondents. Coefficients are given in above model diagram. The
relationship between Infrastructure Support and RAC is given as follow in Linear
Equation form.
RAC = 0.98 * Infrastructure Support+ Ɛ
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 342
4.91 SEM Model on RAC and Family Support:
FIGURE-4.9-SEM Model – 9: Relation between RAC and Family Support
Deduction: Above SEM shows strong positive relationship between Family Support
and RAC which shows strong dependency of RAC on Family Support of selected
respondents. Coefficients are given in above model diagram. The relationship
between Family Support and RAC is given as follow in linear equation form.
RAC = 0.98 * Family Support+ Ɛ
A hypothesized Technology Acceptance Model was tested using structural equation
modeling using STATA-13 software.
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 343
4.92 Summary of Analysis:
The testing of hypotheses using univariate and bivariate techniques has been used to
analyze data in Research Methodology chapter. Under mentioned TABLEs 4.3, 4.4,
4.5, 4.8 & 4.9 provide a summary of various background variables used in the study.
Factor Analysis and SEM Model were used to analyze relation between dependent
variable, WLB (RAC and PCWW) and Independent variable, Supports (Family,
Organization & Social –Infrastructure). Association of three Supports (Family,
Organization and Infrastructure) with RAC, PCWW and WLB is analyzed using SEM
models.
TABLE 4.60 - Questions of Dependent & Independent Variables used for SEM
Models
Types of
Variable Variables Related Questions
Dependent
RAC Q20, 21, 22, 29 and 47 (05 NO.s)
PCWW Q18,28,45,46,49.1,49.2,49.3,50.1,50.2,50.3,
50.4 and 50.5 (12 NO.s)
WLB Q26, 31, 32, 33.1, 33.2, 33.3, 33.4, 33.5, 42
and 44 (10 NO.s)
Independen
t
Family
Support
Q20, 23, 40 & 43 (04 NO.s)
Infrastructure
Support
Q 39.1, 39.2, 39.3, 39.4 and 39.5 (05 NO.s)
Organization
Support
Q 35, 36.1, 36.3, 36.9, 36.10, 36.11 and 41
(07 NO.s)
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 344
4.93 Explanation
How this has been calculated or Found out? e.g. All the questions pertaining to
Family Support (Q20, 23, 40 & 43) have been first found on the basis of reply of
participant as YES or No, for each respondent. Then total No. of YES/NO counted, to
quantify and to go, under the “Family Support”, in case of majority replies are YES.
Otherwise, it goes under “NO Family Support”.
4.94 Correlation between Factors of RAC
TABLE-4.61- Correlation between Factors of RAC
Q21 Q22 Q29 Q47
Q20 Correlation Coefficient .073 -.131 -.101 .203
P-Value .143 .015 .042 .000
Q21 Correlation Coefficient .038 .078 .091
P-Value .474 .116 .066
Q22 Correlation Coefficient .096 -.045
P-Value .073 .401
Q29 Correlation Coefficient -.047
P-Value .349
RAC has following related Questions as Q20, 21, 22, 29 and 47 (05
NO.s).Correlations among these has been as-
There is No Significant association between Q20 (Looking after Child
during Office Hrs) with Q 21(Care of Child’s Study) (P=0.143).
But, There is a significant association between Q20 (Looking after Child
during Office Hrs) with Q 22(Problems pertaining to Child’s School)
(P=0.015), Q29 (Transferable Job) (P=0.042) and Q47 (Raising Infant
Child with Maid) (P<0.001).
There is No Significant association between Q 21(Care of Child’s Study)
with Q 22(Problems pertaining to Child’s School) (P=0.474), Q29
(Transferable Job) (P=0.116) and Q47 (Raising Infant Child with Maid)
(P=0.066).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 345
There is No Significant association between Q 22(Problems pertaining to
Child’s School) with Q29 (Transferable Job) (P=0.073) and Q47 (Raising
Infant Child with Maid) (P=0.401).
There is No Significant association between Q29 (Transferable Job) with
Q47 (Raising Infant Child with Maid) (P=0.349).
4.95 Correlation between Factors of PCWW
TABLE-4.62-Correlation between Factors of PCWW
Q28 Q45 Q46
Q49_
1
Q49_
2
Q49_
3
Q50_
1
Q50_
2
Q50_
3
Q50_
4
Q50_
5
Q18 Correlation
Coefficient -.520 -.061 .036 .102 .128 .095 .106 .098 .052 .052 .056
P-Value .000 .217 .465 .039 .010 .057 .034 .049 .298 .297 .264
Q28 Correlation
Coefficient -.005 .008 -.077 -.074 -.094 -.081 -.080 -.009 -.006 -.097
P-Value .925 .873 .123 .139 .059 .105 .108 .852 .910 .051
Q45 Correlation
Coefficient .179 -.163 -.174 -.148 -.111 -.111 -.065 .009 -.118
P-Value .000 .001 .000 .003 .026 .026 .195 .863 .018
Q46 Correlation
Coefficient -.160 -.131 -.106 -.003 -.057 -.023 .117 -.072
P-Value .001 .008 .033 .953 .255 .649 .019 .152
Q49_
1
Correlation
Coefficient .816 .745 .211 .256 .225 .022 .263
P-Value .000 .000 .000 .000 .000 .660 .000
Q49_
2
Correlation
Coefficient .768 .284 .309 .237 .096 .259
P-Value .000 .000 .000 .000 .055 .000
Q49_
3
Correlation
Coefficient .275 .275 .299 -.024 .266
P-Value .000 .000 .000 .628 .000
Q50_
1
Correlation
Coefficient .497 .412 .098 .160
P-Value .000 .000 .049 .001
Q50_
2
Correlation
Coefficient .620 -.144 .475
P-Value .000 .004 .000
Q50_
3
Correlation
Coefficient -.193 .474
P-Value .000 .000
Q50_
4
Correlation
Coefficient -.336
P-Value .000
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 346
Deductions / Results
1. PCWW has following related Questions as Q18, 28, 45, 46, 49.1, 49.2, 49.3,
50.1, 50.2, 50.3, 50.4 and 50.5 (12 NO.s).Correlations among these has been
as-
2. There is No Significant association between Q18 (Age of Youngest Child)
with Q28 (Working Experience after marriage of WW) (P< 0.001), Q45
(Raising an infant Child is a hurdle in a Progression of a WW/DCC)
(P=0.217), Q46 (Pursue a Professional Career by a WW/DCC) (P=0.465),
Q49.1 (Unmarried or a Single Parent) (P=0.039), Q49.2 (Married without
Child) (P=0.010), Q49.3 (Divorced/ Widower) (P=0.057), Q50.1 (Delayed
Child) (P=0.034), Q50.2 (Surrogacy) (P=0.049), Q50.3 (Adaption of Child)
(P=0.298), Q50.4 (Policy on WLB) (P=0.297) and Q50.5 (No Child)
(P=0.264).
3. There is No Significant association between Q18 (Age of Youngest Child)
with Q45 (Raising an infant Child is a hurdle in a Progression of a WW/DCC)
(P=0.217), Q46 (Pursue a Professional Career by a WW/DCC) (P=0.465),
Q49.3 (Divorced/ Widower) (P=0.057), Q50.3 (Adaption of Child) (P=0.298),
Q50.4 (Policy on WLB) (P=0.297) and Q50.5 (No Child) (P=0.264).
4. But, There is a significant association between Q18 (Age of Youngest Child)
with Q28 (Working Experience after marriage of WW) (P< 0.001), Q49.1
(Unmarried or a Single Parent) (P=0.039), Q49.2 (Married without Child)
(P=0.010), Q50.1 (Delayed Child) (P=0.034), Q50.2 (Surrogacy) (P=0.049).
5. There is No Significant association between Q28 (Working Experience after
marriage of WW) with Q45 (Raising an infant Child is a hurdle in a
Progression of a WW/DCC) (P=0.925), Q46 (Pursue a Professional Career by
a WW/DCC) (P=0.873), Q49.1 (Unmarried or a Single Parent) (P=0.123),
Q49.2(Married without Child) (P=0.139), Q49.3 (Divorced/ Widower)
(P=0.059), Q50.1 (Delayed Child) (P=0.105), Q50.2 (Surrogacy) (P=0.108),
Q50.3 (Adaption of Child) (P=0.852), Q50.4 (Policy on WLB) (P=0.910) and
Q50.5 (No Child) (P=0.051).
6. There is No Significant association between Q45 (Raising an infant Child is a
hurdle in a Progression of a WW/DCC) with Q50.3 (Adaption of Child)
(P=0.195) and Q50.4 (Policy on WLB) (P=0.863).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 347
7. But, There is a significant association between Q45 (Raising an infant Child is
a hurdle in a Progression of a WW/DCC) with Q46 (Pursue a Professional
Career by a WW/DCC) (P<0.001), Q49.1 (Unmarried or a Single Parent)
(P=0.001), Q49.2 (Married without Child) (P <0.001), Q49.3 (Divorced/
Widower) (P=0.003), Q50.1 (Delayed Child) (P=0.026), Q50.2 (Surrogacy)
(P=0.026), and Q50.5 (No Child) (P=0.018).
8. There is No Significant association between Q46 (Pursue a Professional
Career by a WW/DCC) with Q50.1 (Delayed Child) (P=0.953), Q50.2
(Surrogacy) (P=0.255), Q50.3 (Adaption of Child) (P=0.649), and Q50.5 (No
Child) (P=0.152).
9. But, There is a significant association between Q46 (Pursue a Professional
Career by a WW/DCC) with Q49.1 (Unmarried or a Single Parent) (P=0.001),
Q49.2 (Married without Child) (P=0.008), Q49.3 (Divorced/ Widower)
(P=0.033) and Q50.4 (Policy on WLB) (P=0.019).
10. There is No Significant association between Q49.1 (Unmarried or a Single
Parent) with Q50.4 (Policy on WLB) (P=0.660).
11. But, There is a significant association between Q49.1 (Unmarried or a Single
Parent) with Q49.2 (Married without Child) (P<0.001), Q49.3 (Divorced/
Widower) (P<0.001), Q50.1 (Delayed Child) (P<0.001), Q50.2 (Surrogacy)
(P<0.001), Q50.3 (Adaption of Child) (P<0.001) and Q50.5 (No Child)
(P<0.001).
12. There is No Significant association between Q49.2 (Married without Child)
with Q50.4 (Policy on WLB) (P=0.055).
13. But, There is a significant association between Q49.2 (Married without Child)
with Q49.3 (Divorced/ Widower) (P<0.001), Q50.1 (Delayed Child)
(P<0.001), Q50.2 (Surrogacy) (P<0.001), Q50.3 (Adaption of Child)
(P<0.001), and Q50.5 (No Child) (P<0.001).
14. There is No Significant association between Q49.3 (Divorced/ Widower) with
Q50.4 (Policy on WLB) (P=0.628).
15. But, There is a significant association between Q49.3 (Divorced/ Widower)
with Q50.1 (Delayed Child) (P<0.001), Q50.2 (Surrogacy) (P<0.001), Q50.3
(Adaption of Child) (P<0.001), and Q50.5 (No Child) (P<0.001).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 348
16. There is a significant association between Q50.1 (Delayed Child) with Q50.2
(Surrogacy) (P<0.001), Q50.3 (Adaption of Child) (P<0.001), Q50.4 (Policy
on WLB) (P=0.049) and Q50.5 (No Child) (P=0.001).
17. There is a significant association between Q50.2 (Surrogacy) with Q50.3
(Adaption of Child) (P<0.001), Q50.4 (Policy on WLB) (P=0.004) and Q50.5
(No Child) (P<0.001).
18. There is a significant association between Q50.3 (Adaption of Child) with
Q50.4 (Policy on WLB) (P<0.001) and Q50.5 (No Child) (P<0.001).
19. There is a significant association between Q50.4 (Policy on WLB) withQ50.5
(No Child) (P<0.001).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 349
4.96 Correlation between Factors of WLB
TABLE-4.63-Correlation between Factors of WLB
Q31 Q32 Q33_1 Q33_2 Q33_3 Q33_4 Q33_5 Q42 Q44
Q26 Correlation
Coefficient .117
-
.044 .003 .046 -.064 .023 .001 .108 .260
P-Value .018 .379 .951 .354 .215 .648 .991 .030 .000
N 406 408 397 401 379 388 376 405 401
Q31 Correlation
Coefficient
-
.112 .070 .115 .050 .089 .126 .017 .097
P-Value .024 .163 .021 .334 .082 .015 .728 .053
N 405 394 398 376 385 373 402 398
Q32 Correlation
Coefficient .016 .085 .078 .020 .022
-
.017 .002
P-Value .749 .088 .129 .694 .665 .738 .974
N 396 401 378 388 375 404 400
Q33_1 Correlation
Coefficient .418 .290 .355 .281 .057
-
.027
P-Value .000 .000 .000 .000 .261 .595
N 393 377 384 373 393 389
Q33_2 Correlation
Coefficient .304 .238 .246 .073 .063
P-Value .000 .000 .000 .144 .215
N 376 384 372 397 393
Q33_3 Correlation
Coefficient .457 .402
-
.016 .009
P-Value .000 .000 .757 .858
N 373 365 376 371
Q33_4 Correlation
Coefficient .699
-
.013
-
.069
P-Value .000 .795 .180
N 372 384 380
Q33_5 Correlation
Coefficient .132
-
.102
P-Value .011 .049
N 372 369
Q42 Correlation
Coefficient .040
P-Value .423
N 399
Deductions / Results
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 350
1. WLB has following related Questions as Q26, 31, 32, 33.1, 33.2, 33.3, 33.4,
33.5, 42 and 44 (10 NO.s).Correlations among these has been as-
2. There is No Significant association between Q26 (Resigned because of WLB-
RAC Problem) with Q31 (Job Satisfaction) (P=0.018), Q32 (Work Pressure)
(P=0.379), Q33.1 (Issue of WLB through Music) (P=0.951), Q33.2(Issue of
WLB through Entertainment) (P=0.354), Q33.3 (Issue of WLB through
Dance) (P=0.215), Q33.4 (Issue of WLB through Meditation) (P=0.648),
Q33.5 (Issue of WLB through Yoga) (P=0.991), Q42 (Support from
Husband’s Office) (P=0.030) and Q44 (Managing HO and JO by WW)
(P<0.001).
3. There is No Significant association between Q26 (Resigned because of WLB-
RAC Problem) withQ32 (Work Pressure) (P=0.379), Q33.1 (Issue of WLB
through Music) (P=0.951), Q33.2(Issue of WLB through Entertainment)
(P=0.354), Q33.3 (Issue of WLB through Dance) (P=0.215), Q33.4 (Issue of
WLB through Meditation) (P=0.648) and Q33.5 (Issue of WLB through Yoga)
(P=0.991).
4. But, There is a significant association between Q26 (Resigned because of
WLB-RAC Problem) with Q31 (Job Satisfaction) (P=0.018), Q42 (Support
from Husband’s Office) (P=0.030) and Q44 (Managing HO and JO by WW)
(P<0.001).
5. There is No Significant association between Q31 (Job Satisfaction) with
Q33.1 (Issue of WLB through Music) (P=0.163), Q33.3 (Issue of WLB
through Dance) (P=0.334), Q33.4 (Issue of WLB through Meditation)
(P=0.082), Q42 (Support from Husband’s Office) (P=0.728) and Q44
(Managing HO and JO by WW) (P=0.053).
6. But, There is a significant association between Q31 (Job Satisfaction) with
Q32 (Work Pressure) (P=0.024), Q33.2 (Issue of WLB through Entertainment)
(P=0.021) and Q33.5 (Issue of WLB through Yoga) (P=0.015).
7. There is No Significant association between Q32 (Work Pressure) with Q33.1
(Issue of WLB through Music) (P=0.749), Q33.2(Issue of WLB through
Entertainment) (P=0.088), Q33.3 (Issue of WLB through Dance) (P=0.129),
Q33.4 (Issue of WLB through Meditation) (P=0.694), Q33.5 (Issue of WLB
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 351
through Yoga) (P=0.665), Q42 (Support from Husband’s Office) (P=0.738)
and Q44 (Managing HO and JO by WW) (P=0.974).
8. There is No Significant association between Q33.1 (Issue of WLB through
Music) with Q42 (Support from Husband’s Office) (P=0.261) and Q44
(Managing HO and JO by WW) (P=0.0595).
9. But, There is a significant association between Q33.1 (Issue of WLB through
Music) with Q33.2 (Issue of WLB through Entertainment) (P<0.001), Q33.3
(Issue of WLB through Dance) (P<0.001), Q33.4 (Issue of WLB through
Meditation) (P<0.001) and Q33.5 (Issue of WLB through Yoga) (P<0.001).
10. There is No Significant association between Q33.2 (Issue of WLB through
Entertainment) with Q42 (Support from Husband’s Office) (P=0.144) and Q44
(Managing HO and JO by WW) (P=0.215).
11. But, There is a significant association between Q33.2 (Issue of WLB through
Entertainment) with Q33.3 (Issue of WLB through Dance) (P<0.001), Q33.4
(Issue of WLB through Meditation) (P<0.001) and Q33.5 (Issue of WLB
through Yoga) (P<0.001).
12. There is No Significant association between Q33.3 (Issue of WLB through
Dance) with Q42 (Support from Husband’s Office) (P=0.757) and Q44
(Managing HO and JO by WW) (P=0.858).
13. But, There is a significant association between Q33.3 (Issue of WLB through
Dance) with Q33.4 (Issue of WLB through Meditation) (P<0.001) and Q33.5
(Issue of WLB through Yoga) (P<0.001).
14. There is No Significant association between Q33.4 (Issue of WLB through
Meditation) with Q42 (Support from Husband’s Office) (P=0.795) and Q44
(Managing HO and JO by WW) (P=0.180).
15. But, There is a significant association between Q33.4 (Issue of WLB through
Meditation) with Q33.5 (Issue of WLB through Yoga) (P<0.001).
16. There is a significant association between Q33.5 (Issue of WLB through
Yoga) with Q42 (Support from Husband’s Office) (P=0.011) and Q44
(Managing HO and JO by WW) (P=0.049).
CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION
© Wg Cdr V K Agrawal 352
17. There is No Significant association between Q42 (Support from Husband’s
Office) with Q44 (Managing HO and JO by WW) (P=0.423).
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 353
CHAPTER-5
Findings, Suggestions and Conclusions
Section-I
5.1 Findings from Descriptive Analysis on Objectives at a Glance:
5.2 Demographic and Biographic Characteristics:
Primary concern / priority was to interact with working women (WW). However, this
was just coincidence of availability of anyone out of working Couple (DCC) in
Office, during Survey, who could share information/Data, on behalf of DCC. Some of
the cases, working women (WW) were hesitant to participate / disclosing their
Identity on Filling of Questionnaire. Some of Respondents (WW) had handed over to
their Husbands. Out of couple (DCC), only one was allowed /permitted to fill
Questionnaire. They have filled up, Questionnaire in consultation of Spouse.
Otherwise, there could have been 818 valid Respondents (Samples) on this particular
Survey of Research. Majority (or 3/4th
) of Respondents (Questionnaires replied by)
are WW (DCC).
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 354
TABLE 5.2- Findings from Demographic and Biographic
Characteristics in relation to Objectives at a Glance-
Working Women-WW (DCC)
Quest.
No.
Contents (Attribute /
Variable)
Remarks (Correlation /
Strategies) Object. No.
09
Initially, lot of Human
Capital is available in the
form of women workforce
(WW). That’s why; they get
doubled of the Jobs, at the
time of Induction (Early
Adulthood). But
subsequently, WW turn out
into half, during the Job
Span (Middle Adulthood).
(Section-4.6.2)
WW could overcome on
their additional
responsibilities such as,
pregnancy, raising (rearing)
of Child, education /
schooling of child, look
after the House etc, because
of following Factors, as
under mentioned.
1.Support of Family
Members/Joint Family or
2. On the cost, of her Career
Progression (PCWW) of
Working Women.
01& 02.
10
In terms of Qualifications
(Human Capital), there is no
difference between WW &
WM. Genders (Both), WW
and WM are having almost,
equal proficiency, in relation
to No. of Qualifications, in
all Discipline/Professional
Courses/Curricula. (Section-
4.6.3)
But, it has been
differentiated or Gender
Parity comes to the notice,
while, WW are employed in
different Professions and in
different Sector of
Organization. Those are
much more evident in Q15
and Q17.
01 & 02.
11
Greater percentages of WW
are employed in private
Organizations, as compared
to WM. Almost, equal No. of
WW & WM is in Govt. Jobs.
WM are more than doubled,
in comparison of WW, as
Self Employed / Business.
(Section-4.6.4)
It could be Gender Parity/
Interest /Compulsions,
towards fulfillment of WLB
or because of Career
Progression of DCC.
(Due to reasons such as
Delivery, Transfer etc, they
had to quit the Job and
subsequently, they could
not get any Job. So, they
opted for Self Employment.
)
01 & 02.
12
Less WW is having
permanent Jobs. While, they
are almost doubled, in
Temporary and Contract
Jobs, than the WM. (Section-4.6.5)
It deduces Gender Parity.
01 & 02.
13
Almost double of WW
(DCC) are there, in 01-03
Years of Service
They have break in
service because of their
many Roles in Family
01 & 02.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 355
Experience Class than
WM. (Section-4.6.6)
and Society. That’s how;
WW (DCC) may be the
sufferer on PCWW.
13
For WM, Progression
remains almost even
distribution, across the
different slabs of
experience, for initial 09
of service of DCC or
constant in comparison to
WW. (Section-4.6.6)
There is a demand of
WW in Market and WW
possess the required
Human Capital too. As
well as, in between No.
of WW suddenly
increases. It means WW
leaves the job, in
between. It does not
commensurate, as per the
hierarchy of Organization
Structure.
01 & 02
13
Above 12 Years of
Experience, only 12% (51)
WW are there in
comparison to 24% (100)
WM. (Section-4.6.6)
Experience Curve of
WW, in DCC is not
similar to WM. There are
abrupt changes across
different slabs, it proves
by itself some hurdles to
PCWW.
01 & 02
15
WW, are one third of WM
as Engineer. While, as
Professors, WW are
approx. doubled in
Education Profession than
WM. While, as Teachers,
WW are approx tripled in
Education Profession than
WM. (Section-4.6.8)
WW among DCC, prefer
and choose to become
Professor, Doctor and
Teacher much more,
(irrespective of the
reasons).
WW equally prefer the
Professions, as, CA and
Management /
Administration /
Account, Professions
have almost equal liking.
Pharmacist and
Physio/BAMS/BDS has
also almost equal liking. WW (DCC) is less as
Engineers, in relation to
DCC.
04
16
There are nearly doubled,
WW (DCC), as Office
Superintendents and
Junior Manager (JM) than
WM, as Office
Superintendents and
Junior Manager (JM).
While, other WM
Designations / Positions
are doubled in No., in
comparison to WW
WW (DCC) are not at par
with WM. Proportion of
Designation/Positions of
WM is far superior to
WW.
Either, WW does not
have same rate of
Progression of Career as
possessed for WM,
irrespective of reasons.
There is a problem of
01, 02 & 04
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 356
(DCC). (Section-4.6.9) WLB (RAC & PCWW),
Gender Parity/ Diversity
or Glass Ceiling.
17
Education Sector is having,
largest No. of WW (Teacher
+Professor) in comparison to
WM. WW (DCC) are more
than 3 times of WM, in
Education Sector. (Section-
4.6.10)
It is evident; from the Data
that Education Sector is the
most Favorite choice among
WW (DCC) in Gujarat.
WW (DCC) is in maximum
Strength in Education,
Medical Sectors and
Bank. Pharmacy has almost equal
No. of WW (DCC) and
WM. Other sectors,
preferred by WW (DCC)
are Pharmacy, IT and
White Collar Jobs.
WW (DCC) has less
preference towards
Manufacturing (Blue
Caller), Marketing and
Management Jobs.
01, 02 & 04
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 357
5.3 Major Findings from Descriptive Analysis (Demographic Data)-
1. Majority of the WW (DCC) 50% (206) have been in the age group from
26 to 35 years. (Table-4.3)
2. It is evident from Table-4.3, while marrying DCC, WM prefer lower age
of WW, instead of having same age couple. There is a difference of 11%
(43) WM, in comparison of WW.
3. [Although, partially it, answers the Q16’s problem that’s why, most of
WW are in Lowest Cadre of Designation. Because, at very initial stage
of their Career, 43 (10%) WM are elder than WW, at the time of
marriage.]
4. Above 12 Years of Experience, only12% (51) WW are there in
comparison to 24% (100) WM (Table-4.7). It confirms some serious
obstruction, in continuation of dual Couple Career or WW, after 12 years
of Experience. It proves Objectives-01 & 02.
5. But, why No. of WW goes down to 51 No. instead of 100 No. in case of
WM beyond 12 Years? Why, we have such a large No. of WW in the
Class / Slab of 01-03 Years, 41% (169) and Class / Slab of 07-09 Years
28% (116), much more in comparison of WM (Table-4.7)? It proves that
there is a demand of WW in Market and WW possess the required
Human Capital too. As well as, in between No. of WW suddenly
increases. It means WW leaves the job, in between. It does not
commensurate, as per the hierarchy of Organization Structure. It shrinks
after 12 Years. It proves Objectives-01 & 02.
6. WW do not have even distribution, in relation to Yearly Income, (in
Lakh), WW are more in No. , only, in 3-5 Lakh and 9-11 Lakh of Yearly
income Group. WW No., get reduced after 11 Lakh per Annum Income
[Table-4.8(Q14)]. In present scenario in Indian Organizations, most of
WW, get restricted at 11 Lakh per Annum of Salary (Section-4.6.7).
There is Gender parity and Glass ceiling. It proves Objectives-01 &
02
7. There are 69% (280) WW (DCC), as Office Superintendents and Junior
Manager (JM). While, 40% (163) WM, are nearly half as Office
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 358
Superintendents and Junior Manager (JM). In fact, Other WM
Designations / Positions are double in No., in comparison to WW.WW
among DCC, get stagnant, much more, as office Superintendent and Junior
Manager, in relation to Position / Designation (Table-4.10). It proves, WW
are not better placed, in terms of Designations/Positions. WW (DCC) are
not at par with WM. Proportion of Designation/Positions of WM is far
superior to WW. Either, WW does not have same rate of Progression of
Career as possessed for WM, irrespective of reasons (Section-4.6.9).
There is a problem of WLB (RAC & PCWW), Gender Parity / Diversity
or Glass Ceiling or may be social problem on WW. It proves Objectives-
01, 02 & 04.
8. Q17, During Survey, a main criterion has been to locate maximum Dual Career
Couple (DCC) with required specifications, irrespective to any specific Sector
or Type of Organization.
9. Education Sector is having 50% (205), largest No. of WW (Teacher
+Professor) in comparison to 16% (64) WM. WW (DCC) are more than
3 times of WM. It is evident; from the Data that Education Sector is the
most Favorite choice among WW (DCC) in Gujarat (Table-4.11). It
proves Objectives-01, 02 & 04.
10. WW has shown their interest for Medical, Physio. / BAMS / Dental,
Bank, Pharmaceutical and Service (White Color) as most preferred, Type
of Sector / Classification of Organization in Gujarat, other than
Education Sector (Table-4.11).
11. While, Medical Sector has approximately equal No. of WW and WM,
Combined (if all put together) as Pharmacy, Physio /BAMS/BDS and
MBBS/MDS/MD/MS. Otherwise, WW are half than WM, as
MBBS/MDS/MD/MS. While, WW are doubled than WM, as
Physio/BAMS/BDS (Table-4.11).
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 359
5.4 Perception and Availability on mandatory, basic Supports for RAC to
WW (DCC): Test-Chi-Square Test (Cross-Tabulation)
TABLE 5.3- Findings on Association between Perception and Availability on
Bare Essential Facilities to a WW (DCC)
[Bare Essential Facilities-On 24 Hrs Domestic Help, Maid, Cook, Child Care
in Residential Locality, Housekeeping (Infrastructure Supports) and Child
Care by Organization (Organization Supports)]
Instrument
Questions
(Q No.)
Correlation
(Attribute /
Variable)
P-Value Remarks
Objective
No.
38.1 &
39.1
“24Hrs
Domestic
Support” P=0.003
There is a Significant
association between
Perception and
Availability of
Infrastructure Support on
“24 hrs Domestic Help”.
02 & 03
38.2 &
39.2 “Maid” P< 0.001
There is a significant
association between
Perception and
Availability of
Infrastructure Support on
“Maid”.
02 & 03
38.3 &
39.3 “Cook” P< 0.001
There is a significant
association between
Perception and
Availability of
Infrastructure Support on
“Cook”.
02 & 03
38.4 &
39.4
“Child
Care” P=0.051
There is No Significant
association between
Perception and
Availability of
Infrastructure Support on
“Child Care”.
02 & 03
5.5 Major Findings from Descriptive Analysis: Availability on mandatory,
basic Supports for RAC
1. There is a significant association between Perception and Availability of
Infrastructure Support on “24 hrs Domestic Help” (P=0.003), “Maid” (P<
0.001) and “Cook” (P< 0.001) [Child Care in Residential Locality or
House Keeping].These are bare essential Facilities, are needed by a WW
(DCC).These are issues. Those have correlation also. It proves Objective-
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 360
02.Essential needs of a WW (DCC) could be met through either or
Overall Support (Family, Infrastructure or Organization). Hence, it may
be made/ used those Supports, as a strategy by Organizations, in
retention of WW (DCC) e. g. Google Organization. It proves Objective-
03.
2. (Q38, in relation to,) 24 Hrs Domestic Help, Maid, Cook, Child Care in
Residential Locality, Housekeeping (Infrastructure Supports) and Child
Care by Organization (Organization Supports), Perception of these
Support range from 78% to 57%. While, DCC those, are not in favor, of
such Supports, range as 24% to 11%.
3. (Q39,) 28% (105) to 40% (173) DCC are in need of Domestic Help,
Maid, Cook, Child Care or House Keeping. They look forward for either
of Domestic Help, Maid, Cook and Child Care in Residential Locality or
House Keeping. While, 12% to 21% DCC did not require/ bothered or do
not remember on such Supports.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 361
5.6 Managing the Issues pertaining to a Child’s School: Test-Chi-Square Test
(Cross-Tabulation)
TABLE -5.4 Findings on Correlation between HPJ (Q22), WW (DCC) with
Q29, Q30
Instrument
Questions
(Q No.)
Correlation
(Attribute /
Variable)
P-Value Remarks
Obj.
No.
29 & 22
Problem or
“Issues
pertaining to
a Child’s
School”
with
Transferable
Job (DCC)
P=0.022
There is a Significant
association between
Transferable Job, WW
(DCC) (either or both
of DCC) and problems
on managing the issues
pertaining to a Child’s
School.
01 & 03
30 & 22
Problem or
“Issues
pertaining to
a Child’s
School” with
HPJ (DCC)
P=0.061
There is No
Significant association
between HPJ, WW
(DCC) and problems
on managing the Issues
pertaining to a Child’s
School.
01 & 03
30 along
with 9 &
24
“HPJ (Q30)
along with
“Gen Y (Q9)
and NF
(Q24)”
P=0.013
There is a Significant
association between
Gen Y & Non-Gen Y,
HPJ, WW (DCC) and
NF.
01 & 03
5.7 Major Findings from Descriptive Analysis (issues pertaining to Child’s
School)-
1. It deduces that WW (DCC) has 16% more problems, on managing the
issues pertaining to a Child’s School, while, either or both of DCC are in
Transferable Job.
2. It further deduces that WW (DCC) has 19% more problems, on
managing the issues, pertaining to a Child’s School, while; only Wife is,
on Transferable Job than the only Husband Transfer.
3. It deduces that HPJ, WW (DCC) has 10% more problems than Non-HPJ,
WW (DCC), on Problem or “Issues pertaining to a Child’s School”-
4. It deduces that 9% more, Gen Y, WW (DCC) are there as, Non-HPJ in
Non-NF (JF), in Indian Organizations.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 362
5.8 Correlation of HPJ (Q30) and Qualification (Q10) & Yearly Income
(Q14): Test-Chi-Square Test (Cross-Tabulation)
TABLE 5.5-Correlation of HPJ (Q30) and Qualification (Q10) & Yearly
Income (Q14)
Instrument
Questions
(Q No.)
Correlation
(Attribute /
Variable)
P-Value Remarks
Obj.
No.
30 & 10 HPJ and
Qualification P<0.001
There is a Significant
association between HPJ,
WW (DCC) and
Qualification of WW
(DCC).
01 &
03
30 & 14
HPJ and
Yearly
Income P<0.001
There is a Significant
association between HPJ,
WW (DCC) and Yearly
Income of WW (DCC).
01 &
03
5.9 Major Findings from Descriptive Analysis (issues pertaining to child’s
School)-
1. It deduces that WW (DCC), having the Qualifications of any Graduation
and plane Post Graduation (MA/LLM/M.COM/M.SC./MSW), 15%-16%,
is only HPJ.
2. It deduces that majority of Non-HPJ (31%-27%); WW (DCC) has any
Graduation qualification and plane Post Graduation qualification
(MA/LLM/M.COM/M.SC./MSW).
3. It deduces that majority of HPJ (24%), WW (DCC) has MDS/MD/ MS,
qualification and (23%), WW (DCC) has MBA/MCA/ME/M. TECH,
qualification.
4. Out of total 158 HPJ, majority WW (DCC), 37(23%) WW (DCC) is in
the slab of 15 – 17 Lakh, as Yearly Income and 38(24%) WW (DCC) is
in the slab of 3 - 5 Lakh, as Yearly Income.
5. Out of total 251Non- HPJ, majority WW (DCC), 82(33%) WW (DCC)
are in the slab of 3-5 Lakh, as Yearly Income and 63(25%) WW (DCC) is
in the slab of 9 - 11 Lakh, as Yearly Income.
6. It further deduces that 3 - 5 Lakh slab, as Yearly Income appears in both
the cases of majority of HPJ and Non- HPJ, WW (DCC).It clearly
indicates that WW (DCC) are having the Human capital (inspiration) to
become HPJ, but they have been placed in lower slab (Glass Ceiling).
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 363
5.10 Initial Findings: Substance / Gist
1. Q13 (Above 12 Years of “Experience”) (Section-4.6.6), Q14 (Above 11 Lakh of
“Yearly Income”) (Section-4.6.7) & Q16 (Great Difference of “Position /
Designation” of WW than WM at higher level of Org. Structure) (Section-4.6.9)
brings out the problem of Culturally Diverse Environment and Workforce
(Glass Ceiling, Gender Discriminations).It proves Objective-01.
2. Q20, Gujarat (Market), Infrastructure does not cater, for providing care
for Lap / Breast Feed Baby (less than 03 years of age). It has been
ascertained during Personal Interview. That’s why WW (Respondents)
have left jobs.
3. Q23, because, most of the DCC are in Non Transferable jobs and Staying
with Joint / Extended Family. This is the advantage of staying at one
Place, in spite of, so-called Nuclear family, in Indian Society.
4. Q25 confirms, that the 41% (166) DCC resigned, Q26 finds 47% (193)
DCC resigned and Q27 tells 47% (193) DCC resigned the Jobs because of
WLB. This justify, working women have not been supported (by their
respective Family / Infrastructure / Organizations) during their Pregnancy
Phase. That’s why, they are compelled (or asked) to leave the Job and
again they resume, either same/different Job/ Organization, on completion
of the phase of Pregnancy (on denial /absence of provision of maternity
Leave, Q35) and by raising of Child at least 2.5 years, till, Child is fit to
be looked after by Crèche [as a DCC, in case they are staying in nuclear
Family and does not have any other Support to look after their
Child].That may be the reasons, not to have smooth curve in No. of Years
Experienced, in relation of WW, Q13 (Section-4.6.6).This again justify
the query raised, in point No 27 (Reasons of leaving of a Job) and 28
(Work Experience after “Having a Child”). It proves Objectives-01 & 02.
5. Q30 & Q 14, during personnel Interview, it has been found out, in general,
DCC below 03 Lakhs per Annum Salary (Section-4.12), feel they are not
in High Profile Job (HPJ). It is basically Job / Work Profile and moreover,
self attitude, which makes them feel that they are not HPJ. Most of
Teachers felt that they do not fall under HPJ (Self Perception)
classification.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 364
6. Correlation of HPJ (Q30) with Yearly Income (Q10) (Section-4.11) and
Correlation of HPJ (Q30) with Yearly Income (Q14) (Section-4.12) and
also based on Self Perception of Q30 of WW (DCC), it has been deduced that to
be HPJ, one has to be minimum Graduate / Post graduate, Income above 3 Lacs
per Annum in present scenario of Indian Organizations.
7. 47% (193) WW (DCC) has their Parents/In-Laws, to look after their
Child during Office Hours (Q20). 42% (171) WW (DCC) has problems
manage issues pertaining to Child’s School (Q22). 47% (193) among
WW (DCC), either has resigned more than once (Q26 & Q27), because of
reasons of RAC-WLB. 47% (194) WW (DCC) seeks / gets the Support
from Husband’s House (Q40). 47 % (190) WW (DCC) have much more
Stress than Husband (Q42). It proves Objective-01 &02.
5.11 Final Substance / Gist: Other, Findings have been as Follows:
1. Indian dual career couples are very practicable.
2. Even if they are DCC along with nuclear family, they take all the help
and survive on their Family /in Laws.
3. They do not expect anything from the Organizations, up to the extent;
they do not want to know/realize in relation to an Organization, what is
the meaning of WLB?
4. Their mind set is such, if Husband and wife are serving, then they have
to find out the ways & means, How to raise this child. It is the
responsibility of Working Couple. Organization has to do nothing with
this. DCC take as a challenge and their personal problem. Such DCC has
never thought to have even the separate/exclusive Policy on WLB by an
Organization.
5. Working Mother also take a challenge to continue their job, otherwise
they know they shall be confined to the four walls of their Home. So
everything is fair in war and Love.
6. Towards end of Questionnaire, it was meant to find out views/
Comments of DCC as well as to know “What facilities were provided to
you as a dual couple by the employer?” Or “Have you availed, any
facility, (other than mentioned in Questionnaire) provided by your
organization pertaining to WLB during raising (rearing) of your first
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 365
child?” No, DCC has mentioned anything on these aspects. Also, No
respondent has shown any awareness regarding problem experienced
by Organization in managing WLB-RAC issue of Gen Y.
5.11.1 Two Critical Parameters of WW (DCC):
5.11.2 Personal Satisfaction: RAC: Motherhood: Stress Free Mother:
1. Gujarat (Market), Infrastructure does not cater, for providing care for
Lap / Breast Feed Baby (less than 03 years of age). It has been
ascertained during Personal Interview. That’s why WW (Respondents)
have left jobs.
2. Up to, 03 Years Age of Child, is important from the point of view of
Initial Stage; Child may be inducted into Society for the “Care”. And, up
to Age of 17 -18 Years (12th
Standard) from the point of view of “Child
Education and his/ her Career”.
3. Majority of WW (DCC) has their Parents/ in-Laws, to look after their
Child during Office Hours. Majority of WW (DCC) has problems
manage issues pertaining to Child’s School. Majority of WW (DCC)
either has resigned more than once, because of reasons of RAC-WLB.
Majority of WW (DCC) seeks / gets the Support from Husband’s House.
Majority of WW (DCC) have much more Stress than Husband. It proves
Objective-01.
5.11.3 Professional Satisfaction: PCWW: Satisfied / Balanced Mother:
1. Majority of WW (DCC) resigned, the Jobs, because of WLB. Working
Women (DCC) have not been supported (by their respective Family /
Infrastructure / Organizations) during their Pregnancy Phase. That’s
why, they are compelled (or asked) to leave the Job and again they
resume, either same/different Job/ Organization, on completion of the
phase of Pregnancy (on denial /absence of provision of maternity Leave)
and by raising of Child at least 2.5 years, till, Child is fit to be looked
after by Crèche [as a DCC, in case they are staying in nuclear Family
and does not have any other Support to look after their Child].That is the
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 366
reasons, not to have smooth curve in No. of Years Experienced, in
relation of WW.
2. It implies, formally somehow, WW could succeed in fulfillment of her
desires/Dreams, to remain as working women for 20 years of Job Span or 45
years of age. She could earn the money for Family too. But, she could not be
promoted. Because, Organization does not find her suitable for allotting her
High Echelon Assignments.
3. Probably, self employed (7%WW & 16%WM) found easy/Convenient into
continuation (pursuing) of progression of the career of both Husband and wife.
It is understood /evident in case of Doctor Couple. They are mostly interested,
to have their own Clinic/Hospital. Or, is it a Gujarat’s Cultural/ Phenomenon,
where people have inner desire to become Entrepreneur? Otherwise, it also
depicts that Entrepreneurship is Male dominated in India (irrespective, of going
into other detail or reasons). It proves Objective-01.
5.11.4 Proper Tools of Diversity Management:
1. In terms of Qualifications (Human Capital), there is no difference between WW
& WM. Genders (Both), WW and WM are having almost, equal proficiency, in
relation to No. of Qualifications, in all Discipline / Professional Courses /
Curricula. But, it has been differentiated or Gender Parity comes to the notice,
while, WW are employed in different Professions and in different Sector of
Organization. Those are much more evident in Q15 and Q17.
2. Above 12 Years of “Experience”, Above 11 Lakh of “Yearly Income” & on
great Difference of “Position / Designation” of WW than WM at higher level of
Org. Structure brings out the problem of Culturally Diverse Environment and
Workforce (Glass Ceiling, Gender Discriminations).
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 367
Section-II
5.12 Objectives -01-Analysis 1– Association / Criterion (Situational Variables)
with Resignation (166) of either of DCC (WLB-RAC Problem), among
409 Respondents: Test-Chi-Square Test (Cross-Tabulation)
TABLE 5.6- Objectives -01- Findings on Association of Criterion (Situational
Variables) (Gen Y, NF, HPJ, Age of Child <=03 Years) with Resignation (166)
of either of DCC (WLB-RAC Problem), among 409 Respondents
Instrument
Questions
(Q No.)
Association
(Attribute /
Variable)
P-Value Remarks
Obje
ctive
No.
Age of
Child <= 03
Years
Resignation
(WLB-
RAC
Problems)
(Either of
DCC)
P=0.260
It deduces that WW (DCC),
has the more Resignation
(WLB- RAC Problems) by
6% on Age of Child> 03
Years, than Age of Child <=
03 Years; WW (DCC).
01
Transferable
Job P=0.001
Resignation (WLB- RAC
Problems) of Transferable Job
(Either + Both), WW (DCC),
is more by 13% than Non-
Transferable Job; WW
(DCC).
Further, it deduces that
Resignation (WLB- RAC
Problems) is more by 23%,
on WW (DCC) (Only
Husband) than Transferable
Job (Both & Only Wife).
There is a significant
association between
Resignation and Transferable
Job.
01
5.13 Major Findings on Situational Variables and Resignation(WLB-RAC)
1. Resignations (WLB- RAB Problem) of Non-Gen Y, Non-NF, Non-
HPJ WW (DCC), are little more by 1% or so, than Gen Y, NF, HPJ,
WW (DCC). It deduces that WLB- RAC Problems are almost same.
Only differences, Type of Problems are changing. While, DCC has the
more Resignation (WLB- RAC Problem) by 6% on Age of Child> 03
Years.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 368
2. Further, it deduces that Resignation (WLB- RAC Problems) is more by
23%, on WW (DCC) (Only Husband) than Transferable Job (Both+
Only Wife).
3. It is evident from Table-4.29 & 4.32 also, that maximum resignations
% falls under the category of “Only Husband” transferable i.e. 59%. It
confirms that under this classification WW (DCC) get effected /
penalized more because of culture (dominance of male), prevailing
social practice, survival of Husband’s Job; to look after child (Rearing,
Raising & Education) and home, mostly WW resigns. It confirms
WLB is an issue in case of working mother or WW (DCC) in a NF,
Age of Child <=03 Years.
4. Out of 409 WW (DCC), there are total, 166(41%) Resignations. Those
are as follows, Gen Y (85) (40%), NF (91) (40%), HPJ (61) (39%),
Age of Child<=03 Years (44) (36%) and Transferable Job (Both &
Only Wife) 24 (36%). Resignations of WW (DCC), has been varying
in each classification, separately. Those are phenomenal in No. and
needs to be addressed. Although resignation is a perpetual problem,
with WW (DCC), on few particular attributes.
5. 166 (41%) Resignations [Out of 409 WW (DCC)], has further details.
Those are as follows, Non-Gen Y (81) (41%), Non-NF (75) (42%),
Non-HPJ (105) (42%), Age of Child> 03 Years (122) (42%) and Non-
Transferable Job 94 (36%). Resignations of WW (DCC), has been
varying in each classification, separately. It proves WW (DCC) have
continuous issues/Problems (more or less) on few particular attributes.
Only difference is, Type of Problem, are changing.
6. Presently, such vital Criterion (Gen Y, NF, HPJ and Age of Child<=03
Years) WW would have not resigned (66%-60%) because of
undisclosed Support or Family Support or some other Support. But,
WW (DCC) (36%-40%) resigns because of WLB-RAC Problems at
large. Those remain unresolved and create Imbalances, because of
insufficient Supports to WW (DCC) in either form (Family,
Infrastructure and Organizational). It proves Objective-01.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 369
5.14 Objectives -2- Analysis 2– Association of Supports with Resignation of
either of DCC (WLB-RAC Problem): Test-Chi-Square Test (Cross-
Tabulation)
TABLE 5.7 - Objectives -02- Association of Supports (Family,
Infrastructure and Organizational Supports) with Resignation (166) of either
of DCC (WLB-RAC Problem) (91) in relation to NF (229) (NF are 91 among
total NF=229)
Instrument
Association
Contents
(Attribute /
Variable)
P-Value Remarks
Obj.
No.
Family
Support
Resignation
(WLB-
RAC
Problems)
(Either of
DCC)
P=0.351
It deduces that
resignation reduced by
6% with Family Support.
02
Infrastructur
e Support P=0.501
It deduces that
resignation is more by
4% with Infrastructure
Support.
02
Organizatio
nal Support P=0.176
It deduces that
resignation is more by
19% with Organizational
Support.
02
5.15 Major Findings on Supports and Resignation (WLB-RAC)
1. But, WW (DCC) (36%-58%) resigns because of WLB-RAC Problems at
large, in spite of confirmation of having some Support (FS, IS, OS).
Those remain unresolved and create Imbalances because of insufficient
Supports to WW (DCC), in either form (Family, Infrastructure and
Organizational). It proves Objective-02.
2. It is a Phenomenal No. of NF; WW (DCC).84 to 52 WW (DCC) does
not get either of Support. Max. 7 to 39 WW (DCC) could get some
Support (FS, IS, OS). These are very meager in No. That’s the point of
concern in case of WW (DCC), NF resigned because of WLB- RAC
problem.
3. Presently, such vital Criterion NF, WW (DCC) would have not resigned
(64%-42%) because of undisclosed Support. Although resignation is a
perpetual problem with WW (DCC) irrespective of, with Support or
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 370
without Support. Only difference is Type of Problem, are changing. It
proves Objective-02.
4. How these 59(42%) WW are going to raise the Child after delivery in a
NF, as a DCC? That is my Research problem in relation to WW (DCC)
without “No-Family Support”, what are other alternatives available to a
WW (DCC) in Indian Organizations?
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 371
5.16 Analysis 3– Association of Criterion (Situational Variables) with WLB
(RAC& PCWW) for DCC: Test-Chi-Square Test (Cross-Tabulation)
TABLE 5.8- Findings on Association of Criterion (Situational Variables)
[as-Gender (WW, WM), Gen Y, NF, HPJ, Child Age <=03 Years] with RAC,
PCWW and WLB for 409 Respondents
Instrument
Association
Contents
(Attribute /
Variable)
P-
Value Remarks
Obj.
No.
Gender
(WW, WM)
PCWW
Problem P=0.327
It deduces that with WM
(DCC) - Gender, PCWW
Problem reduced by 5%.
01 & 02
Gen Y
RAC Problem P=0.077
It deduces that with Non-Gen
Y, WW, RAC Problem
increases by 6%.
01 & 02
PCWW
Problem P<
0.001
It deduces that with Non-Gen
Y, WW, PCWW Problem
increases by 30%.
There is a significant
association between Gen Y
and PCWW Problem.
01 & 02
NF
RAC Problem P=0.355
It deduces that with Non-NF,
WW, RAC Problem increases
by 4%.
01 & 02
PCWW
Problem P=0.307
It deduces that with Non-NF,
WW, PCWW Problem
increases by 5%.
01 & 02
WLB
Problem P=0.023
It deduces that with Non-NF,
WW, WLB Problem increases
by 6%.
There is a significant
association between NF and
WLB Problem.
01 & 02
HPJ RAC Problem P=0.254
It deduces that with Non-HPJ,
WW, RAC Problem increases
by 5%.
01 & 02
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 372
Instrument
Association
Contents
(Attribute /
Variable)
P-Value Remarks Obj.
No.
Age of
Child <= 03
Years
PCWW
Problem P< 0.001
It deduces that with Age of
Child > 03, WW, PCWW
Problem increases by 23%.
There is a significant
association between Age of
Child <= 03 Years, WW and
PCWW Problem.
01 & 02
Transferable
Job
RAC
Problem P< 0.001
It deduces that with,
Transferable (Both + Only
Wife) Job, WW (DCC),
RAC Problem increases
by19% than Non-
Transferable Job
It also deduces that among,
Transferable (Both and
Only Wife) Job, WW
(DCC), RAC Problem
increases by 10% than
Transferable (Only
Husband) Job.
01 & 02
PCWW
Problem P=0.638
It deduces that PCWW
Problem increased by 7%,
on Transferable (Both and
Only Wife) Job, WW
(DCC), with Transferable
(Only Husband) Job.
01 & 02
WLB
Problem P=0.044
It deduces that WLB
Problem increased by 12%,
on Transferable (Only
Husband) Job, WW
(DCC), than Transferable
(Both and Only Wife) Job.
01 & 02
5.17 Major Findings from Quantitative Analysis on RAC, PCWW and WLB:
1. It deduces that WW (DCC) is only Support, who could take care of
raising a Child during first initial 03 Years of her Age in Indian
Organization. There may be some policy, on, not to Transfer / Separate
either of WW and WM out of DCC, during this evolution of cognitive
child for initial, 03 Years, irrespective of Gen Y, NF, HPJ, Age of Child
<=03 Years Finding
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 373
2. In case of WW (DCC), with criterion of Non-Gen Y, Non-NF, Non-HPJ
and Age of Child>03 Years, there is increment in RAC Problem,
PCWW Problem and WLB Problem. Only difference is type of Problems
Changes. Those Problems may be larger in analytical measurement but
solution does not limit / rest with working mother, only. Although,
mostly, in Indian Society, affected party (in terms of RAC / PCWW /
WLB) is WW, out of DCC. It proves Objective-01 & 02. .-Finding
3. Whatever Compromise / Sacrifice(on Professional front), a WW does,
during maternity/pregnancy/ Birth of Child/ Raising of a Child, WW
(DCC) has been taxed once again, in relation to PCWW or WLB. It
proves Objective-02. . .-Finding
4. It is evident from the Study that, in Indian Society, somehow, WW
(DCC) is able to produce and look after Child during those initial 03
Years of maternity/pregnancy/ Birth of Child/ Raising of a Child,
without knowing the consequences/ repercussions on RAC, PCWW and
WLB and DCC, as a whole, and in relation to give a Cognitive Child/
Workforce to the Indian Organizations, and also to the Nation. It proves
Objective-02. -Finding
5. Why problem get enhanced/ aggravated as on Non-Gen Y, Non-NF or
JF, Non-HPJ, Child Age >03 Years for WW (DCC) ? Could not be
answered through this research. It was beyond the scope of this research.
It may be one of good topic for future Study. .-Future Scope
6. There could be a problem, in whole system of Gen Y, NF, HPJ, Child
Age <=03 Years, in Indian Organizations / Society / Perception of
Gender (as a WW, WM out of DCC). It may require the Transformation,
of whole System. Or could be there are, some more variables,
responsible to it, those may be probed, further. .-Finding
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 374
5.18 Analysis 4– Association of Criterion (Situational Variables) with 03
Basic Supports for DCC: Test-Chi-Square Test (Cross-Tabulation) - Family
Support
TABLE 5.9- Findings on Association of Criterion (Situational Variables)
(Gen Y, NF, HPJ, Age of Child <=03 Years) with Supports (Family Support)
to WW, among 409 Respondents
Instrument
Association
Contents
(Attribute
/ Variable)
P-Value Remarks Obj.
No.
Gender (WW,
WM)
“Family
Support”
P=0.146
Perception of Male Gender is
less by 50% than Female
Gender, on Family Support.
It deduces that perception of
Female Gender, [i.e. Gender
(WW) has answered, the
Questionnaire] is more on
Family Support.
01 &
02
Gen Y P=0.035
Family Support is more by 10%
with Gen Y, WW (DCC) than
Non-Gen Y.
There is a significant
association between Family
Support and Gen Y.
01 &
02
NF P< 0.001
Family Support is more by
29% with Non-NF (JF),
WW (DCC) than NF, WW
(DCC).
There is a significant
association between Family
Support and NF.
01 &
02
HPJ P=0.027
It deduces that Family
Support is more by 11% with
Non-HPJ, WW (DCC) than
HPJ, WW (DCC).
There is a significant
association between Family
Support and HPJ.
01 &
02
Age of
Child<= 03
Years
P=0.353
Family support is increased
by 5% in relation to WW
with Age of Child<= 03
Years than WW, Age of
Child >03 Years.
01 &
02
Transferable
Job P=0.371
It deduces that Family
Support (FS) is more by 50%
on Non-Transferable Job,
WW (DCC) than
Transferable Job (Both+
Only Wife), WW (DCC).
01 &
02
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 375
5.19 Major Findings from Quantitative Analysis on Family Support –
1. Non-Transferee WW (DCC) are better on Family Support. It deduces
from Table -5.9 that Family Support (FS) is more by 50% on Non-
Transferable Job, WW (DCC) than Transferable Job (Both+ Only
Wife), WW (DCC).Family Support is very vital for Transferable
Job, WW (DCC) in relation to RAC, at least for initial 03 years of
Child after Birth. It has been already proved that Resignation (WLB-
RAC Problems) of Transferable Job (Either + Both), WW (DCC), is
more by 13% than Non- Transferable Job; WW (DCC). There is a
significant association between Resignation and Transferable Job.
(Table -5.6). Findings & Suggestion.
2. It deduces that WW (DCC) is surviving on Family support, among
DCC. This research is an effort to find the absence / alternative of
Family Support in case of WW (DCC) in Indian Organizations.
Finding
3. It deduces that Family Support (RAC), at least for WW (DCC) (Both
and Only Wife) is very vital in case of Transferable Jobs. Until /
unless, it has another alternative/ substitute of FS. Finding
4. Presently, such vital Criterion (Gen Y, NF, HPJ and Age of Child<=03
Years) WW would have survived because of undisclosed Support or
Family Support or some other Support. But, WW are having RAC,
PCWW and WLB Problems at large. Those remain unresolved and
create Imbalances because of insufficient Supports to WW (DCC) in
either form (Family, Infrastructure and Organizational). Finding
5. As on date, in Indian Societies, it is taken as a custom / culture / pride
by the Parents of WW (DCC), to assist their wards in raising a
cognitive child. Otherwise, what is the alternative in 21st century in
Indian Organizations? Finding
6. As such; WW (DCC) takes care of Child, Somehow. Society/ Nation
are blessed to have such DCC, who take care of their Child, beyond
possible extent, on the cost of their own Dreams & Desires. .-Finding
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 376
7. It becomes Challenge for NF, HPJ, WW (DCC) to raise a Child (RAC)
with probability of less Family Support, along with Profession. With
this, it becomes solution / alternative, to have smooth sailing of WW
(DCC), by having JF and Non- HPJ attributes, to raise a Child while,
serving Indian Organizations. It could become condition, to obtain
Objetive-04. -Finding
8. It proves that Gen Y, Age of Child <= 03 Years, WW (DCC),
somehow manages, on the cost of PCWW & WLB. Otherwise, JF,
Non-HPJ and Non-Transferee WW (DCC) are better on Family
Support. NF and HPJ, WW (DCC) has significant relationship with
Family Support. It proves Objective-01. .-Finding
9. This research cater and concern about those left over WW with
criterion of Gen Y, NF,HPJ and Age of Child< =03 Years , who could
not get Family Support. Who shall provide this Support to WW (DCC)
in NF, in absence of this typical traditional procedure of “Family
Support” in Indian Society? .-Finding
10. Probably, after crossing the age of Child of 03 years Parents of WW
(DCC) are also willing and able to provide Family Support, if not
forcefully or under compulsions.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 377
TABLE 5.10- Findings on Infrastructure Support: Test-Chi-Square Test
(Cross-Tabulation)
Instru-
ment
Associatio
n
Contents
(Attribute
/ Variable)
P-
Value Remarks
Obj.
No.
Gender
(WW,
WM)
“Infrastruct
ure
Support”
P=0.317
Perception of Male Gender is
less by 48% than Female
Gender, on Infrastructure
Support.
It deduces that perception of
Female Gender, [i.e. Gender
(WW) has answered, the
Questionnaire] is more on
Infrastructure Support.
01 &
02
HPJ P=0.025
It deduces that Infrastructure
Support is more by 11% with
HPJ, WW (DCC) than Non-
HPJ, WW (DCC).
There is a significant
association between
Infrastructure Support and
HPJ.
01 &
02
Transferabl
e Job P=0.129
It deduces that Infrastructure
Support (IS) is more by 53% in
Non-Transferable Job, WW
(DCC) than Transferable Job
(Both and Only Wife), WW
(DCC).
Further, It deduces that among,
WW (DCC) with Transferable
(Both and Only Wife) Job,
Infrastructure Support reduces
by 11% than WW (DCC) with
Transferable (Only Husband)
Job.
01 &
02
5.20 Major Findings from Quantitative Analysis on Infrastructure Support –
1. Further, It deduces that among, WW (DCC) with Transferable (Both
and Only Wife) Job, Infrastructure Support reduces by 11% than WW
(DCC) with Transferable (Only Husband) Job.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 378
TABLE 5.11- Findings on Organizational Support: Test-Chi-Square Test
(Cross-Tabulation)
Instrument
Association
Contents
(Attribute /
Variable)
P-Value Remarks
Obj.
No.
Gender
(WW,
WM)
“Organizati
onal
Support”
P=0.251
Perception of Female Gender
is more, on Organizational
Support. Perception of Male
Gender is less by 24% than
Female Gender, on
Organizational Support. It
deduces that perception of
Female Gender, [i.e. Gender
(WW) has answered, the
Questionnaire] is more on
Organizational Support.
01 &
02
Transfera
ble Job P=0.295
It deduces that
Organizational Support (OS)
is more by 27% in Non-
Transferable Job, WW
(DCC) than Transferable Job
(Both and Only Wife), WW
(DCC).
Further, It deduces that
among, WW (DCC) with
Transferable (Both and Only
Wife) Job, Organizational
Support increased by 8%
than WW (DCC) with
Transferable (Only Husband)
Job.
01 &
02
5.21 Major Findings from Quantitative Analysis on Organizational Support –
1. It deuces that WW (DCC) with Transferable (Both and Only Wife) Job
has drawn the attention by Indian Organizations. That’s how,
Organizational support increases to such workforce by 8%. It is
encouraging to WW (DCC). It is very important finding of this
Research.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 379
TABLE 5.12-Findings on Overall Support: Test-Chi-Square Test (Cross-
Tabulation)
Instrum
ent
Associati
on
Contents
(Attribute /
Variable)
P-Value Remarks
Obj.
No.
Gender
(WW,
WM)
“Overall
Support”
P=0.270
Perception of Male Gender is
less by 52% than Female
Gender, on Overall Support.
It deduces that perception of
Female Gender, [i.e. Gender
(WW) has answered, the
Questionnaire] is more on
Overall Support.
01 & 02
NF P=0.002
It deduces that Overall
Support is more by 13% to
Non-NF (JF), WW (DCC)
than NF, WW (DCC).
There is a significant
association between Overall
Support and NF.
01 & 02
HPJ P=0.207
It deduces that Overall
Support is more by 5% to
HPJ, WW (DCC) than Non-
HPJ, WW (DCC).
01 & 02
Transfera
ble Job P=0.367
It deduces that Overall
Support is more by 56% in
Non-Transferable Job, WW
(DCC) than Transferable Job
(Both and Only Wife), WW
(DCC).
Further, It deduces that
among, WW (DCC) with
Transferable (Both and Only
Wife) Job, Overall Support
reduced by 5% than WW
(DCC) with Transferable
(Only Husband) Job.
01 & 02
5.22 Major Findings from Quantitative Analysis on “Overall Support” Support
Further, It deduces that among, WW (DCC) with Transferable (Both and Only Wife)
Job, Overall Support reduced by 5% than WW (DCC) with Transferable (Only
Husband) Job.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 380
5.23 Analysis 5–Association of WLB Problem (Two extreme Attributes as-RAC
Problem and PCWW Problem of) along with 03 Basic Supports for DCC:
Test-Chi-Square Test (Cross-Tabulation)
TABLE 5.13-Findings on Association of WLB Problem (Two extreme
Attributes as-RAC Problem and PCWW Problem) along with Supports
(Family, Infrastructure, Organizational and Overall Support) obtained, for 409
WW (DCC)
Instrument
Association
Contents
(Attribut
e /
Variable)
P-Value Remarks
Obj.
No.
Family
Support
“RAC
Problem” P=0.004
It deduces that with Family
Support, RAC Problem
reduced by 10%.
There is a significant
association between Family
Support and RAC Problem.
02
Infrastructu
re Support
“PCWW
Problem” P=0.061
It deduces that with,
Infrastructure Support,
PCWW Problem increased by
8%.
02
Organizatio
nal Support
“RAC
Problem” P=0.300
It deduces that with,
Organizational Support, RAC
Problem increased by 8%.
02
“PCWW
Problem” P=0.355
It deduces that with
Organizational Support,
PCWW Problem reduced by
17%.
02
Overall
Support
“RAC
Problem” P=0.048
It deduces that with Overall
Support, RAC Problem
reduced by 8%.
There is a significant
association between Overall
Support and RAC Problem.
02
“PCWW
Problem” P=0.241
It deduces that with, Overall
Support, PCWW Problem
increased by 6%.
02
“WLB
Problem” P=0.079
It deduces that with, Overall
Support, WLB Problem
increased by 6%.
02
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 381
5.24 Major Findings from Quantitative Analysis on WLB Problem with
Supports:
1. It is evident from above Table-5.13 that RAC Problem reduced by 10%
with family Support. PCWW Problem reduced by 17% with
Organizational support. RAC Problem reduced by 8% with Overall
Support. It proves Objective-02.
2. While, PCWW Problem increased by 8% with Infrastructure Support.
RAC Problem increased by 8% with Organizational Support. PCWW &
WLB Problem increased by 6% with Overall Support. What are the
reasons of these? It proves there could be some other Supports / Methods
to reduce RAC, PCWW and WLB Problems. Those are beyond the
purview of this Research.
3. We have to find, how many WW (DCC) meets the research criteria
as Gen Y, NF, Age of Child <= 03 Years. While, problems of
Transferable Jobs (Both) and HPJ (Both) is taken into consideration
(under Table -5.28 &5.29), but for 409 Respondents as WW (DCC).
4. 89% to 85% and 77%WW do not have RAC Problem with Family,
Infrastructure and Organizational Support respectively. Probably, it is a
convention in India, for being a WW; one has to find the own solution of
Pregnancy and Maternity. That’s how, WW are able to manage,
somehow, during initial Stage of her career. But in Subsequent years (as
time goes by), it‘s effect has been realized.
5. Only, 29% to 25% and 46%WW do not have PCWW Problem with
Family, Infrastructure and Organizational Support respectively. It is very
less, in spite of considering all three types of Supports. .
6. Only, 7% to 8% and 8% WW does not have WLB Problem with Family,
Infrastructure and Organizational Support respectively. It is very meager
in spite of considering all three types of Supports.
7. Basically, all the Respondents, WW(DCC) have been divided under two
broad Classification as one criterion of WW(DCC) of Gen Y, NF, HPJ,
Child Age <=03 Years (Research Problem) and leftover WW(DCC) ,
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 382
under second criterion as of Non-Gen Y, Non-NF, Non-HPJ and Age of
Child>03 Years to cover all the Target Respondents.
8. Even, if we consider along with Overall Support only, out of 65(16%)
RAC Problem, 287 (70%) PCWW Problem and 374 (91%) WLB
Problem, 11(10%), 82(75%), 105(96%) WW could avail Overall Support
on RAC, PCWW and WLB respectively. While, 54(18%), 205(67%),
269(90%) WW could not avail Overall Support irrespective of above
mentioned two Criterions or say including both the above mentioned
Criterions, on RAC, PCWW and WLB respectively..
9. Without going to any other details, our main concern is to see, how WW
(DCC) gets Support to maintain the WLB (RAC Problem & PCWW
Problem)? (Those are 54, 205,269 WW could not avail Overall Support
out of 65 RAC Problem, 287 PCWW Problem and 374 WLB Problem.)
.-Finding
10. Those remain unresolved and create Imbalances because of insufficient
Supports to WW (DCC). Who shall provide this Support to WW (DCC)
in NF, in absence of this typical traditional procedure of “Family
Support” in Indian Society, serving Indian Organizations? Family
Support cannot be taken for granted in case of DCC in relation to
RAC and to have successful Career Progression of WW (PCWW).
That is the Research problem, in relation to WW (DCC) without “No-
Family Support”, what are other alternatives available to a DCC?
Without Family Support, how to grow a Cognitive Child (Workforce)
up to the age of 03 Years in Indian Organizations? Findings
5.25 No Support (Family, Infrastructure, Organizational or Overall)
1. It is evident from above Table-5.13 that there is a drastic difference in
the results of, “RAC Problems” with WW in relation to PCWW& WLB
with any “Support and No- Support”. Although, type of problems
considered in this research are part and parcel of most of WW. Those are
inherent in system for WW in Indian Organizations. WW get affected
very severely on the account of PCWW and WLB.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 383
2. Even if, somehow RAC Problem has been taken care by WW during
those crucial initial 03 years of Growth and Raising of a Child in relation
to her Pregnancy, Delivery and till the Child attains the age of 03 years.
It is on the cost of her Career Progression and WLB, she raises her
Child. This realization comes to her very late. .-Finding
5.26 Analysis 6: Findings on Association of Supports with RAC Problem in
relation to NF (33) - Out of 65 RAC Problem, NF are 33 among total
NF=229 for DCC.
1. It deduces that RAC Problem has been reduced by (16-14=) 2% in case
of NF, DCC. It proves objective-01.
2. How these 25 (18%) WW are going to raise the Child after delivery in a
NF, as a DCC? That is present Research problem in relation to WW
(DCC) without “No-Family Support”, what are other alternatives
available to a WW (DCC) in Indian Organizations?
3. Out of 229 (56%) NF, WW, 33 (14%) WW are NF. 19 to 31 WW (DCC)
does not get either of Support. Max. 2 to 14 WW (DCC) could get some
Support. These are very meager in No.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 384
5.27 Analysis 7: Findings on Association of Supports with RAC Problem in
relation to Non-NF(32) –Out of 65 RAC Problem, Non-NF are 32 among total
Non-NF=180 for DCC. (This is not in the purview of the present research.)
1. It deduces that RAC Problem has been increased by (18-16=) 2% in case
of Non-NF, DCC.
2. How these 17 WW are going to raise the Child after delivery even
having Non-NF (JF), as a DCC? That is my Research problem in relation
to WW (DCC) without “No-Family Support”, what are other alternatives
available to a DCC?
3. Out of 180 (44%) Non- NF, WW, 32(18%) WW, Non-NF has RAC
Problem. 17 to 28 Respondents do not get some or other Supports. Max.
4 to 15 Respondents could get some Support. These are very meager in
No. in relation to get Support. That’s the point of concern in case of WW
(DCC), Non-NF (JF) having RAC problem. Without any Support, how
to grow a Cognitive Child at least up to the age of 03 Years irrespective
of any Classification.
4. Support is also a Problem in case of Non-NF (JF), WW (DCC), too.
They also face RAC problem. There is a significant association between
Family Support and RAC Problem (P=0.004).It is obvious that NF, WW
(DCC) has much more reason to look forward for the Support on RAC
Problem. It may be further explores in future research. Future Scope
5. In spite of staying in Joint Family, only 15 WW get Family Support.
Family Support cannot be taken for granted in case of WW (DCC), on
RAC Problem and to have successful Career Progression of WW
(PCWW). Other Support must be explored. Future Scope
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 385
5.28 Analysis 8: Findings on Association of WLB Problem (Two extreme
Attributes as-RAC Problem, PCWW Problem) along with Supports (Family,
Infrastructure, Organizational and Overall) obtained, For 30 DCC (as “A
Combined Group” of Gen Y, NF, HPJ and Age of Child < =03 Years)
1. Total WW (DCC) of Criterion (Gen Y, NF, HPJ, Age of Child
<=03 Years) are 30. Out of 30 (7%) WW (DCC), 01(3%) WW (DCC)
had RAC Problem, 16(53%) WW (DCC) had PCWW Problem and
25(83%) WW (DCC) had WLB Problem.
2. 01(10%), 05 (50%) and 9(90%) WW (DCC) respectively could get
Overall Support. However, 11(55%) PCWW Problem and 16 (80%)
WLB Problem of WW (DCC) could not be addressed by Overall
Support. This needs to be addressed in this research. These could be
some of the causes of Imbalances in WLB of WW (DCC).Those may
require the Solution.
5.29 Overall RAC, PCWW & WLB Problems in a Combined Group
1. [Total 65(16%) RAC Problem], Out of 30WW (DCC), 01(3%) had RAC
Problem. RAC Problem is less by 13% in Combined Group than Whole
Group of, 409 Respondents.
2. [Total 287(70%) PCWW Problem], Out of 30WW (DCC), 16(53%) had
PCWW Problem. PCWW Problem is less by 17% in Combined Group
than Whole Group of, 409 Respondents.
3. [Total 374(91%) WLB Problem], Out of 30 WW (DCC), 25(83%) had
WLB Problem. WLB Problem is less by 8% in Combined Group than
Whole Group of, 409 Respondents.
5.30 Overall Family, Infrastructure, Organizational & Overall Support in a
Combined Group
1. [Total 212(52%) Family Support], Out of 30WW (DCC), 13(43%) had
Family Support. Family Support is decreased by 9% in Combined
Group than Whole Group of, 409 Respondents.
2. [Total 166(41%) Infrastructure Support], Out of 30WW (DCC), 14(47%)
had Infrastructure Support. Infrastructure Support is increased by 6% in
Combined Group than Whole Group of, 409 Respondents.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 386
3. [Total 26(6%) Organizational Support], Out of 30 WW (DCC), 03(10%) had
Organizational Support. Organizational Support is increased by 4% in
Combined Group than Whole Group of, 409 Respondents.
4. [Total 110(27%) Overall Support], Out of 30 WW (DCC), 10 (33%) had
Overall Support. Overall Support is increased by 6% in Combined Group than
Whole Group of, 409 Respondents.
5.31 Deductions: Overall: RAC, PCWW & WLB Problem along with
Supports, on a Combined Group
1. In a Combined Group, 92% to 93% and 100%WW (DCC) do not have
RAC Problem with Family, Infrastructure and Organizational Support,
respectively. It deduces that Problems are reduced on RAC Problem, in
a Combined Group than, Whole Group of, 409 Respondents. It proves
Objective-02.
2. In a Combined Group, 46% to57% and 33%WW (DCC) do not have
PCWW Problem with Family, Infrastructure and Organizational Support
respectively. It is very less, in spite of considering all three types of
Supports. It deduces that Problems are reduced on PCWW Problem, in a
Combined Group than, Whole Group of, 409 Respondents. It proves
Objective-02.
3. In a Combined Group, 15% to 14% and 0% WW (DCC) do not have
WLB Problem with Family, Infrastructure and Organizational Support
respectively. It is very meager in spite of considering all three types of
Supports. It deduces that Problems are reduced on WLB Problem, in a
Combined Group than, Whole Group of, 409 Respondents. It proves
Objective-02.
4. Probably, it is a convention in Indian Organizations and Societies, for
being a WW (DCC); one has to find the own solution of Pregnancy and
Maternity. That’s how, WW (DCC) are able to manage, somehow,
during this initial Stage, on the cost of her Career. But in Subsequent
years (as time goes by), it‘s effect has been realized. Findings
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 387
5.32 Analysis 11: Findings on Association of Problems (RAC, PCWW & WLB)
with reasons for leaving a Job, by WW (DCC): Test-Chi-Square Test (Cross-
Tabulation)
TABLE 5.14- Findings on Association of Problems (RAC, PCWW & WLB)
with reasons for leaving a Job, by WW (DCC)
Instrument
Association
Q27
Association
(Attribute /
Variable)
P-Value Remarks Obj.
No.
Reasons for
leaving a
job, by
DCC
“RAC
Problem” P=0.156
There is No Significant
association.
01 &
02
“PCWW
Problem” P=0.001
There is a Significant
association between PCWW
Problem and Reason of
Resignation among WW
(DCC) in Indian
Organizations.
01 &
02
“WLB
Problem” P=0.822
There is No Significant
association.
01 &
02
5.33 Deductions: Quantitative Analysis on Problems & Reasons for leaving a Job
1. 51% to 57% RAC, PCWW or WLB Problems, of WW (DCC) comes
under the classification of “None” (30%) or “NA” (70%). Either, 51% to
57% WW (DCC) do not have any WLB-RAC problem or have not
resigned. Means, WW (DCC) bear a lot, before finally taking a decision
on resignation.
2. 18% to 20% Delivery / Birth, 14% to 15% Child Upbringing and 4% to
11% Transfers are the main reason of resignation among WW (DCC) on
to either RAC or PCWW or WLB problem irrespective of NF, Gen Y,
Age of Child < =03 Years & HPJ.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 388
5.34 Analysis 12: Findings on Association of Supports (FS, IS, OS & OOS) with
reason for leaving a Job, by WW (DCC): Test-Chi-Square Test (Cross-
Tabulation)
TABLE 5.15- Findings on Association of Supports (FS, IS, OS & OOS) with
reason for leaving a job, by WW (DCC)
Instrument
Association
Q27
Association
(Attribute /
Variable)
P-Value Remarks Obj.
No.
Reasons for
leaving a
job, by
DCC
“Family
Support” P=0.461
There is No Significant
association.
01 &
02
“Infrastru
cture
Support”
P=0.327
There is No Significant
association. 01 &
02
“Organiz
ational
Support”
P=0.255
There is No Significant
association.
01 &
02
“Overall
Support” P=0.025
There is a Significant
association between Reason
of Resignation along with
Overall Support, among WW
(DCC) in Indian
Organizations.
01 &
02
5.35 Deductions: Quantitative Analysis on Supports & Reasons for leaving a Job
1. 46% to 52% WW (DCC), along with Family, Infrastructure,
Organizational or Overall Support, comes under the classification of
“None” (20%) or “NA” (80%). Either, 46% to 52% WW (DCC) do not
have any WLB-RAC problem or have not resigned. Means, WW (DCC)
bear a lot, before finally taking a decision on resignation.
2. 15% to 21% Delivery / Birth, 16% to 19% Child Upbringing and 3% to
7% Transfers are the main reason of resignation among WW (DCC)
along with Family, Infrastructure, Organizational or Overall Support.
3. 19% to 20% Delivery / Birth, 16% Child Upbringing and 4% to 7%
Transfers are the main reason of resignation among WW (DCC) without
Family, Infrastructure, Organizational or Overall Support.
4. It deduces that there is 5% increment (a substantial difference) in No. of
resignation, because of Delivery / Birth, among WW (DCC), without
Organizational Support.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 389
5.36 Analysis 13: Findings on Association of Problems (RAC, PCWW & WLB)
with Perception of Child Care (Crèche) (Organization’s Support): Test-Chi-
Square Test (Cross-Tabulation)
TABLE 5.16- Findings on Association of Problems (RAC, PCWW & WLB)
with Perception of Child Care (Crèche) (Organization’s Support)
Instrument
Association
Q38.6
Association
(Attribute /
Variable)
P-Value Remarks Obj. No.
Perception
of
Child Care
(Crèche)
(Organizatio
n’s Support)
“RAC
Problem” P=0.812
There is No Significant
association. 01 & 02
“PCWW
Problem” P=0.142
There is No Significant
association between
PCWW Problem and
Perception of Child Care
(Crèche) to be provided
by Organization.
01 & 02
“WLB
Problem” P=0.835
There is No Significant
association. 01 & 02
5.37 Deductions: Quantitative Analysis on Problems & Perception of Child Care
(Crèche) (Organization’s Support)
1. 78% to 83% WW (DCC) look forward (agree) for Child Care (Crèche)
by Organization along with various “Problems” and 75% to 83% WW
(DCC) also, looks forward (agree) for Child Care (Crèche) by
Organization “without any Problem”. Those are phenomenal in No. and
needs to be addressed.
2. Only, 8% to 12% WW (DCC) does not bother for Child Care (Crèche)
by Organization irrespective of Problems.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 390
5.38 Analysis 14: Findings on Association of Supports (FS, IS, OS & OOS)
with Perception of Child Care (Crèche) (Organization’s Support): Test-
Chi-Square Test (Cross-Tabulation)
TABLE 5.17- Findings on Association of Supports (FS, IS, OS & OOS) with
Perception of Child Care (Crèche) (Organization’s Support)
Instrument
Association
Q38.6
Association
(Attribute /
Variable)
P-Value Remarks Obj.
No.
Perception
of
Child Care
(Crèche)
(Organizatio
n’s Support)
Analysis
Family
Support P=0.047
There is a Significant
association between Family
Support and Perception of
Child Care (Crèche) to be
provided by Organization.
01
&
02
Infrastruct
ure
Support
P=0.914 There is No Significant
association.
01
&
02
Organizati
onal
Support
P=0.730 There is No Significant
association.
01
&
02
Overall
Support P=0.721
There is No Significant
association.
01
&
02
5.39 Deductions: Quantitative Analysis on Support & Perception of Child Care
(Crèche) (Organization’s Support)
1. 78% to 85% WW (DCC) look forward (agree) for Child Care (Crèche)
by Organization along with various Supports and 73% to 79% WW
(DCC) also, looks forward (agree) for Child Care (Crèche) by
Organization without any Support. Those are phenomenal in No. and
needs to be addressed.
2. 4% to 16% WW (DCC) does not bother for Child Care (Crèche) by
Organization irrespective of Overall Support.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 391
5.40 Analysis 15: Findings on Association of Problems (RAC, PCWW & WLB)
with Perception on mandatory Support (Both or Either Family) for RAC
(Infant) : Test-Chi-Square Test (Cross-Tabulation)
TABLE 5.18- Findings on Association of Problems (RAC, PCWW & WLB)
with Perception on mandatory Support (Both or Either Family) for RAC
(Infant)
Instrument
Association
Q48.1
Association
(Attribute /
Variable)
P-Value Remarks Obj. No.
Perception
on
mandatory
Support
(Both or
Either
Family) for
RAC
(Infant)
“RAC
Problem” P=0.917
There is No Significant
association. 01 & 02
“PCWW
Problem” P=0.479
There is No Significant
association between
PCWW Problem and
Perception of Mandatory
Support (Both or Either
Family) to be provided in
Indian Organizations.
01 & 02
“WLB
Problem” P=0.505
There is No Significant
association. 01 & 02
5.41 Deductions: Quantitative Analysis on Problems & Perception on mandatory
Support
1. 77% to 79% WW (DCC) look forward (agree) for Mandatory Support
(Both or Either Family) in Indian Organizations along with various
Problems and 74% to 79% WW (DCC) also, looks forward (agree) for
Mandatory Support (Both or Either Family) in Indian Organizations
without any Problem. Those are phenomenal in No. and needs to be
addressed.
2. 5% to 11% WW (DCC) does not bother for Mandatory Support (Both or
Either Family) in Indian Organizations irrespective of Problems.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 392
5.42 Analysis 16: Findings on Association of Supports (FS, IS, OS & OOS)
with Perception on mandatory Support (Both or Either Family) for RAC
(Infant): Test-Chi-Square Test (Cross-Tabulation)
TABLE 5.19- Findings on Association of Supports (FS, IS, OS & OOS) with
Perception on mandatory Support (Both or Either Family) for RAC (Infant)
Instrument
Association
Q48.1
Association
(Attribute /
Variable)
P-Value Remarks Obj.
No.
Perception
on
mandatory
Support
(Both or
Either
Family) for
RAC
(Infant)
“Family
Support” P=0.237
There is No Significant
association.
01 &
02
“Infrastru
cture
Support”
P=0.029
There is a Significant
association between
Infrastructure Support and
Perception of Mandatory
Support (Both or Either
Family) to be provided in
Indian Organizations.
01 &
02
“Organiz
ational
Support”
P=0.131
There is No Significant
association. 01 &
02
“Overall
Support” P=0.876
There is No Significant
association.
01 &
02
5.43 Deductions: Quantitative Analysis on Support & Perception on mandatory
Support
1. 77% to 87% WW (DCC) look forward (agree) for Mandatory Support
(Both or Either Family) in Indian Organizations along with various
Supports and 74% to 79% WW (DCC) also, looks forward (agree) for
Mandatory Support (Both or Either Family) in Indian Organizations
without any Support. Those are phenomenal in No. and needs to be
addressed.
2. 5% to 12% WW (DCC) does not bother for Mandatory Support (Both or
Either Family) in Indian Organizations irrespective of Overall Support.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 393
5.44 Findings on Hypothesis at a Glance: Analysis-10
TABLE 5.1- Findings on Hypothesis at a Glance
Instr-
ument Hypothesis Test
P-
Value
Null
Hypothesi
s
Remarks Obj.
No.
H01: There is No
Significant association between
Age of Child <= 03
Years / Age of
Child> 03 Years and
resignation of NF/
Non-NF (JF), WW
(DCC) because of
WLB- RAC
Problem
Chi-Square
Test
(Cross-
Tabulation)
P=0.31
4 for
NF
and
P=
0.578
for
Non-
NF
Accepted In a nuclear
family, a
working
woman can
be in job,
even when
she does
bear / rear a
child.
01 &
02
H02: Since, Majority of
WW (DCC) is not in
disagreement with
“professional career
possibility” with
only “Unmarried or
a Single Parent,
Married without
child, Divorced/
Widower”.
Frequency
Test
Accepted To be a
working
woman,
mother has
not been
either a
divorce,
widower,
Single
Parent or
married
without
child.
01 &
02
H03: There is No
Significant association between
Gen Y / Non-Gen Y,
WW (DCC) and
resignation of NF/
Non-NF (JF),
because of WLB-
RAC Problem.
Chi-Square
Test
(Cross-
Tabulation)
P=0.
373
for NF
and
P= 0.
.433
for
Non-
NF
Accepted Gen Y, dual
career
couple can
be
Professiona
l, by being
a nuclear
family in
Indian
Organ.
01 &
02
H04:
Since, Majority of
WW (DCC) is in
agreement that
serving WW (DCC),
Defense Services get
affected more
severely by RAC
Problem that’s how,
it may impact WLB
and in turn, PCWW
also, of WW (DCC).
Frequency
Test
Rejected
It is not
possible; to
pursue a
promising
career as
Gen Y
officer, in
Indian
defense
services, as
a dual
02 &
04
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 394
Instr-
ument Hypothesis Test
P-
Value
Null
Hypothesi
s
Remarks Obj.
No.
Hence, H04 is
Rejected.
career
couple by
being a
nuclear
family,
along with
raising a
child.
H05: Since, Majority of
WW (DCC) is in
agreement that
“Raising a child is a
hurdle in Career
progression of most
of Professional
working women”.
Frequency
Test Rejected Raising a
child is
hurdle in
Career
progression
of most of
Professiona
l working
women.
01 &
02
H06: Since, Majority of
WW (DCC) is in
agreement that
“Delay
Child/Surrogacy/Ad
option of a child is
not a solution, in
Career progression
of a working
woman”.
Frequency
Test Accepted Delay Child
/ Surrogacy
/ Adoption
of a Child
are not a
solution, in
Career
progression
of a
working
woman.
02 &
03
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 395
5.45 Objective -3 & 4-Analysis 9: Strategies (Flexibility) to be followed in an
Indian Organization on Work-Life Balance (WLB) -specific to raising a child
(RAC).
5.46 Supporting Literature on Strategies (Flexibility)-WLB-RAC:
Empirical study of this research confirms the proposed model by Patricia Meglich et
al. (2016) under Organizational Support and as well as the combined effect, taking
into account all possible Supports is able to discern the effects on working mothers
in Indian Organizations.
5.46.1 This research has practical implications. Firstly, it draws attention to a specific
segment of employees, i.e. WW (DCC) (Gen Y, NF, HPJ, Child Age < 03 Years and a
Transferable Job), who comprise a significant portion of the workforce.
Understanding their struggles and daily challenges could be beneficial for raising the
morale of this segment of the workforce and could help them in delivering excellent
performance during pregnancy and up until maternity leave.
5.46.2 Secondly, the research raises awareness of the different types of perceived
support within the workplace which profoundly affect workplace behaviors critical for
organizational success. Specifically, organizations can put formal programs in place
and strive to create a mother-friendly organizational culture. As a part of this, HR
specialists could promote pro-social behavior in the workplace and foster a culture of
support among colleagues. HR policies such as offering care and assistance to WW
(DCC) might represent one manifestation of such support.
5.46.3 Third, during performance appraisal conversations, supervisors could discuss
expectations regarding different types of organizational support available to WW
(DCC) and could initiate conversations with WW (DCC) about workplace interactions
that give expectant women a chance to partcipate, take on projects with high
responsibilities and lead to superior workplace performance, as derived by Patricia
Meglich et al. (2016).
5.47 All of these will assist, in providing cognitive workforce (Child) by WW
(DCC) to Indian Organizations.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 396
5.47.1 Employees’ Value: Organizations today must discover, what their employees’
value, and implement policies and offer programs and initiatives that would allow the
employees to achieve the balance that they need—the one that is best for them. Such is
the decree of the situationist perspective [Phipps & Prieto (2014)].
5.47.2 Family-Friendly Decisions: As organizations are increasingly being prompted
to make more ‘‘family-friendly’’ decisions as regards their expectations, practices,
and policies for employees, a strong case must be made for the advantages of WLB
initiatives in terms of employee behavior and organizational outcomes[Phipps & Prieto
(2014)].
5.47.3 Positive Employee & Organizational Positive Outcomes: Focus on finding
other positive employee and organizational outcomes that may stem from WLB
initiatives, for example, increased job motivation, increased organizational citizenship
behavior, decreased deviance, and increased organizational trust. O’Neil et al. (2008)
proposed that organizations with senior leaders who actively support and champion
organizational WLB policies will have women managers who demonstrate greater
commitment, citizenship, and satisfaction. Empirical studies that are inclusive of all
employees are needed, and it should be determined whether these positive outcomes
are industry-specific or company-specific outcomes [Phipps & Prieto (2014)].
5.47.4 Clan Culture & Flexibilities: Since many WLB initiatives today, such as tele-
commuting, employee assistance programs, relocation assistance, tuition
reimbursement, elder care resources, on-site child care, fitness centers, and counseling
services, may be considered privileges, and are more determined by organizational
culture[Phipps & Prieto (2014)].
Lund (2003) found that job satisfaction was positively related to clan cultures. A clan-
oriented organizational culture is one where there is flexibility and self-management
due to a familial trust and unity shared among organizational members. One can
easily visualize WLB initiatives being promoted in such a culture, and in addition to
employees experiencing greater job satisfaction, they may also be more committed to
the organization and may possess a stronger motivation to perform. Why? These
outcomes may be realized because the WLB initiatives were willingly offered due to
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 397
cultural norms, and not put in place only after recurrent pleas for understanding
[Phipps & Prieto (2014)].
5.47.5 Positive Attitudes & Behaviors: Employees, appreciating the signal that the
organization values its workers and freely practices an ethic of care, may reciprocate
in kind, via more positive attitudes and behaviors, that would also influence positive
organizational outcomes[Phipps & Prieto (2014)].
5.48 Strategies from Situational Characteristics:
5.48.1 Nuclear Family
Most of the DCC are in Non Transferable Jobs and Staying with Joint /
Extended Family. This is the advantage of staying at one Place, in spite of, so-
called Nuclear family, in Indian Society. (Q24)
5.48.2. HPJ
High amounts of work involvement (HPWS) can thus interfere with parental demands and, in
turn, cause role conflict and insurmountable pressures that are not easily resolved by
autonomy and flexibility (Pinquart and Sörensen 2000).
(a) It has been found out, in general, DCC below 03 Lakhs per Annum Salary,
feel they are not in High Profile Job (HPJ). It is basically Job / Work
Profile and moreover, self attitude, which makes them feel that they are
not HPJ. Most of Teachers felt that they do not fall under HPJ (Self
Perception) classification.
(b) Based on Self Perception of WW (DCC), it has been deduced that to
be HPJ, one has to be minimum Graduate / Post graduate, Income
above 3 Lakh per Annum in Indian Organizations.
5.48.3. Transfer of Job
(a) A Non Transferable job has the advantage of staying at one Place. Mostly,
Working Women joins Non–Transferable Jobs in Indian Organizations.
Transfer is a big hurdle for DCC in relation to RAC, in a Nuclear Family.
(b) WM are able to continue Transferable Govt. Jobs, because they have not to
undergo pregnancy phase. As well as, they are able to have Successful
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 398
Career Progression, because of responsibility of Raising of Child, Child
Education and House Keeping mainly rests with Wife (Working / Non-
Working).
5.49 Strategies on WLB-RAC-Those are as follows, in relation to WW (DCC)
1. Some sectors may be more Suitable or helpful to have better WLB. It
could be helpful for working woman (WW) as Education sector,
Medical profession, Bank. Please refer under mentioned point No.
2. If, both partners (Husband & wife), are in same profession and also
employed in same organization. It may help out both on WLB (Husband
may be great asset, on sharing wife’s professional load too).*
3. Family‘s Help, Support, Assistance is essential in India, in present
scenario. Otherwise other solution may not yield the required result.
4. Non-Transferable job, No touring jobs could have better WLB in case of
WW (DCC).*
5. School may also explore / Plan out some facilities / provisions, for
engaging the children of working parents before and after school normal
working period, as a special measure.*
5.50 Deductions from the Analysis of Demographic data of WW (DCC):
1. At initial Stage of working women, Private Jobs much more suits to the
requirements of working women in India. Because of Freedom of
Leaving the Lob, in case Job does not meet the requirements of DCC.
Govt. Jobs are not very flexible in relation to grant the leave during
emergencies or meeting the day to day requirements*. Bureaucracy
comes in between, in everything, in absence of proper laid down policy
for Working Women.
2. During initial stage of rearing of infant Child, lot many Courses /
Training, TDs are hindrance while employed with Govt. Jobs.*
3. Subsequently or later stage of Career, incompletion/ not attending of
required Courses / Training, it becomes the hurdle in Progression of
Career of Working Women.*
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 399
4. * Note-Found from remarks of Questionnaire filled by respondents, personal
and Experiential Learning.
5.51 Deductions: Type of Profession (WW) with RAC, PCWW and WLB
Problem from (Analysis-9, Section-4.60)
1. WW (DCC) as Engineer has maximum, RAC Problems, while, WW
(DCC) as Doctor has minimum, RAC Problems, in Indian
Organizations.
2. WW (DCC) as Teachers has maximum, PCWW Problems, while, WW
(DCC) as Dental / Physio / BAMS has minimum PCWW Problems, in
Indian Organizations.
3. WW (DCC) as Pharmacist has maximum, WLB Problems, while, WW
(DCC) as Dental / Physio / BAMS has minimum WLB Problems, in
Indian Organizations.
4. Dental / Physio / BAMS has minimum PCWW & WLB Problem, as
WW (DCC). Either they have been looked after very well by the
Organization or they do not have much competition or they are not
aspiring or they are getting / satisfied, what is expected out of their Job
or they have given up, as they have lost the race.
5.52 Deductions: Type of Sector (Organization) (WW) with RAC, PCWW and
WLB Problem from (Analysis-9, Section-4.62)
1. WW (DCC) as Defense [and 06 (38%) IT] has maximum, RAC
Problems, while, WW (DCC) as Medical, [5/06/30 (15%) Bank,
Pharmaceutical and Education], has minimum RAC Problems, in
Indian Organizations.
2. WW (DCC) as Medical (MD/ MBBS) has maximum, PCWW Problems,
while, WW (DCC) as IT (Pharmaceutical) has minimum PCWW
Problems, in Indian Organizations. Medical has maximum PCWW
Problem, but have minimum RAC, as WW (DCC).
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 400
3. WW (DCC) as Service-White Collar, [2/2/14/17 (96-100%)
Telecommunication, Aviation, Manufacturing - Blue Collar and
Management - HR / Finance / Marketing] has Maximum, WLB
Problems, While, WW (DCC) as IT, [38 (88%) Pharmaceutical], has
Minimum WLB Problems, in Indian Organizations. And, Second
minimum WLB Problems (Comparatively) 18/186 (90-94%), WW
(DCC) has with Medical, Education and Bank.
4. IT has minimum PCWW & WLB Problem, on WW (DCC).Either they
have been looked after very well by the Organization or they do not have
much competition or they are not aspiring or they are getting/ satisfied,
what is expected out of their Job or they have given up, as they have lost
the race. It is Similar to Dental / Physio / BAMS, as “Type of
Profession”.
5. Aviation and IAS/ IPS sector have not been taken into account here, as
being very less collection of data, on these sectors.
6. Aviation and IAS/ IPS sector have not been taken into account here, as
being very less collection of data (Sample), on these sectors.
5.53 Deductions: Relationship of RAC & PCWW with WLB
From the Study of Section-4.54 to 4.62 (Type of Profession and Type of sector), it
proves that definition of WLB has got two major constituents / Attributes those are
Personal Satisfaction (RAC) and Professional Satisfaction (PCWW) in case of
WW (DCC). Type of Profession, Dental / Physio / BAMS displayed at two places as
PCWW minimum and WLB minimum. Similarly, Type of Sector (Organization),
Medical and IT displayed at two places as RAC minimum & PCWW maximum and
PCWW minimum & WLB maximum, respectively(Table -4.42b).It further proves
that WLB has t two extremes as RAC and PCWW.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 401
5.54 Scale of Work-Life Balance (WLB):
Table 5.20- Scale of WLB in an Indian Organization -specific to RAC
Sr.
No. Sector
Min. WLB for
WW(DCC)
(Less Stressful)
Max. WLB for
WW(DCC)
(More Stressful) Section
Attribute Attribute
1 Type of Service/
Org.
Private Self Employed /
Business
4.55 &
Table -
4.42a
2 Kind of Job
Permanent Contract
3
Service
Experience in
Yrs
04 - 06 Years More Than 15
Years
4 Yearly Income
12 - 14 Lacs 6 - 8 Lakh
4.55 &
Table -
4.42b
5 Type of Profession
Dental /Physio / BAMS Pharmacist
6 Present Position
Senior Manager
Director / CEO / MD /
Principal / Lt.
Colonel
7
Sector /
Classification
of Org.
IT Service - White Collar
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 402
5.55 SUGGESTIONS:
5.56 Supporting Literature on after effects of WLB-RAC:
Present Research, concerns of working women (DCC), has been overlooked for too
long and this is the time for change. WW (DCC) (Gen Y, NF, HPJ, Child Age < 03
Years and a transferable Job) are becoming a significant presence in the workforce,
and as such, were important stakeholders, but they were not being treated as such. It
was only fair that their needs be addressed.
RAC (Personal satisfaction) ill WW (DCC) may not be able to perform well, likewise
ill-being WW (DCC) may not be able to effectively grow/ raise a cognitive child.
Thus, it is crucial to reduce work–family conflict (or to make stress free mother) and
increase work–family enhancement (supports) in order to provide WW (DCC) with a
better work–family balance.
These are dilemmas of an ethical nature that must be addressed. Companies can
introduce policies and practices that support WLB-RAC. If they do not, they play a
major role in the lack of WLB-RAC, which does impact stress, WW (DCC)
withdrawal, burnout, and other ills.
Hughes and Bozionelos (2007) found that work–life imbalance was a major source of
dissatisfaction and withdrawal behaviors, and relayed the lack of balance as related to
reduced psychological, physical well-being and in turn impact on cognitive child
[Phipps & Prieto (2014)].
There should be individual and organizational coping interventions developed to
assist WW (DCC) achieve the most positive work–family balance and well-being.
WLB-RAC (work–family management) should be a part of Organization’s Business
Policy. For public policy makers, existing WLB-RAC Support programs should
extend from traditional means (i.e., Family Support) to work–family management
strategies (i.e., Infrastructure Support Organizational Support) and change of mindset
across the section of whole Indian Society.
Organizations officials should examine the work and family environment and offer
assistance, so WW (DCC) can pursue their careers without hindrances. The
implementation of interventions will help in building excellent work and family lives,
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 403
and therefore growth of cognitive child (competitive workforce) (Human Capital)
and well-being of WW (DCC).
5.57 Importance of Growth of Human Capital
Child rearing and raising (Growth of Human Capital) must be taken as National
liability and responsibility, instead of individual or personal, similar as Defense of
Country (National Boarder Security).21st Century demands, only Cognitive
Abilities.
5.58 National Human Capital
Large number of WW in 41 to 45 years of age group in comparison of WM. Suddenly,
Organizations finds her (WW) [(almost Half) No. of WW in 46 to 50 Years of age Group],
Unsuitable for promotions. Whether, mother was given enough Opportunities, during past
service of her Career Progression? Might be, every time, mother had declined, all those
Opportunities/Training Programs, because of some or other Child/Family, related problems.
Then, who shall be held responsible, for not having, a promising Career by a WW? WW
cannot be the only reason or held responsible, for unsuitability of promotion. Child Raising
/Rearing must be considered, Nation Building Activity (Adding up –National Human
Capital). It is not a personal Gain of any one Individual.
5.59 Child Play Center
It has been realized, out of this research Study that Indian organization must provide
the Facility of Child Play Center and compulsory provision of maternity Leave to all
WW irrespective of Size & kind of Organization. While, Govt. and Social
infrastructure must gear up for Child Play Center in Indian Societies.
5.60 Maternity Leave
Q35, 42% (136+37)173 WW (DCC) do not have the provision or have not been given
any Maternity Leave. That is the basic Support, which has to be extended by any
Organization to Working Women, to make a Strong Nation. It is a phenomenal No of
WW. Q12.1 confirms that 25% (64+42) 104 WW (DCC) are on Temporary and
Contract Jobs. Those might have not been given Maternity Leave. But, How 17%
(173-104) 69 WW can be denied for maternity Leave? It is a crime against this
community. WW have been oppressed. Something must be done to it.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 404
5.61 Organizational Support: POS to WW (DCC)
Q36, Support really availed in Organization, from Colleague at Work 23% (112) has
been Top Support in the Organization for DCC. Other Supports Availed by DCC in
Organizations by DCC are Holidays, Time offs, Transportation, permission to bring
Children to Work, Technology like Cell Phone/Laptops, Telephone for personal Use,
Health Program, varies from 24%(96) to 11%(43).While rest of other Supports as
Flexible Starting Time ...............to Virtual Office have been Availed by the
Organization, ranges from 8%(33) to 3%(13). There is a wide gap in Support/ Facility
provided by the Organization (or having the policy on paper) and being availed these
facilities by the DCC practically. Although, some of those facility are mandatory for
DCC as-Child Care / Play Centre / Crèche(5%), Being able to bring Children at
work(18%), Relocation Facility and Choice Transfers(6%), Flexible Hours in
General(6%), Virtual Office/ Working from Home (3%) and Paternity Leave (0%).
Those must be provided by all Organizations. Find out, those Organizations have
provided said facilities to Working Women.
5.62 Break of Service
There must be provision of joining previous Organization, even with the break of
service of 01-02 Years by WW, because of pregnancy and other compelling reasons
(of WW) (If possible without loss of seniority).
5.63 Essential Compatibilities between WM and WW (among DCC) as a
married Couple
1. There are bare essential requirements in relation to WLB of WW
(DCC).Compulsorily, Supported by Family, Infrastructure and
Organizational to a WW (DCC).
2. Essential Compatibilities between WM and WW (among DCC), those
must be complementing/ collaborating, to each other. Those are as
follows-
3. Physical and Mental ability of WW and WM.
4. Qualification of WW and WM.
5. Family Background (Upbringing/ Philosophy) (apart, Family Support) of
WW and WM.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 405
6. Profession / Service of WW and WM.
7. Otherwise (In absence of, missing, of any of these Links), DCC
relationship becomes DISASTROUS.
5.63 Change of Mindset on WW (DCC) across the Section to have Cognitive
Child (Total Transformation).
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 406
CONCLUSION
5.63.1 Supporting Literature on WLB-RAC:
To the best knowledge of researcher, there has been no study yet which uses all these
three Supports (Family, Infrastructure and Organizational) and the combined effect of
all three Supports on various attributes as RAC, PCWW and WLB specifically, for
WW (DCC) (Gen Y, NF, HPJ, Child Age <= 03 Years and a Transferable Job).
However, (a recent study) a conceptual Model/ Study (PWSM) on psychological
contract framework to analyze the effects of individual sources of work-based support
(i.e. organizational, supervisors, and coworkers) have been carried out and by Patricia
Meglich et al. (2016).
The present study contributes to the working women (DCC) literature by examining
the effect WLB-RAC (Work–Family Conflict); Supports (Family, Infrastructure &
Organizational) have on the RAC (Personal satisfaction) and PCWW (Professional
satisfaction) well-being of WW (DCC) towards having cognitive child (competitive
workforce).
Results are generally consistent with previous research, indicating that work–family
conflict has a negative consequence on WW (DCC) as a whole, while supports can
offset some of these impacts. Given that WW (DCC) play a fundamental role in
India’s economy and production of Cognitive Child (Human Capital), this research is
necessary to develop interventions for the government and Indian Organizations that
will best address the work–family conflict that WW (DCC) experiences as a Gen Y,
NF, HPJ, Child Age < 03 Years with a transferable Job.
The practical implications of this research for WLB-RAC revolve around acknowl-
edging the importance (of work–family management) to their RAC (Personal
Satisfaction) and PCWW (Professional Satisfaction) of WW (DCC), experiences as a
Gen Y, NF, HPJ, Child Age < 03 Years with a transferable Job.
5.64 Hypothesis based Results:
1. There are Six Hypotheses for this study. It has been also found out of
those Analysis, as well as through Factor Analysis that in a nuclear
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 407
family, a working woman can be in job, even if, WW does bear/rear a
child. To be a working woman, WW has not to be either a divorce,
widower, Single Parent or married without child. Gen Y, dual career
couple can be Professional, by being a nuclear family in Indian
Organizations. Raising a child is a hurdle in Career progression of most
of Professional working women.
2. But, till how long a WW (DCC) is able to climb ladder of pyramid
(Progression / Career Development) of Organization (Hierarchy) could
not be quantified in this Research. It could be known/ described
through descriptive and comparative study of WW and WM stand
alone or out of DCC.
3. From the Fourth Hypothesis. It has been proved that It is not possible; to
pursue a promising career as Gen Y officer, in Indian defense services,
as a dual career couple by being a nuclear family, along with raising a
child(Age of Child <=03 Years).
4. From the Sixth Hypothesis. It has been proved that Delay child /
Surrogacy / Adoption of a child is not a solution, in Career progression
of a working woman in Indian Organizations.
5.67 National Policy, on WLB-RAC:
1. Q34, 96% (326+64) 390 DCC have expressed the feeling, of not
possessing, any separate Policy, on WLB/WLB-RAC. Indian
Organizations (Private / Govt.) have to Support tremendously.
2. There is urgent need of making a Policy on WLB-RAC. So, it shall be
available to a Working Woman (DCC) in a natural course of duty
(Career Progression), not by struggle or on demand, without any
compromise. It shall become part (added) of “Maslow Hierarchy of Need
Theory” as a Physiological Needs of 21st Century, particularly for
Working Women (WW). It’s very essential for dual career couple placed
in Organizations as Indian Defense Services (Army/IAF/Navy) or
similar other Indian Organizations (ONGC, Indian Railways, Aviation,
IAS & Para Military Services). It is good initiative taken by Indian
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 408
government (in recent past), to provide the Opportunities to Indian
Women (Work force) almost on all Job Descriptions.
3. There is need of addition of one more HR function i.e. WLB. It must be
a part of Business Policy of the organization. No organization can run
without Workforce. Present Workforce has different likening. This fact
has to be realized by the organization at the earliest to take full
advantage in future to come.
4. Gender parity and Glass ceiling must be tackle strategically with the
proper tools of Diversity Management. There must be proper National
Policy on RAC-WLB.
CHAPTER- 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS
© Wg Cdr V K Agrawal 409
5.68 Scope for Future Study:
1. My Target Groups (Audience) are mostly Migrants, serving away from
their Home Town. Those are mostly in Central Govt.
Organizations/Undertakings, such as Defence Services
(ARMY/IAF/NAVY), IAS, ONGC, NTPC, HAL, Indian Railways,
RBI, KVs, SBI Banks, Air India, Indian Air Lines; DGCA (Pilot).
Future studies may explore / capture more peculiarities of such type of
Organizations or specific Sector in relation to WW (DCC) on
Employer- Employee needs and to develop required behavior among
both.
2. My Target Groups (Audience), among Private Organizations (PAN
India) are TCS, HUL, L&T, RIL, ABB, and TOI etc. I could contact
few of them only. Future studies may explore / capture more
peculiarities of such type of Organizations or specific Sector in relation
to WW (DCC) on Employer- Employee needs and to develop required
behavior among both.
3. I wish such study (To have Cognitive Child) could be carried out at
places / Cities such as Chennai, Mumbai, Delhi, Bangalore, Hyderabad,
Chandigarh, Pune, NOIDA, Gurgaon. These Cities may have Migrants
in majority / in large Strength. I presume these cities have Highly
Qualified, Gen Y, and Dual Carrier Couples. In future, this trend is
likely to percolate downwards / spread to other Second Tier Cities in
India.
References
© Wg Cdr V K Agrawal 410
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15. www.censusindia.com
16. www.genderandtrade.com
References
© Wg Cdr V K Agrawal 437
17. www.google.com 18. www.gujaratgovernment.com
19. www.investopedia.com
20. www.mospi.gov.in
21. www.onlinejournal.com
22. www.sssrn.com
Appendix
© Wg Cdr V K Agrawal 438
List of Paper Publications
Sr.
No. Title of Paper
Details of Journal /
Conference Proceeding
Month &
Year of
Publicatio
n
1 “Study Current recession in
India on variation of Job and, to
find out its relationship for
future Slow down (Recession)”
Awarded, Second Prize under
HR Group.
1st International Conference on
“Dynamics of Global
Recession:
Economic and corporate
Strategies for Survival and
growth” by GTU Ahmedabad,
at PIET-MBA, Baroda
(ISSN / ISBN No. 978-93-
81361-78-8)
06th
-8th
January
2012
2 “Designing HR tools for 21st
century”
International Conference on
Human Resource
Management, by Ganpat
University, kherva, Mehsana
24th
-26th
February
2011
3 “Challenges and Solutions to
the Work Life Balance of
Working Women In 21st
Century”
International Conference on
“Business Excellence in
Turbulent Times” (ICBETT),
by ITM University, Kharghar,
Navi Mumbai
(ISSN / ISBN No. 978-93-
5273-062-9)
18th
February
2017
4 WorkLifeBalance (WLB)Of
Working Women (WW-DCC)
Specific To Raising A Child
(RAC)
National Seminar on “Make in
India-A Paradigm Roadmap
for Growth of India” by MSW
Dept, at MSU, Baroda
04th
March
2017
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